Communications
and
Customer Service Plan
CITY OF REDONDO BEACH
2 0
2 3
Internal
Communications
04 Executive
Summary
03 Communications
Team -
Core Functions
10 External
Communications
06 Attachments
14 Customer
Service
09 Table of
Contents
Executive Summary
Enhance external and internal
Communication
Ensure consistent, accurate,
complete and timely information
Ensure unified, consistent and
professional appearance in all forms
of communication
Promote understanding of City
services and issues
Positively encourage more effective
public participation in community
affairs
Celebrate and build a unified identity
for the community
Build a positive reputation for City
government
Provide exemplary customer service
Plan Purpose
The Communications & Customer
Service Plan is intended to be a guide for
City employees on how to better
connect citizens with our local
government and deliver higher levels of
customer satisfaction. The Plan contains
communication and customer service
tools, best practices and objectives for
implementation.
Plan Goal
The goals of the Communications &
Customer Service Plan are to:
Embracing the responsibility to
provide effective proactive
Communication and to be the best
source of information regarding the
City
Fostering a climate of trust between
the City and Redondo Beach
residents and visitors
Being honest, open, transparent,
accurate, timely and responsive while
using inclusive, interactive two-way
Communication
Encouraging and supporting a
positive dialogue and constructive
community exchange
Using courtesy and personal care in
our Communications
Staying on message while
representing the City
Using the tools and best practices
appropriate for the Communication
Foundational Messaging
Communication efforts should
consistently support the City's mission,
core values and City Council priorities as
defined through the City's strategic
planning process.
Commitment to Communication
With the implementation of this Plan, the
City commits to:
3 Clear and timely internal communication helps ensure that City staff are aware of new regulations, policies, or initiatives that may impact their work or the services provided by the City. Effective internal communication is essential in providing the highest quality customer service to fellow staff members and ultimately members of the public. Listed below are Tools and Best Practices that will be used to foster excellent internal communications.
Full-Time Employees
395
Part-Time Employees
276
Internal
Communications
Training
Communication Training and Professional Development
Provide training in general communication, media relations, customer service, crisis response, writing and interpersonal skills for employees as it relates to internal communications.
Compliance and Ethics Training
Integrate compliance and ethics training organization-wide.
Compliance training provides employees with the knowledge and tools they need to comply with policies and government
regulations. It covers topics such as public records requests, revenue protection, cash handling, credit card usage,
procurement, travel, accounts payable, invoicing etc.
Interdepartmental Training
Create internal training programs and promote interdepartmental information sharing to ensure new and existing employees have a thorough understanding of the City’s communication tools and that there is an awareness of the programs, projects, and services provided by all departments.
Employee Intranet - SeaNet
Promote internal communication via news, events and department pages on SeaNet.
Online Collaborative Tools
Evaluate and support the use of instant messaging apps (e.g. Microsoft Teams and Avaya) and online project management tools (e.g. SharePoint, Collab folders, etc.) for improving communication, collaboration and creativity.
Employee Orientation
Continue new employee orientation programs both online and in-person for all new hires.
City Identity
Promote the integration of the City Graphics Manual and Logo. Continue to improve the physical condition and professional appearance of City facilities. Implement a standard template for various communication materials, including City Council presentations and email signatures.
Elected Officials
9 4
Employee-Management Interactive Sessions
Continue to conduct regular departmental staff meetings including interactive discussions between Department Heads and Employee.
Automated Request Tracking
Continue to encourage the use of automated request tracking using the Internal Communications tools listed below to ensure timely delivery and completion of interdepartmental services.
Employee Appreciation
Continue employee recognition and service programs. Develop new programming that will engage staff Citywide and further bolster a culture of recognition and appreciation.
Employee Newsletter
Initiate the production of a quarterly employee newsletter highlighting employee accomplishments, forthcoming trainings and other informational news.
Employee Evaluations
Continue to provide feedback through regular evaluations of each employee.
Communications Team
Continue to develop an interdepartmental employee Communications Team to carry out work assignments related to internal communication. This includes management of communications transmitted to all employees City-wide.
Internal
Communication Tools
IT ServiceDesk
Request
OPRA
For any computer, phone or connections issues, staff may submit a ticket for assistance. The IT Department then assigns each ticket to the appropriate staff person.
For facility maintenance assistance or issues, requests will be submitted through the OPRA portal and will be delegated by the Public Works department.
Webiplex
Staff may request legal review of issues or documents through this platform. Tasks are delegated by the City Attorney's Office.
