City of Stratford
Corporate Communications Strategy
Submitted
January 6, 2014
Prepared by:
TABLE OF CONTENTS
1. EXECUTIVE SUMMARY .......................................................................................... 3
2. BACKGROUND, RESEARCH AND ANALYSIS...................................................... 4
A.
Research Activities............................................................................................. 4
B.
Analysis of City Communications & Public Engagement.................................... 5
3. OBJECTIVES ........................................................................................................... 9
4. MESSAGING .......................................................................................................... 10
5.
AUDIENCES........................................................................................................... 10
6. STRATEGY ............................................................................................................ 10
A.
Principles ......................................................................................................... 10
B.
Strategic Approach........................................................................................... 11
7. TOOLS AND TACTICS .......................................................................................... 12
A.
General Communications Approaches............................................................. 12
B.
Media Relations Strategy ................................................................................. 15
C.
Social Media Strategy ...................................................................................... 18
D.
Issues Management Strategy........................................................................... 22
E.
Proposed Roles, Responsibilities and Resources ............................................ 25
8. BUDGET ................................................................................................................ 28
9. RESOURCES & OPTIONS .................................................................................... 29
10. CONCLUSION........................................................................................................ 30
APPENDIX A: Residents’ Survey Results Report ..................................................... 31
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1. EXECUTIVE SUMMARY
Like many communities across Ontario of a similar size, Stratford is reviewing its
communications strategy. Social media has changed the landscape for municipal
communications. More than ever, the public today demands greater responsiveness,
accountability and transparency in government. Consultation with staff and stakeholders
reinforced these expectations. As well, stakeholders and residents expressed a desire
for convenient information available when and where they want it. The proposed
corporate communications strategy outlines an approach for the city to achieve:
•
Greater coordination and resources at the corporate level in order to produce
more proactive and professional communications.
o A Communications Officer, operating out of the CAO’s office, would allow for
more proactive corporate communications initiatives, both in terms of media
relations and social media.
o The use of design templates would improve the quality and effectiveness of
communications materials.
o The use of Communications Liaisons in each department would help coordinate
and improve overall capacity for communications.
•
Improved communication and engagement with the community through the
use of multiple platforms, including digital and social media platforms.
o While social media requires time and resources, once in place, these platforms
are a relatively low-cost method of delivering information quickly.
o Clarification of some website content and email subscription options would
greatly improve the usability of the site, which is one of the most used and
critical sources of City information.
o Online engagement/feedback can be improved through the use of low-cost
digital/social media tools.
o Maintaining the Town Crier ad, but with a new approach to content and design,
would help reduce costs while continuing to have a regular presence in print
media for those who are not online.
•
Improved issues management through a dedicated process for monitoring and
managing issues.
o The City would benefit from more strategic issues management that leverages
different communications methods and improves overall issues tracking so that
learning can be applied in the future. The proposed process would break down
communication silos of different departments and facilitate sharing of issues
management information across the organization, as required.
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The following strategy details how the City can achieve its communications goals while
managing costs and resources. It will also help establish a strong foundation of
organizational excellence and best practices related to communications and customer
service, as outlined in the draft Strategic Priorities Framework.
2. BACKGROUND, RESEARCH AND ANALYSIS
Stratford, Ontario is a thriving small-urban centre with a strong economic base in
manufacturing, technology and the arts. It is a community of 33,000 residents with a
relatively stable population. The City Council is comprised of 10 at-large Councillors and
the Mayor. The City employs about 300 full and part-time employees.
A. Research Activities
Redbrick was engaged to develop a communications strategy that builds on strengths,
reflects current trends and improves overall communications effectiveness and
efficiency.
To develop an informed plan, Redbrick conducted research both inside and outside of
the organization. We reviewed a range of materials produced by the City, such as the
website, departmental newsletters and e-newsletters, social media platforms, and the
Town Crier.
Research included conducting more than a dozen interviews, including the Mayor, CAO,
two Councillors, senior staff and external stakeholders representing heritage, arts and
business sectors. For additional input, an email survey of Councillors was developed
and distributed.
As well, an online survey for residents was launched on the website and publicized on
the website home page and the City’s social media platforms (Twitter and Facebook).
Mayor Mathieson and Councillor McManus also tweeted out the link. In addition, the
Stratford Tourism Alliance and the Chamber of Commerce shared the survey link with
their memberships. The survey was made available in hard copy at a variety of City
facilities.
To learn about and apply lessons from other municipalities’ communications, Redbrick
drew from its own extensive experience with municipal clients. As well, we reviewed
municipal communications plans from a range of municipalities, including the City of
Mississauga, Town of Georgina, City of Guelph and Town of Whitchurch-Stouffville. We
also interviewed communications professionals in Innisfil, Belleville and Prince Edward
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County, and reviewed communications job descriptions and plans from these
communities. In addition, more than a dozen municipal websites were reviewed.
B. Analysis of City Communications & Public Engagement
Internal
From an internal perspective, senior staff and Council generally report that the City is
doing an adequate job of communicating with the public. Similarly, we heard that the
relationship with local media is positive. Staff report that overall, the media get the story
correct when it is covered.
Concerns include:
•
How to increase and/or deploy resources for improved and more proactive
communications across the organization, with greater corporate support.
•
A lack of coordination and dedicated resources for corporate communications, which
drains resources from other departments.
•
A need for more consistent, professional looking communications materials.
•
The potential decline in value of the Town Crier print ad, particularly as newspaper
readership dwindles.
•
The potential to further improve media understanding of Council processes and
decisions by building on the success of providing media with agenda information in
advance.
•
The need to support Councillors and staff to manage/respond to phone and email
inquiries from residents and/or issues management.
•
The need to engage through social media, including determining how many
channels, how to engage with more users and how to leverage across departments.
External
Externally, while stakeholders express general satisfaction with City communications,
there is a clear desire for improvements and urgency around updating communication
methods to reflect current trends.
Stakeholders who are actively engaged with the City say they feel well-informed, in
particular by their formal relationships with staff, Council and Mayor.
On broader communications/engagement, feedback was wide-ranging. People are
seeking ease and convenience. There is also a push for more transparency and
accountability in City communications.
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The following summarizes common comments and feedback:
•
Communications needs to provide information when and where people want it.
•
Overall the website is well received and many reported depending on it for
information, although there is a learning curve involved in finding information on the
new site and some gaps were noted.
