Public Outreach Task Force Agenda and Packet 2014 07 28

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and paid advertising. (The Community Survey indicates that the city needs to increase awareness of its platforms. The 2013 Comcast survey, compared to the 2009 survey, indicates a strong upward trajectory in Channel 8 programming's popularity.) Strategy 3 — Build capacity among city staff to plan, message and deliver information about department/city projects to supplement the Communication Division and support core services of municipal government. • Develop and implement Communication University to provide frontline staff training on key messages, media spokespersons, memo writing, presentations, videos, etc. (In the first / of 2013 since launching the program, Communications has trained nearly 200 staff) • Position Public Information Team as leads for lower - priority communications and department Communication University trainers. (Formal training sessions and update meetings are showing progress in improving coordination and positive coverage of city issues.) • Identify specialty leads within Communication Division to provide expert counsel in the areas of communication planning, media spokespeople, social media, video production, presentations, and writing. (Experts within the Communication Division /Department enables the city to fully leverage a centralized team to provide the "right staff person at the right time " for high priority issues.) • Provide templates and tip sheets for city staff. (Enhancing the Communication toolkit improves consistency in messages and reduces staff time to gather and edit information.) Communication Goal 2: Manage expectations, resources and work process to focus on organizational priorities. Strategy 1 — Coordinate and assist departments in developing annual strategic communication plans. • Conduct communication planning workshops to determine supported projects and achieve organizational buy -in on priorities. • Assist departments in determining appropriate level of communication support for projects (Communication strategy and implementation should be balanced with the level of priority in order to fully apply limited resources to the city's most important projects) • Develop communication plan, identify staff roles /assignments, and resources required (This will reduce mission creep, focus cross - department staff and increase accountability to drive goal completion and impact.) Strategy 2 — Allocate Communication staff to highest - priority projects • Model one - Boulder by leveraging centralized staff to highest organization priorities • Communication Advisory Team input on Division's Strategic Plans • Develop annual supported- department communication plans and major - project communication plans • Develop "quick response" centralized team to support short-term, high - priority projects Strategy 3 — Develop strategic plans for Communication core - service areas 15