Comcate/
AccessRedondo
For responses to a Public Records Request or to resident requests for service, staff will use Comcate to coordinate internally and reply to the public in a timely manner.
SeaNet
The City's internal computer network, SeaNet can be used to facilitate communication, collaboration and information sharing.
Staff is able to create shared work files, post news and event items and build department-specific informational pages. 5 Microsoft and Avaya
Be it through a Teams message or Avaya text, on a desktop or through a phone, these two platforms offer employees a range of communication mediums to connect and collaborate with other employees and team members.
Communication Training and Professional
Development
Provide training in general communication,
media relations, customer service, crisis
response, writing and interpersonal skills for
employees as it relates to external
communications.
Communications Team
Initiate monthly interdepartmental employee
Communications Team meetings to carry out
work assignments related to external
Communication and evaluate efficacy. This
includes creating a content calendar that will
ensure a continuous flow of information
reaches the public. 2372
Average
Comcate
Requests
Processed
Annually
External
Communications
City employees serve as the face and voice of the local government to the Redondo Beach community. Effective external communication ensures that City staff are able to establish and maintain positive relationships with residents, businesses, and other stakeholders. It allows them to share important information about local programs, services, and initiatives, while also providing a platform for feedback and engagement from the public.
Through clear, timely, and transparent communication, City employees can build trust, promote understanding, and foster a sense of community pride and ownership. Below are Tools and Best Practices that will be used to foster effective and positive external communications.
City Website
Continue to develop the City website as a dynamic means to communicate with internal and external audiences, including the production of videos spotlighting City projects, personnel and events. Continue webcasting of Council and Commission meetings.
Social Media
Actively maintain a City presence on social media platforms as an additional means of achieving the goals stated in this policy. Continue to evaluate and implement the use of other tools for improving public outreach, including the production of videos for public service announcements. Work towards attaining account validation marks and reducing shadow/rogue accounts. Ensure all City account information is stored by the IT Department. 6 Comcate/AccessRedondo
Continue to encourage use of the Comcate Customer Service Center and to provide prompt and thorough responses.
Public Participation
Continue to promote opportunities for residents to serve their City. Continue the use of online survey tools to collect input on projects or events. Continue public engagement through community meetings and working groups to address special topics and seek collaboration in problem solving. Continue regular participation with business associations.
Public Events and Activities
Continue to support the State of the City Breakfast, Public Safety Fair, Halloween Event, Earth Day Celebration, Easter Egg Hunt event, Compost Giveaways, Household Hazardous Waste and Paper Shred Events, Citizens Academy, Tree Lighting and Menorah Lighting events, and signature events. Support, as directed by Council, new events and activities.
Publications
Continue to produce a high-quality quarterly City Newsletter & Recreation Guide and distribute by electronic mail to participating residents and make it available online. Continue publication of the City's bi-monthly Senior Club Hub and distribute by electronic mail to the City's senior participants, have printed copies available at all three senior centers, and make it available online. Continue online availability of meeting agendas, backup materials and minutes. Continue to improve the display, content, appearance and identity of departmental publications. Initiate new publications as needed to build an informed citizenry.
City Identity
Continue to improve the physical condition and professional appearance of City facilities.
Continue to promote the positive use of the City’s logo and Graphics Manual. Actively pursue applications for national, state, and local awards and commendations recognizing the community’s positive accomplishments.
Legislative Advocacy
Continue participation in regional, state, and national advocacy organizations regarding municipal affairs. Continue active legislative advocacy and intergovernmental relations programs to address the needs of the City.
Emergency Communication
Continue use of emergency mass communication tools as outlined in Attachment B. Ensure City staff receive training on emergency response protocols. 7 8
External
Communication Tools
Social Media
Comcate/
AccessRedondo
Social media includes the Facebook, Instagram, Twitter/X, YouTube and LinkedIn platforms. All social media accounts must be approved by the City Manager or designee. Content creation and posting will be managed by Communication Team members.
Comcate - known to many residents as AccessRedondo - is an online interface that allows residents to submit Public Records Requests and requests for service.
RB Government
Cable Channel
(RBTV)
Channel 8 on Spectrum Cable, Channel 41 on Frontier
Communications, and YouTube televise City Council and
Commission meetings and the cable channels scroll event announcements when there is no live broadcasting.
AM Radio
AM 1631 radio channel. This channel is used to make critical announcements and to share emergency alerts.
City Website
The City website is a dynamic means to communicate with external audiences. Communication Team members will be the department leads for creating and posting content on the City site. All website content must be approved by a Team member.