•
Local media coverage continues to be a main source of information for residents.
However, the Beacon Herald’s dropping circulation numbers was named as a
concern by several participants.
•
External stakeholder groups, particularly in the business, culture and tourism
sectors, are quite active on social media. They find their members are engaging with
them on social media and there is a very strong appetite for these tools in the
community.
•
Several interviewees thought that improved online engagement would fill in the gaps
when attendance at public meetings is low.
•
The use of email for greater engagement, as well as for sharing important/timely
information was repeatedly noted as a valuable and convenient method.
•
Stakeholders expect the city to embrace and use new communications technologies,
particularly as a Smart City and Intelligent Community. The City has an opportunity
to model and demonstrate how broadband improves community engagement and
government services.
•
Live TV and/or web streaming of public Council/committee meetings is seen as
highly valuable for greater transparency and engagement.
Resident Survey
The resident’s survey results were generally consistent with the findings of the individual
interviews. While there is satisfaction with the City’s communications and engagement,
the preferred channels of getting information indicate strong interest in new
communications tools.
Total participation was 114 respondents, with more women than men completing the
survey. Their ages reflected the community’s demographics. Detailed results are
attached in Appendix A.
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Highlights of survey feedback:
•
People are most interested in information about:
#1 Council decisions (73%)
#2 Waste management/recycling (71%)
#3 Transportation (such as roadwork and closures) (65%)
•
There is also high interest in recreational programs, budget information and property
tax information (approximately 60% each).
•
The top two ways that people get information now is from local media coverage and
the City website.
•
People are most interested in getting information through:
#1 The City website (56%)
#2 Local media coverage (53%)
#3 City Facebook Account (45%)
#4 Subscribed updates from website, email, Twitter and Town Crier (31-34% each)
•
Of those who responded, more than 80 per cent use Facebook and about half use
Twitter.
•
The top two ways that people want to be engaged on important city matters are via
an online survey or through social media. Additional comments also reinforced the
use of electronic/digital tools such as email, cloud-based applications such as
“Powernoodle” and other interactive online tools that allow input at the convenience
of the resident, rather than restricted to a particular time and place.
Peer research
A number of communities that are similar in size to Stratford have been reviewing their
communications processes and resources. Over the past several years, it has become
common for these municipalities to create a new, designated corporate communications
position, most often reporting to the CAO or Clerk’s department.
In Belleville, Innisfil and Prince Edward County, communications positions were created
within the past two to three years. Redbrick also assisted the Town of WhitchurchStouffville in creating and hiring for such a position last year. The Town of Georgina is
another smaller municipality that recently created a new communications position.
The job descriptions are fairly consistent, although the emphasis of the roles vary.
There is general responsibility for spearheading corporate communications, media
relations and social media, while also supporting departments in their communications
efforts.
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The communications officers report that they have been able to drive greater value for
communications throughout the organization, resulting in greater consistency and
professionalism.
Depending on the community, the type of communications varies widely. In Innisfil, for
example, where several media outlets follow Council, a great deal of time is spent
dealing with media and creating media materials. In Belleville, by contrast, greater effort
has been spent on creating new ways to engage and communicate directly with
residents. In Prince Edward County, the communications role has been closely tied to
new customer service goals.
In fact, the connection between communications and quality customer service is
increasingly recognized by municipalities. In both Innisfil and Barrie, corporate
communications has recently been reorganized to include responsibility for customer
service.
Redbrick reviewed the websites of a dozen peer municipalities with populations ranging
from nearly 27,000 to about 43,000. It appears that at least nine of the 12 all employ
some kind of in-house communications position. This includes a posting, placed in
November, from Bradford-West Gwillimbury for a new Communications Officer.
Name
Tier
Population
Comm Support
Orangeville, Town of
Lower Tier
27,975
Yes
Bradford West Gwillimbury, Town of
Lower Tier
28,077
Yes (just posted
job)
Fort Erie, Town of
Lower Tier
29,960
Yes
Orillia, City of
Single Tier
30,586
Yes
Innisfil, Town of
Lower Tier
33,079
Yes
Lakeshore, Town of
Lower Tier
34,546
Yes
Whitchurch-Stouffville, Town of
Lower Tier
37,628
Yes
Woodstock, City of
Lower Tier
37,754
No
St. Thomas, City of
Single Tier
37,905
No
Ramara, Township of
Lower Tier
43,086
No
Quinte West, City of
Single Tier
43,086
Yes
Georgina, Town of
Lower Tier
43,517
Yes
It is also worth noting that locally, the Perth District Health Unit has had a
Communications Officer for some time.
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Social media use by municipalities has become the norm in Southern Ontario and
Stratford is already demonstrating leadership in this regard. According to Redbrick
Communications’ annual Social Media Survey conducted in spring 2013, 54 per cent of
Ontario’s municipalities are using social media and for mid-sized communities of 10,000
to 75,000 people, the figure is closer to 80 per cent. There is an opportunity to build on
Stratford’s early success on Twitter and Facebook by developing a more strategic,
corporate social media strategy.
In addition to social media, technology is also being used by many municipalities to
video stream Council and committee meetings, as a way to leverage technology for
greater transparency. Georgina, for example, has been streaming since 2011. Other
examples include Burlington, London, Kitchener, Thunder Bay and Mississauga. Even
tiny municipalities, such as North Huron, are using free services such as Google Plus to
provide rudimentary video streaming/archiving of Council sessions. Other municipalities
have their meetings aired regularly by local cable networks.
3. OBJECTIVES
•
A well-engaged and informed community.
Strong local government is based on a community that is well-informed about City
matters and feels engaged in decision making.
•
Accountable local government.
Transparency and accountability are critical to strong local government. Decisions
and the process for making decisions must be understood by the public. This
requires proactively communicating and sharing information, and a commitment to
demonstrating principles and values in action.
•
Professional, consistent and coordinated communications.
High-quality, professional and consistent communications builds the City’s credibility.
Communications that are coordinated and well planned are more effective in
informing and engaging the community.
•
Timely and proactive issues management.
Monitoring emerging challenges and issues and responding effectively – with
coordinated communications across the organization – are critical to managing
issues and preventing crises. Issues management is not simply about
communications, but a mindset that involves teamwork and a commitment to doing
the right thing, not just saying the right thing.
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4. MESSAGING
To be determined. Most programs and initiatives require their own specific messaging.
However, some core messaging could be developed, based on final strategic priorities.
These messages would guide staff to link back their own programs, policies and
initiatives to the “pillars” of the strategic plan, as well as the overarching mission, vision
and goals.
5. AUDIENCES
•
•
•
Internal (Mayor, Council and Staff)
Residents
Local businesses, including members of:
o Stratford Tourism Alliance
o Chamber of Commerce
o Stratford City Centre (BIA)
•
Special Interest Groups and Community Organizations
o Seniors
o Sports
o Recreation
o Arts & culture
o Heritage
o Social agencies
6. STRATEGY
A. Principles
Some general communications principles should guide decisions about what is
communicated, when and how. The following communications principles should drive
the City of Stratford’s decisions in this regard:
•
•
•
•
•
•
Communicate in an efficient and professional manner.
Be open, transparent and accountable.
Value public input and two-way communication.
Share information in a timely manner.
Communicate in plain language, using diverse and accessible formats.
Protect the privacy of individuals.
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B. Strategic Approach
To achieve its communications goals, and reinforce its new strategic planning priorities,
the City of Stratford would take a more proactive approach to communications that uses
a variety of traditional and digital channels to engage and inform the community.
This could be accomplished through a set of core corporate communications activities,
as well as through specific strategies aimed at organizing media relations, social media
and issues management.
Key elements of the strategy:
1) The City would rely on convenient, audience-driven information tools, using multiple
channels to send and receive information, such as social media, email and print
materials/paid advertising.
2) The City would provide more proactive communications around Council agendas,
decisions and matters using a mix of channels, including news releases, social
media, and electronic updates.
3) Digital communications and social media would be a greater part of the City’s
communications mix. For a small urban community, Stratford benefits from a good
level of broadband penetration. Key stakeholders are actively engaging with
stakeholders on social media platforms. These activities would supplement
traditional media and printed materials.
4) The City would improve the professionalism and effectiveness of its communications
activities by putting in place design templates and processes for corporate
communications that would ensure a consistent look and quality, as well as design
that highlights key information.
5) These strategies and corporate communications activities would be coordinated
through a central Communications Officer based in the CAO’s office. Without some
kind of centralized communications resource, more coordinated and proactive
communications would be difficult.
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7. TOOLS AND TACTICS
A. General Communications Approaches
1) Establish Communications Liaisons
Staff within each department with key communications responsibilities would be
identified as Communications Liaisons. This group would have responsibility for working
with the Communications Officer and departmental staff to coordinate communications
activities for their department, including adding web content, developing news releases,
flagging ideas for updates, etc.
Key members of this team will include the Manager of Recreation and Marketing, who
oversees a wide range of communications activities and the Clerk’s Office staff who
produce the Town Crier ad. The waste management staff member who oversees the
Twitter account should also be on this team. Other critical members would be from
Public Works/Transportation, Fire and Police. As well, it would be important for IT to be
represented on this team in order to consider and coordinate technology needs.
The team would meet regularly (monthly or bi-monthly) to share information and
coordinate daily activities. They would be brought together on a quarterly or semiannual basis for communication training and discussions on how to improve and better
coordinate communications activities.
2) Establish a simple e-newsletter
In the longer term, the City would launch a new corporate, City-wide “e-newsletter”
distributed no more than twice a month to those who sign up on the website. The enewsletter would have clear sections with links to source info on the website, so very
little new content, other than headlines and short summaries, would need to be
developed on a regular basis. For example, sections would include links to Council
agendas/minutes, events, news releases, new reports and publications as issued, etc.
Special news items and articles could periodically be developed for key initiatives, or
activities that highlight the three proposed strategic priority pillars: Long-term Financial
Planning, Affordable Living and Active, Healthy Lifestyle. The Communication Liaisons
would be able to help generate this content based on activity within departments that
build on these pillars.
3) Improve website content and engagement
The newly redesigned website would remain a key source of City information and would
evolve to provide a greater level of community engagement and feedback.
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Key recommendations for the website:
•
•
Improve website collaboration and create more central responsibility for corporate
website content through the CAO’s office. Departments would remain responsible for
their own content and IT would maintain responsibility for website technology.
Expand and clarify subscription options to include: News & Events, Public Notices,
Minutes & Agendas, Citywide e-newsletter, Community Services e-newsletter:
o News & Events would be defined as: Media releases, public appointments,
road closures, events such as public open houses and meetings, community
events, and recreational events being promoted through the City.
o Public Notices: Public notifications as required by the Municipal Act, Planning
Act and other applicable legislation.
o Community Services e-newsletter: Allow new subscriptions to be enrolled for
existing Community Services e-newsletter through the website home page
o Citywide e-newsletter: as described above. This option would be developed
over the longer-term.
•
Build on the website to facilitate greater community engagement and involvement on
key issues. For any issue requiring a public meeting, an online engagement strategy
would also be implemented. This would involve having key information in one central
spot on the website and allowing stakeholders to provide input/feedback through an
online survey or open Q&A/Comment section. This could be facilitated through the
current web platform with the addition of an engagement module called “User
Voice.” It would be critical to use this platform carefully, with specific questions and a
structured approach for collecting input.
•
Use the website to live-stream all Council and Committee meetings. This would
improve transparency. The availability of these meetings should be publicized on a
variety of platforms, including the Town Crier, social media and through local media
coverage. The City is currently making inquiries to have Rogers broadcast all
Council meetings. This effort should include streaming and/or archiving of meetings
on the City website. Some municipalities manage this in-house with their own
equipment. The Council chamber renovations provide an excellent opportunity to
install equipment that will allow for the greater use of technology in the chamber,
including streaming of video.
4) Create communications templates
Develop branded templates for news releases, posters, brochures, Town Crier ads and
newsletters that will create a more appealing, consistent and professional look to these
materials. A freelance graphic designer may also be engaged on special projects to
ensure high quality design.
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5) Enhance information provided to Council
Develop a template for Council briefing notes to highlight key points, flag issues and
ensure that the information is easy to scan, understand and share with the public.
Using a consistent template that provides critical constituency information up front
would help ensure that Councillors are able to quickly respond to questions from
residents or local media.