Media Relations
Media relations includes press releases, Q & A sessions with reporters and proactive media advisories to disseminate important information. All general City press releases and press inquiries must be submitted to the City Manager's office for review and approval.
Advertising,
Announcements and
Signage
These include newspaper advertising, public service
announcement banners, mobile sign boards, electronic
announcements on the City’s Redondo Beach Performing Arts Center marquee and the electronic monitors throughout City Hall.
Ethics in Customer Service
Complies with applicable laws,
ordinances, policies, and rules
Meets required standards concerning
the avoidance of conflicts of interest
Ensures no repercussions from the City
for legitimate customer disagreements
and constructive feedback
Creates a positive environment for
customer problem solving
Customers will be served by City
employees who display openness, honesty,
and integrity in all transactions. Employees
will be accountable for their actions and will
provide outstanding customer service. A
customer can expect ethical services
delivered by City employees in a manner
that:
Customer Service Training
In its commitment to resident and
community service, the City will invest in
customer service training for its employees.
Equipping City staff with these skills and
knowledge will cultivate a culture of
excellence in service delivery, and help
ensure that customers receive exceptional
assistance and support. This training
enhances employee capabilities, fostering
stronger relationships between the
Redondo Beach community and the City
while promoting a positive and inclusive
environment for all.
Standards for Customer Service
Is timely, courteous, knowledgeable,
and honest in serving the community
Can assist in making informed service
choices with current, accurate, and
accessible information
Will create flexible service solutions by
listening, understanding, and
anticipating needs
Promotes the safety of life, property,
and environment
The City of Redondo Beach’s four service
standards are focused on the customer’s
point of view. A customer can expect
responsive municipal services delivered by
City employees in a manner that:
Have a basic knowledge of the
structure of Redondo Beach’s
government
Be able to answer the most commonly
asked City service questions and direct
customers to the appropriate
department, resource or staff member
when more technical knowledge if
required
Understand the primary functions of
their Department and be generally
aware of the Department services
Know the City’s customer service
standards and their department’s
service goals and expectations
Be familiar with the practices for
providing high quality service to
internal and external customers
By consistently providing employees
opportunities to learn about City functions
and processes, customers can be
confident employees will provide
professional, excellent and timely service.
It is expected that all employees will:
Customer Service
Employee Knowledge in
Customer Service
9 Strategic
Communication and
Planning Process
Communications
Support for Offices
and Departments
Emergency
Communication
Implement City Council’s strategic planning goals through thoughtful, essential, and effective communications. This form of communication is about telling the stories of Redondo Beach services/projects and how those services/projects impact the community. By sharing this aspect of the City’s work, the Team illustrates how goals are translated into action for our residents and businesses.
When City staff members seek communications support for programs and projects, the Communications Team helps to ensure that projects, initiatives, and events are shared in an effective and informative manner both to internal and external audiences.
When a crisis occurs, the Communications Team will provide support where needed to the Emergency Operation Command lead and Public Information Officer (PIO) (see attachment B).
Role of Communications Team:
The role of the City’s Communications Team is to establish, nurture, and sustain a high level of trust in Redondo Beach’s City government among residents, businesses, visitors and other key stakeholders. The Communications Team is a primary conduit for sharing timely, accurate, important and relevant information to the people the City serves. The Communications Team is also responsible for promoting practices that encourage internal communication and collaboration among different departments. This includes distributing city-wide communqué to staff as it relates to Council goals and objectives as well as any major forthcoming projects or events. Below is an overview of the functions of the Team and its communications process.
Communications
Team -
Core Functions
Public
Engagement
The Communications Team works to develop and carry out
successful strategies to engage the public in their local government through participation at events, through digital platforms, and through the delivery of quality City services.
Brand
Management
The Communications Team ensures the Redondo Beach logo is being used consistently and branding messages are used
appropriately and often in all communication efforts.
10 Employee
Engagement
The Communications Team ensures that information and
updates regarding Council action, internal process and policy changes, or upcoming training opportunities are regularly and consistently shared with staff citywide.