6) Redesign Town Crier
Most of the stakeholders interviewed did not read the Town Crier. However, given
survey feedback and the fact that not everyone in the community has digital access, a
pared down version of the Town Crier should be continued. The size of the ad could be
reduced by:
1) Working closely with the Clerk’s department and the Beacon Herald, develop a
graphic design template for the Town Crier.
2) Reducing the level of detail by providing broad “headlines” and directing to website
and phone number for greater details.
3) Writing the announcements in a brief, “newsy” style to engage readers.
This should help reduce the cost and size of the ad, while making it more effective. The
template would separate general interest content from those public notices that are
required by law (e.g. zoning amendments, etc.). It would also use graphics to highlight
recurring sections, for example:
•
•
•
•
Budget meetings and other public engagement sessions would be highlighted under
“Have Your Say” or other tag line.
Recreational information.
Waste/recycling information.
Meeting dates.
7) Indoor electronic signs at facilities
Existing electronic indoor signage at City facilities should be leveraged to promote key
events and developments, ranging from recreational programs and community events to
public meetings and other new initiatives.
These signs should also be reviewed to identify opportunities to promote the website (e.g. encourage subscription to alerts and e-newsletters), and social media.
The Communications Officer would work together with the Liaisons to develop an
appropriate process for posting information on the signs.
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8) Develop a shared communications calendar
In order to manage communications that will rely on sharing the same information on
multiple channels, the Communications Officer should create a “Communications
Calendar” that can be accessed by the CAO, Directors, and Communications Liaisons.
This would help coordinate communications activities and track communications across
platforms.
B. Media Relations Strategy
Local media are a key source of information on local government for residents of any
community. Currently, the City has a constructive relationship with local media. Through
the Clerk’s office, the City proactively provides agendas and background information on
Council and committee meetings. Staff report that this has improved the accuracy of
media reports. Councillors note that there are sometimes misunderstandings around the
Council process (e.g. Committee and Subcommittee procedures).
Local media are used to relying on municipal leaders, such as the Mayor and CAO, for
information and feedback. There is a potential to increase coverage of municipal
matters and initiatives through additional proactive media relations.
Key media outlets
•
•
•
•
•
Stratford Beacon Herald
Stratford Gazette
Stratford Citizen
CJCS AM 1240/107.7 FM
Rogers TV – Cable 20 Stratford
Goals
•
•
•
•
Ensure that information is shared effectively, internally and with Council.
Ensure that communication with media is timely, accurate and appropriate.
Maximize opportunities and manage potential issues.
Determine what media relations strategy can best achieve desired outcomes and
communications objectives.
Media Interviews Protocol
The City of Stratford provides media interviews in a timely and well-coordinated manner.
When an interview is appropriate, well-informed spokespeople will deliver accurate, well
thought-out information, in plain language and within media deadlines. To succeed, staff
must work cooperatively, and with urgency, to ensure that the City responds
professionally to all media inquiries.
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The City’s updated media policy would continue to have directors responsible for
responding to media inquiries. With a dedicated Communications Officer in place, the
City would revise the approach in order to draw on the expertise of the Communications
Officer. An updated policy would reflect this new approach:
1. Immediately ask the reporter for the following information:
• What is your deadline?
• What is the story about?
• What is your name, telephone number and e-mail address?
2. Once this information has been gathered, staff must share it with their
manager/supervisor, who would share the inquiry details with the Director and the
Communications Officer.
3. Staff would then work with the Communications Officer to:
•
•
•
•
•
•
•
Gather the most up-to-date information.
Inform other staff, or the Mayor and/or Council, if needed.
Determine if a response from the City is appropriate.
Identify the most informed and appropriate spokesperson.
Prepare an appropriate response (in plain language).
Ensure that the spokesperson is well-supported and prepared.
Ensure that the spokesperson responds to the inquiry, well within the reporter’s
deadline.
• Follow-up with the spokesperson to confirm that the interview was given and
establish if any further action is required.
Before an interview is given to a reporter, the Communications Officer would be able to
contact the reporter to:
•
•
Set accurate expectations about who will be available to speak and when.
Gather additional information such as:
o Will the interview be live or taped?
o What is driving interest in the story?
o Are there any questions that the spokesperson should be ready to answer?
o Who else have they interviewed (and what did they say)?
o How long will the story be?
•
Create mutually beneficial opportunities, such as:
o Providing background information that already exists (such as City news
releases, website pages, publications, etc.).
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o Offering to connect the reporter with other contacts that may be of interest to
them (such as advocates, relevant associations, government ministries, etc.).
Proactive Media Relations
The City has the opportunity to be more proactive on matters of public interest,
improving transparency and providing an opportunity for the City to frame the matter. A
designated Communications Officer would be able to develop corporate news releases
on matters such as:
•
•
•
•
•
Key Council decisions
New corporate initiatives
New reports/studies
Infrastructure projects
Matters of public safety/concern
These releases would be distributed to media, but through web-posting, social media
and e-newsletter subscriptions, would also be available directly to residents.
Media Training / Skills Development
In order to strengthen the media skills/capacity of senior staff (and/or Council) a oneday media training session is recommended for those who have not been previously
trained or requiring a refresher. Training on this skill will increase confidence and
effectiveness of media relations.
As well, the City should have an annual process to assess if media training is needed
for any new staff with these responsibilities and/or elected officials.
Measurement
The effectiveness of media relations is primarily measured through an analysis of output
as compared to outcomes:
1) Number of media releases issued.
2) Quantity of media coverage – news articles, radio segments, interviews, etc.
3) Quality of media coverage – analysis of content to assess pick up of key messaging
and overall tone of coverage.
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C. Social Media Strategy
Guiding Principles and Objectives
In addition to the guiding communications principles outlined earlier in this strategy, the
following principles and objectives would drive the City of Stratford’s social media use:
•
•
•
Driving traffic to the City’s website.
Responding to inquiries in a timely an accurate manner.
Monitoring trends, issues and reactions to City of Stratford news, programs and
services.
Number and Scope of Accounts
The City currently operates a number of social media accounts:
Account Name
Platform
City of Stratford
Facebook
@cityofstratford
Twitter
@StratfordRRR
Twitter
@FireChiefSFD
Twitter
Purpose
Main corporate
presence
Main corporate
presence
Garbage and
recycling
Fire
@StratfordFire
Twitter
Fire
@ChiefBates
Twitter
Policing
Managed By
Brad Hernden, Manager,
Recreation & Marketing
Brad Hernden, Manager,
Recreation & Marketing
Garbage and Recycling
Department
Fire Chief Richard Young
Deputy Fire Chief Michael
Gornyiczki
Police Chief John Bates
Audience
Frequency
1,305
Medium
573
Medium
103
Medium
to High
Low
261
High
598
High
672
Main Corporate Accounts
Going forward, City efforts would be focused on building a steady and consistent
presence and a larger following for its two main corporate accounts on Facebook and
Twitter. The Communications Officer would lead these efforts with support from the
Communications Liaisons. The City would regularly share a range of content through its
main corporate accounts, including information about:
•
•
•
•
•
•
City services and programs
Public works and transportation
City-sponsored events
Council decisions and/or Council meeting updates
Budget information
Success stories and positive media coverage
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Decentralized Accounts
Given that the City’s dedicated Twitter account for waste and recycling has an
established following and generates frequent content, and that waste and recycling was
the second most cited area of interest in the City’s online communications survey, a
continued separate social media presence through the @StratfordRRR Twitter account
is justified. In general, these updates would also be shared through the City’s main
corporate accounts.
The City would explore the possibility of merging the @FireChiefSFD account into the
@StratfordFire account, enabling both Fire Chief Richard Young and Deputy Fire Chief
Michael Gornyiczki to contribute to one main presence for the City’s Fire Department.
The City’s Facebook page, which is currently used primarily for updates on recreation
services, would be used across departments. It was originally intended for this purpose,
but a lack of resources has limited its use. This new approach would ensure greater
engagement through this platform.
Going forward, the creation of additional accounts for specific departments or service
areas would be limited, unless there is a clear need for specific and targeted
communications to a designated audience. Departments interested in initiating a new
social media account would need to develop a business case and strategy for the
account outlining:
•
•
•
•
•
•
Clear objectives/purpose that demonstrate how social media will advance
departmental goals.
Target audience for the account.
Content and management strategy that outlines type of content, how the account will
be managed and by whom.
How the effectiveness of the account will be monitored and measured.
Roll-out schedule.
Budget.
The request would be reviewed by the Communications Officer, who would then make a
recommendation to the CAO for a final decision.
Two-Way Engagement
The Communications Officer would use the City’s main corporate accounts to
strengthen the civic process by engaging with residents and stakeholders, share other’s
content, and provide opportunities to share input and feedback, where appropriate.
Opportunities to provide input and feedback should be focused and structured, rather
than broad and open-ended, to promote productive and appropriate discussions about
City services and issues.
City of Stratford/ Corporate Communications Strategy
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Promotion of Corporate Accounts
The City would take steps to further publicize and promote its social media presence to
residents and stakeholders, including:
• Cross-promoting the City’s main corporate Twitter account and Facebook page
through other City communications channels, including: the Town Crier; enewsletters; electronic signage; flyers, brochures and other print materials; and staff
email signatures.
• Using the City’s corporate Twitter account to follow, engage with and retweet
content from key partners and stakeholders using Twitter, to increase awareness
and reach of the City’s Twitter presence.
• Using the City’s corporate Facebook account to like and share content from key
partners and stakeholders using Facebook, to increase awareness and reach of the
City’s Facebook presence.
• Promoting the City’s departmental social media accounts (@StratfordRRR,
@StratfordFire and @ChiefBates) through social media buttons on departmental
landing pages and department-specific communications materials.
The City would also take steps to address any potential confusion between the
@cityofstratford corporate Twitter account and the Stratford Tourism Alliance’s
(@StratfordON) Twitter account. It is evident that some audiences may be mistaking the
Stratford Tourism Alliance’s account for the City’s official corporate account, particularly
given the generic Twitter handle (@StratfordON) and account name (Stratford Ontario).
Similarly the Stratford Tourism Alliance’s Facebook page (StratfordON) can also be
mistaken for the City’s page as the description does not identify that the page is for
visitors. Working with the Stratford Tourism Alliance to more clearly identify and
distinguish the scope of each account will help to avoid potential confusion and drive
larger audiences to the City’s main corporate account.
Account Management & Policy Development
To ensure consistency and effective management of corporate accounts, as well as to
safeguard the interests of the City and its staff, the City would develop a clear set of
policies and guidelines around both corporate and staff personal use of social media.,
including:
Social Media Policy for Designated Social Media Users
The Communications Officer would continue to develop the City’s existing draft policy
on corporate social media use to ensure it addresses the following areas:
•
•
Access and ownership of corporate accounts
Process for approving and establishing new accounts
City of Stratford/ Corporate Communications Strategy
20
•
•
•
•
Role and responsibilities of Communications Officer, Communications Liaisons and
other City staff
Accessibility
Privacy
Records management
Guidelines for Managing Corporate Social Media Accounts
The Communications Officer, with support from Communications Liaisons, would
develop guidelines to coordinate the effective and consistent management of corporate
social media accounts.
These guidelines would include:
•
•
•
•
•
Scope and purpose of each of the City’s corporate social media accounts.
Process for submitting, approving, and distributing posts via corporate accounts.
Process for sourcing and developing regular content, including:
o The use of the communications calendar to develop pre-approved content and
social media publishing schedules.
o Coordination between the Communications Officer, Communications Liaisons
and other City staff to identify opportunities for additional content.
o Guidelines for sharing content from City partners and other City accounts.
Social media monitoring procedures, both to source content, monitor for inquiries
and comments, and flag inappropriate content.
Guidelines for: sharing third-party content; identifying and responding to
inappropriate content; responding to inquiries and comments; soliciting input from
the public.
Social Media Policy for All Staff
The Communications Officer would lead the development of a separate policy (and
accompanying guidelines) that clearly and distinctly outlines expectations around
personal use of social media by all staff. This policy should address:
•
•
•
Access to social media during working hours
Expectations and guidelines for appropriate use
Clear explanation of the professional risks and potential legal implications of
personal social media use
Social Media Training / Skills Development
In order to strengthen the social media skills/capacity of Communications Liaisons, a
one-day social media training session is recommended. This training session could
cover key considerations for using social media in a corporate and municipal setting,
and build participants’ capacity in developing strong messaging, creating content for
City of Stratford/ Corporate Communications Strategy
21
social media, and managing online interactions. Training on these skills will increase
confidence and effectiveness of corporate social media use.