Role of City Staff in Communications:
At the forefront of the City's operations, City staff hold a key responsibility in fostering effective communication within the community. Daily interactions, whether they involve answering inquiries, extending warm greetings to community members, or addressing concerns, play a pivotal role in maintaining the vital connection between the City and its residents and visitors. One of an employee’s key duties is to be the custodian of community input anf engagement. City employees are encouraged to share their insights with their designated Communications Team member, ensuring they not only provide information but also actively follow through with any requests made by the Communications Team member and implement the information and directions distributed. This collaboration ensures that community input is woven into the fabric of the City's communications initiatives, fostering more responsive and engaged City action. Beyond capturing community input, City staff members have a crucial role in proactively informing their designated Communications Team member about events, activities, projects, or programming they are currently involved in. These efforts directly contribute to community engagement and awareness. Suggestions for the best way to share this information with the community are always welcomed. By providing timely updates and information, City staff will enable the Communications Team to craft effective communication strategies, whether it's promoting a community event, sharing updates on a civic project, or disseminating information about a new program or emergent situation. Additionally, City staff may occasionally receive direct inquiries from the media. When this occurs, the supervising Department Head should be informed as should the City Manager’s Office. Direction will be provided by the City Manager’s Office as it relates to media interviews, questions or press releases.
11 QUESTIONS,
CONCERNS OR
INQUIRIES
Provide comprehensive
assistance and/or ensure the
community member is
directed to the appropriate
staff member and
department
EXTERNAL INQUIRY
MEDIA INQUIRIES
Inform your Department
Head and the City Manager's
Office
City Manager's Office
provides direction on media
interviews, questions and
press releases
Provide feedback to your
designated Communications
Team member on a regular
basis
Lead Strategic Communication Efforts
The Communications Team has the principal responsibility for supporting, guiding, and managing communications functions in the overall City organization. Below are communication priorities for the City, the result of which will be a more comprehensive internal communications method, broader community interaction and a greater community understanding of City goals and services.
Communication Priorities
Work directly with Council, staff and community partners to ensure communication and outreach efforts, objectives and outcomes align with the strategic goals of the organization and promote community understanding.
Create Opportunities for Effective Stakeholder Participation and Collaboration
Encourage engagement though audience-appropriate two-way communication, including surveys and working groups
Provide Open and Timely Communication
Share accurate, non-biased information promptly through a variety of communication channels
Reinforce Brand Identity
Develop consistent messaging that builds and solidifies Redondo Beach's brand and tells the City's story
Ensure a Well-Informed City Workforce
Keep City employees trained and involved in public engagement and informed of the latest policies or strategic objectives 12 Provide background on
project/event
Outline project/event
objectives
DEPARTMENT COMMUNICATIONS
SUPPORT REQUEST
The below chart demonstrates how communication requests flow through the Communications Team. This is for any event, project or topic that City staff would like to share with the public or with City staff internally.
Communications Requests will be submitted electronically through the SeaNet portal using the Request Form (attachment C). This Request Form is to be used when staff needs support in creating content, getting information out to the appropriate audience, or when exploring new methods of communication.
Department Communications
Support Process
Identify key messages/needs,
including:
Timeline, budget, outreach or
feedback required, contact
person for project/event
COMMUNICATIONS TEAM
1-on-1 Meeting between
Requester & Team member
Develop Communications
Plan & Strategy
Create Content
COORDINATE DISTRIBUTION TO TARGET
AUDIENCE
13 INTERNAL
Mayor, City Council and Elected Officials
Commissions, Boards, Committees and Task Forces
Employees
Employee Associations
Contractors
Volunteers
Affiliated Volunteer Organizations
EXTERNAL
Residents
Visitors
Property Owners
Redondo Beach Unified School District
Neighborhood Groups and Associations
Residents of Adjacent Communities
Future or Potential Residents and Businesses
Employees of Local Businesses
Non-Profit Organizations
Utility Companies
Local and Regional News Media
National News Media and Publications
Beach Cities Health District
Businesses
County, State and Federal Legislators
Local Business Associations
Regional Hospitals
Private Schools and Colleges
Attachment A
City Customer and Audience Types
14 Attachment B
Emergency Operations
Communications
Emergency Communication Process:
The CALOES (California Governor's Office of Emergency Services) has developed a Standardized Emergency Management System (SEMS) that outlines the organizational structure and operational procedures for emergency response and recovery activities in California, including the activation of the City’s Emergency Operations Center (EOC). Per SEMS guidelines, the local Emergency Operations Plan (EOP) is activated when an emergency or disaster occurs that exceeds the capabilities of the City. The Redondo Beach Fire Department is currently developing an EOP that will identify whom is authorized to make the decision to activate the EOC, procedures for employee notifications and staffing of the EOC, and roles and responsibilities for employees assigned to work details in the EOC. Training deliveries will be provided to ensure that EOC activation procedures and roles and responsibilities of EOC assignments are shared with all employees. The EOC Director has a crucial role in managing communication with the public during an emergency or disaster. They are responsible for ensuring that accurate, timely, and consistent information is provided to the public through appropriate communication channels. This is accomplished through several actions, including establishing a Joint Information Center, developing a communication plan, and coordinating with public information officers to provide regular updates to the public. Below are tools that may be used during an emergency in Redondo Beach. Emergency Communication Tools:
The City has several methods to perform a mass notification to residents of an impending emergency or significant incident within the community. Listed below are the existing notification systems:
• IPAWS (Integrated Public Alert and Warning System) - Cell phone and landline emergency notification system
• Alert South Bay - Regional integrated cross-jurisdictional community notifications system • Traffic message boards (4) - Property of Public Works & Police Department • City web site homepage notice banner
• Radios for cross-jurisdictional communications
• Loud speaker via emergency vehicles
• Regional commercial on-air radio and television
• Hermosa Beach & Torrance Civil Defense Sirens (upon request approval from these cities) • Email Manager - email notification via City website content manager • Social Media (Instagram/Facebook/Twitter)
• Door-to-Door handbills delivered by volunteer organizations 15 The City of Redondo Beach has access to the IPAWS which is governed by the Federal Emergency Management Agency (FEMA). When activated, IPAWS notifications will be sent to all cellular and landline telephones within a pre-designated, geographical area during community-wide emergencies.