Measurement
The above tactics form the foundation needed to build a consistent, effective social
media presence. Once implemented, the City can measure its success by:
•
•
•
•
•
Growth and number of followers and likes on corporate accounts
Growth and number of retweets, mentions, likes, comments and shares of
content posted through corporate accounts
Number of residents and stakeholders engaged and the amount of input received
on specific initiatives via corporate accounts
Growth and number of clicks on links shared through corporate accounts
The ability to provide timely, accurate responses to inquiries received via
corporate accounts
D. Issues Management Strategy
The City would develop a strategy for monitoring and managing emerging issues.
Sound issues management is based on a robust system for monitoring information and
feedback and responding as appropriate.
An issue is an incident or matter which is disruptive to the daily activities of the
organization. It can often emerge when there is a gap between public expectations and
City actions. It is also a matter that puts the City’s reputation at-risk.
The issues management strategy should be based on the following approach:
1) Issues Monitoring & Scanning
Monitor for emerging issues and create a process for ensuring that possible issues are
flagged to senior staff.
a. Media monitoring – This activity would be part of any new Communications Officer’s
routine activities. They would develop a process for tracking and flagging possible
issues in the media.
b. Tracking of inquiries to Councillors regarding possibly contentious issue. A form
would be created to allow Councillors to share this information quickly and simply to
a designated point person, such as the Communications Officer. This form would
provide information such as the nature of the inquiry (inquiries), timing and impact.
A designated point person, such as the Communications Officer, would monitor and
City of Stratford/ Corporate Communications Strategy
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respond to web comments and other feedback mechanisms, with clear
understanding of who to contact if there is an issue emerging.
c. Front-line staff feedback– Develop protocol for front-line staff to flag potential issues
and pass information along to the Communications Officer or other designate. This
would likely be a form that helps identify all the pertinent information, such as:
• The trigger or source of the issue.
• Potential impacts on the City (e.g. number of people involved).
• Type of issue (e.g. service interruption, public safety, employee behavior, etc.).
• Issue classification, such as departmental, interdepartmental or corporate.
The Communications Officer would determine if the issue requires immediate
assistance and reach out to appropriate staff to determine how to respond.
d. Develop an issues tracking form identifying current/emerging issues and status.
e. Have a standing “issues management” item on the agenda of bi-weekly CLT
meeting to review and assess the tracking form and determine next steps as
needed.
2) Issues Management Team – Roles & Responsibilities
Create an issues management team comprised of a subset of CLT, including a crosssection of departments to improve coordination of the communications response. The
responsibilities of the team would be to:
a. Gather reliable facts quickly and determine what information is available and what
additional information is required.
b. Prepare key messages.
c. Identify communications and stakeholder relations needs, develop strategy.
d. Identify spokesperson on issue and key contacts.
3) Guiding Principles on Issues Response
a. Build credibility by being honest and acknowledging issues, then identify the steps
being taken to respond to the issue.
b. Focus on who owns the issue – Is this a matter that the City has control over, or is it
another stakeholder/government?
c.
Identify what the City can respond to – both in terms of messaging and actions.
d. Identify allies who may be able to respond on City’s behalf.
City of Stratford/ Corporate Communications Strategy
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4) Issues Management Strategy Template
Title
Context:
• What is the
challenge,
opportunity, and
current situation?
Timing:
• What are the
timelines involved?
Audience:
• Stakeholders
involved or impacted
Key Messages
Tactics:
• Roll out and
communication
products
• Spokespersons
• Government
considerations
Follow up:
• Evaluation after the
fact, learning to be
applied in future
After an issue has been dealt with, the team should come together to evaluate the City’s
response and identify any changes the City should make the next time to improve the
response and/or outcomes.
Each individual issues management strategy, identifying messaging, tactics and
evaluation would be archived by category for reference in the future, so that the city
would develop a way to track and learn from these experiences.
Measurement
Both objective and subjective measures are used to evaluate the overall success of
issues management, including:
• Content analysis of key message delivery in media coverage.
• Overall analysis to determine if media coverage is negative or positive.
• Analysis of public feedback, including calls to Council, calls to staff, comments on
social media platforms.
City of Stratford/ Corporate Communications Strategy
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E. Proposed Roles, Responsibilities and Resources
Designated Communications Officer
A single full-time corporate communications position, reporting to the CAO, is
recommended in order to lead and coordinate corporate and Council communications
services and support departmental initiatives.
Ideally, a project coordinator or assistant would support this officer. However, given the
limited resources, a single full-time position would deliver key benefits to the City. A
number of small to mid-size municipalities do manage communications through a single
dedicated position.
The Communications Officer would be responsible for:
•
•
•
•
•
•
•
•
•
Providing strategic communications planning and advice.
Coordinating public communications, including media relations and social media.
Coordinating and providing support to citizen engagement initiatives.
Ensuring that the City’s corporate identity and ‘brand’ is communicated consistently.
Ensuring that corporate responsibilities such as accessibility and privacy are
understood throughout the organization.
Managing the City’s corporate web content and social media accounts. This would
include collaborating closely with IT on the website and other platforms.
Providing advice and support for other City departments and initiatives, as required.
Providing strategic advice and communications support to the Mayor and Council, as
directed.
Providing communications counsel and support in an emergency situation and being
the designated Communications Officer as outlined in the Emergency Response
Plan.
Specifically, the officer would provide advice and assistance related to:
•
•
•
•
•
•
•
•
•
Strategic communications planning
Communications related policies
Issues management
Media relations
Social media
Public consultations
Graphic services and publications
Internal communications, and
Event management
City of Stratford/ Corporate Communications Strategy
25
There is an opportunity to combine this role with a special projects role in the CAO’s
office in order to achieve cost-efficiencies.
The Role of IT
The City’s IT department has established a strong foundation with the recently
revamped website. IT will maintain responsibility for the functioning of the website. They
will work closely with the Communications Officer and collaborate on opportunities to
improve corporate communications through technology.
The Communications Officer will take on responsibility for developing corporate content
for the website and social media, with IT focused on the functioning of these
technologies.
The Role of Staff
All employees have a role in ensuring basic communications principles are met. Staff
should:
•
•
•
•
•
Use a team approach to identifying and managing communications needs.
Help to identify issues that need to be managed, and successes that should be
shared.
Identify communications needs at an early stage.
Ensure that spokespeople are supported with accurate, up-to-date information.
Work to eliminate surprises.
Managers play a particularly important role in ensuring that communications needs
within their areas of responsibility are identified and managed in a professional manner.
This includes the responsibility to ensure that the City meets current and future
communications related timelines and obligations within federal and provincial laws and
standards. Examples include the communications and public consultation provisions
within:
• Ontario’s Municipal Freedom of Information and Protection of Privacy Act (MFIPPA)
and other privacy law
• Ontario’s Municipal Act
• Ontario’s Planning Act
• Environmental law
• The Accessibility for Ontarians with Disabilities Act
While the Communications Officer will be a useful source of information and advice,
routine matters will continue to be communicated by departments using existing tools.
For example, Community Services’ recreation e-newsletter and Social Services’
housing newsletter would continue as is. The Clerk’s department would continue to be
City of Stratford/ Corporate Communications Strategy
26
responsible for routine activities, such as posting meeting notices, agendas, public
service notifications, as required by law, etc.
The Role of Communications Liaisons
In addition to the staff responsibilities outlined above, these liaisons would play a
greater role in coordinating departmental communications. Their responsibilities would
include:
• Coordinate web content for individual department web pages.
• Identify opportunities to share information via social media. Depending on the
department, they may also have access to post directly to the City’s social media
platforms.
• Identify new initiatives that require additional communications support or public
outreach. They would work with the Communications Officer to develop a plan for
the outreach or communications activities such as news releases.
If the liaisons were to meet on a monthly or bi-monthly basis, it would help breakdown
communications silos and improve overall communications. This team would also be
able to identify opportunities for different departments to combine resources on
complimentary initiatives.
The Role of Council
• The Mayor and Members of Council have a primary responsibility as spokespersons
for the City. Staff need to work cooperatively to ensure that the Mayor and Council
have access to timely and accurate information.
• Communication that is produced to support City programs and services must be
shared with the Mayor and Council to assist with inquiries and to promote
consistency. Similarly, Mayor and Council are encouraged to share information
about media inquiries and public feedback with staff, so the Communications Officer
is well informed and responsive to needs.
City of Stratford/ Corporate Communications Strategy
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8. BUDGET
Activity
Communications Officer, full-time
Cost
$65,000 - $85,000 annually including
salary and benefits for 1 FTE
Initial creation of design templates
1. Letterhead, envelope
2. News release template
3. Town Crier template
4. Public notice template
5. e-newsletter template
Web-casting of Council and Committee
meetings
Web-based public engagement tool
Installation of “User Voice” tool on website
(one time)
Media Training
One full-day training session for Directors
is recommended to boost internal media
relations capacity.
Social Media/General Communications
Training
One full-day training session for
Communications Liaisons to boost
communications skills/capacity.
$2,500 - $3,500
TBD
$1,500
$2,500 - $4,000
(Depending on number of sessions
required)
$2,500
Other Budget Considerations
Currently the City spends approximately $42,000 per year on the weekly Town Crier ad.
A more streamlined Town Crier should help reduce the lineage and thereby reduce
overall costs. Eventually achieving up to a 50 per cent savings on this cost would be
ideal, but may take some time to achieve. As well, any changes will have to conform to
the current contract with the Beacon Herald.
In addition to the templates, ongoing graphic design services, secured on a freelance
basis, would be very helpful in establishing high quality communications tools both on a
corporate and departmental basis. The budget for this will vary widely based on what
level of service is required. Approximate range is $10,000 - $15,000 annually.
City of Stratford/ Corporate Communications Strategy
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Budget implications in terms of staff time for managing the transition and for new staff
responsibilities would also need to be determined.
9. RESOURCES & OPTIONS
The following table outlines proposed communications activities and what steps could
be taken without adding a communications manager and what could be achieved with a
permanent, in-house communications officer.
Communications Activities
Coordinate communications through
departmental Communications Liaisons
Establish an e-newsletter
Coordinate electronic signs
Enhance information for council
Website
Clarify email subscriptions
Expand email subscription options
Expand to include greater public engagement
capabilities
Live stream Council and committee meetings
Create communication templates
Redesign Town Crier
Media relations
Conduct proactive media relations
Media training
Social media
Coordinate use of social media across
departments
Build social media following
Use social media for broader two-way
engagement
Establish social media policy
Social media training for department staff
Issues management
Establish and oversee an issues
monitoring/scanning process
Oversee issues management and coordinate
response with CLT
Evaluate and share learning after issue is
resolved
*With external communications support
City of Stratford/ Corporate Communications Strategy
Without
With
Communications Communications
Officer
Officer
*




 (IT support)



 (IT support)
*



*





*





29
10.
CONCLUSION
The City of Stratford is dedicated to creating a thriving community and serving the
needs of its residents. This includes providing high-quality customer service and clear
and convenient information on City services. In fact, the draft Strategic Priorities
Framework identifies outstanding customer service through organizational excellence
and best practices as it is very foundation. Building this foundation will require an
investment in communications.
The City also needs to demonstrate that it is accountable and transparent in its
decisions and that it is providing responsible and responsive local government service.
Achieving these goals in today’s rapidly changing communications environment
demands a more coordinated and concerted effort. This requires an investment in
corporate communications.
Municipalities across Ontario, of all sizes, are investing in professional communications
resources in order to ensure that they are effective in this area. Of a dozen peer single
and lower-tier municipalities in Ontario with populations ranging from 27,000 to 43,000,
nine have ( or are now) hiring in-house communications support. Dedicated
communications support is an organizational best practice for municipalities of all sizes.
Without some sort of central communications resource, it is difficult for a municipality to
coordinate its efforts, capitalize on the opportunities presented by digital media and
provide inclusive, accessible information.
Stratford has a reached a stage where it is both appropriate and necessary to make this
investment. The return on this investment would be greater recognition by the public for
the valuable services the City provides, and improved quality of service to members of
the Stratford community. Importantly it would provide that solid foundation to reach the
City’s goals and achieve its vision.
City of Stratford/ Corporate Communications Strategy
30
APPENDIX A: Residents’ Survey Results Report
The attached survey results were generated through the website’s survey tool. They
reflect both online responses and those received in hard copy.