In 2019, the City of Redondo Beach became a partner agency in a regional integrated crossjurisdictional community notifications system – Alert South Bay. State regulations and SB 1646 required that these systems be put into place. Currently, the City is in a three-year agreement to be a part of this cross-jurisdictional notification system. Everbridge is the supporting platform where users may opt-in for messaging from user selected South Bay cities. In order to register for an account, the user has two options: (1) account registration at www.alertsouthbay.com, and (2) text ALERTSB to 888-777. The City is currently in the process of exploring the use of secured residential connection data for even greater ability to provide community updates for public awareness and safety. 16 Attachment C
Communications Request Form
Below is the City's Communication Request Form. It will be available on SeaNet. This may be used for any event, project or topic that City staff would like to share with the public or with City staff internally. Communications Requests will be submitted through the SeaNet Portal using the Request Form. This form may change from time to time, and updated versions will be uploaded for City staff access on SeaNet. 17 Department Member
City Attorney's Office Joy Ford, Sr. Deputy City Prosecutor City Clerk's Office Eleanor Manzano, City Clerk
City Manager's Office Elizabeth Hause, Assistant to the City Manager Community
Development
Brandy Forbes, Director of Community Development with Lorena Soules, Chief Building Official
Community Services Michelle Pinedo, Recreation Supervisor Financial Services Wendy Collazo, Director of Financial Services Fire Department Jeremy Sisante, Fire Engineer
Human Resources Caitlin Navarro, HR Analyst
IT Ravy Sok, IT Analyst
Library Services Dana Vinke, Director of Library Services Police Department Officer Kyle Lofstrom, with Sgt. Mark Valdivia Public Works
Lauren Sablan, Civil Engineer, with Andrea Delap, Sr. Management Analyst, and Jesse Reyes, Capital Projects Program Manager Waterfront & Economic
Development
Dave Charobee, Sr. Management Analyst
Attachment D
Communications Team Members
Below is the City's Communications Team member roster. It will be available on SeaNet.
This roster will change from time to time as employees or workloads change, and updated versions will be uploaded for City staff access on SeaNet.
18 Monthly Team Meetings
The Communications Team has identified several goals for implementation over the course of the next several months. Some are small, ongoing tasks that will ensure the Plan is regularly utilized. Others are one-time tasks that will catalyze to exercise the best practices outlined in this Plan.
The Communications Team commits to meeting monthly to strategize on a content calendar for the upcoming months. These meetings will also provide the Team an opportunity to share information on projects or events that may require interdepartmental partnership as well as communication activities for internal and/or external stakeholders.
Citywide Customer Service Training
Attain quotes for customer service training for employees Citywide.
Explore targeted training for supervisory, management, and counter personnel.
Update Administrative Policies and Procedures and Schedule Interdepartmental Training
Prepare updated policies and procedures and develop a training schedule for all impacted departments and employees.
Begin Unifying the City’s Brand
Develop templates with the IT Department to provide employees with a standard format for signature blocks, City Council and Commission presentations, and other commonly used public-facing media.
Communication Plan Kick-off Meetings
Following an introductory kick-off meeting with the City Manager and Management Team, each Department will participate in a training session on the Communications Plan.
19 Attachment E
October 2023 - March 2024 Goals