City of Stratford/ Corporate Communications Strategy
31
11/19/13
https://stratford.survey.esolutionsgroup.ca/CustomReport.aspx?CReportID=9l509
Resident Communications Survey
Survey Title:
Stratford - Resident Communications Survey
Responses By Question Analysis:
1.
Overall, how well does the City of Stratford keep residents informed of City issues and decisions?
Response Response
Total
Percent
6
5%
31
27%
53
46%
20
18%
4
4%
Extremely well
Very well
Moderately well
Not very well
Not well at all
114
Total Respondents
2.
How well does the City of Stratford provide residents with opportunities to provide input into community decision making?
Response Response
Total
Percent
3
3%
27
24%
55
48%
25
22%
4
4%
Extremely well
Very well
Moderately well
Not very well
Not well at all
114
Total Respondents
3.
100%
100%
What specific information would you like to get from the City? (Check all that apply)
Recreational programs
Parks
Transit
Waste management/recycling
Transportation info, e.g. road work and closures
Budget information
Council decisions
Arts and cultural information
Property tax information
Other, please specify
Response Response
Total
Percent
69
61%
52
46%
51
45%
81
71%
74
65%
65
57%
83
73%
53
46%
66
58%
3.
Meeting agendas, special events
5.
Community Agencies and Programs for Families, Children, Youth
15.
ways the City is making this a more inclusive community
30.
omb decisions and court documentation
69.
bike lanes
73.
how budget waste is being addressed.
6
5%
Total Respondents
4.
114
What ways do you currently receive information about City government and services? (Check all that apply)
Local media coverage
Town Crier section in the Beacon Herald
City website
Subscribing to updates from City website
City Twitter feed
City Facebook account
https://stratford.survey.esolutionsgroup.ca/CustomReport.aspx?CReportID=9l509
Response Response
Total
Percent
78
68%
44
39%
62
54%
13
11%
17
15%
29
25%
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Leisure Activity Guide
43
Attending Council meetings
38%
4
4%
Attending public meetings, open houses, workshops, etc.
16
14%
Signage – such as electronic displays, posters and bulletin
boards at City facilities
14
12%
Paid ads in newspapers, radio
28
25%
5
4%
10
9%
Email distributions
Phone Council and/or staff
Other, please specify
9.
Social media pages of City Council Members
15.
NB - I no longer subscribe to the Beacon so it's sporatic
25.
city employees
30.
investigative inquiries
43.
Social media posts from community groups
54.
People talking
55.
From councillor Kerry McManus on Facebook
58.
Kerry McManus's Facebook feed--very informative.
59.
Bonnie and Kerry on Facebook
66.
fb council members
77.
Free beacon website
84.
Since new website update, it's been easier to get updates on city news, road closures, events
and council updates.
110. None
13
11%
Total Respondents
5.
114
How would you prefer to receive information about City government and services? (Check all that apply)
Local media coverage
Town Crier section in the Beacon Herald
City website
Subscribing to updates from City website
City Twitter feed
City Facebook account
Leisure Activity Guide
Attending Council meetings
Attending public meetings, open houses, workshops, etc.
Signage – such as electronic displays, posters and bulletin
boards at City facilities
Paid ads in newspapers, radio
Email distributions
Phone Council and/or staff
Other, please specify
Response Response
Total
Percent
60
53%
39
34%
64
56%
35
31%
30
26%
51
45%
35
31%
9
8%
23
20%
18
16%
21
37
7
18%
32%
6%
14.
Information needs to include time sensitive material such as when the roads department is going
to fix roads, etc.
18.
you should use Snap Perth for information communication. no one reads the beacon any more
25.
mail elderly people do not have email
30.
open door policy release every where
33.
I'm new in town, hard to find out what's going on
34.
In the free newspaper
59.
How about an electronic sign at city hall??too tacky?
92.
I would like to be able to email councillors and reply to online discussions.
110. None
114. No answer
10
9%
Total Respondents
6.
114
Do you use any social media platforms on a regular basis? (check all that apply)
Twitter
Facebook
Pinterest
Instagram
You Tube
Other, please specify
Response Response
Total
Percent
47
41%
87
76%
27
24%
11
10%
28
25%
10.
LinkedIn
34.
None
48.
None of the above
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48.
None of the above
49.
None
50.
Tumblr, Google+
61.
none
80.
none
90.
do not subscribe to any of the above
91.
own web site, rogers
93.
None
100. None
101. None
104. None
105. LinkedIn
106. None
107. None
109. None
110. None
111. None
112. None
114. No answer
21
18%
Total Respondents
7.
114
Which of the following are the best ways for the City to engage you in the budget planning process or other important City matters?
Hold focus groups
Hold workshops within the community
Hold open house at City Hall
Conduct a short online survey
Ask questions on social media like Facebook and Twitter
Provide information through website/newsletter
I’ll call a Councillor if I have something to share
Don’t need to be engaged
Other, please specify
Response Response
Total
Percent
29
25%
30
26%
38
33%
69
61%
48
42%
36
32%
4
4%
2
2%
3.
something online that's interactive that I can visit without having to be 'on at the right time' to
catch it
15.
ASK citizens what issues are important to them - and ask ALL citizens (including seniors and the
City Hall "kids")!
16.
EMAIL
41.
open forums, like powernoodle
73.
not focus groups. they tend to be run by non sincere people.
108. No answer
110. None
114. No answer
8
7%
Total Respondents
8.
What is your gender?
Response Response
Total
Percent
41
37%
70
63%
Male
Female
Total Respondents
9.
114
111
100%
What is your age?
Response Response
Total
Percent
0
0%
9
8%
42
38%
45
41%
15
14%
Under 18
18-29 years old
30-49 years old
50-64 years old
65 years and over
Total Respondents
10.
111
100%
What is the highest level of Education you have completed?
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10.
https://stratford.survey.esolutionsgroup.ca/CustomReport.aspx?CReportID=9l509
What is the highest level of Education you have completed?
Response Response
Total
Percent
Some high school
3
3%
High school graduate
14
13%
Some university
11
10%
College,
trade/technical/vocational
training
32
29%
University graduate
Some postgraduate work
24
4
22%
4%
Post graduate degree
Total Respondents
https://stratford.survey.esolutionsgroup.ca/CustomReport.aspx?CReportID=9l509
23
21%
111
100%
4/4