Redondo Beach City Council
September 5, 2023

Marketing & Communications Plan
2016 - 2019
Office of Communications
Overview
This Marketing and Communications Plan is designed to
support the City’s strategic goals to enhance revenues, improve business and economic development, promote
a positive City image, and attract people to live, work, invest and play in Chula Vista. The Marketing and
Communications Plan includes an overview of marketing
research, goals, as well as strategic priorities and the necessary action steps that will help meet the goals of the plan. The Plan also connects to the Citywide Strategic Plan.

Three strategic priorities describe how the goals will be accomplished. For each strategic priority, a set of actions is outlined to be implemented to help meet the goals of the Plan.

The Plan is updated every three years to keep activities current, respond to new initiatives and reect changing priorities.
1Increase local, regional and national awareness of
the bene
ts of living, working, investing and
visiting Chula Vista
2Enhance communications with Chula Vista residents
about City issues, projects and services.

Goals of the Plan
2 The City of Chula Vista is located at the center of one of the richest cultural, economic and environmentally
diverse zones in the United States. It is the second-largest City in San Diego County with a population of
approximately 260,000. Residents enjoy a multitude of
amenities, including award-winning public schools,
established neighborhoods, parks and trails, shopping
and dining opportunities and attractions, including
Aquatica, SeaWorld's Waterpark; the Olympic Training
Center; the Living Coast Discovery Center; and Sleep
Train Amphitheatre, San Diego County’s premiere
outdoor music venue.

Chula Vista is also advancing a number of major
initiatives that will continue to showcase the City. A
regional leader in conservation and renewable energy,
the City of Chula Vista was the
rst large City in the
county to adopt a climate action plan in 2000. The City also is advancing a plan for incorporating smart
infrastructure in the Bayfront development to become
more e
cient through improved use of energy, water,
communications, and other critical infrastructure. The
Chula Vista Bayfront will be the
rst “smart community”
that will set the stage for planning future development.

The City also is dedicated to promoting job development and supporting existing business and residential
communities.

Chula Vista is advancing several signature projects that provide exciting opportunities for the City to capitalize on. Major land use, regulatory, and environmental
planning hurdles have been cleared and the 535-acre
Chula Vista Bayfront project is moving forward. The
largest development project on the west coast will
establish thousands of new jobs, create new public parks, protect natural coastal resources, provide conference
and visitor-serving amenities and build an important
asset for the entire San Diego region.

The University & Innovation District in Eastern Chula Vista will provide a collaborative learning and research
environment for engaging students, faculty and
corporations in the creation and application of
knowledge for cross-border economic, social and cultural development. Chula Vista is making strides as a Smart
City and working to provide businesses, institutions and residents with access to state-of-the-art technology and communications systems which will improve the quality
of life in the City, support prosperity and provide a more e
cient government. In addition, the City has a
tremendous opportunity to assume operations of the
Olympic Training Center. The City has entered into a joint agreement with the United States Olympic Committee
(USOC) to analyze the feasibility of an operations transfer, including determining alternative compatible uses for
the facility.

A number of development and redevelopment projects
are underway that will enhance and revitalize established neighborhoods as well as create new urban communities
with a mix of housing with quick access to restaurants
and sidewalk cafés, hotels, stores and shops, parks,
schools and jobs. The Millenia community in the Otay
Ranch area is envisioned as the new urban hub of the
South County o
ering shopping, dining, entertainment
and employment opportunities. Millenia is located on
207 acres near Otay Ranch Town Center.

Background
Several special events highlight Chula Vista and attract thousands of residents and visitors to the city.

HarborFest in August and the Starlight Parade in
December have become popular city-sponsored events.

The Third Avenue Village Association, Port of San Diego, and myriad event organizers bring thousands of others
to the city for festivals, running and cycling events, and bayfront activities that show participants the assets and attractions in Chula Vista from the bay to the mountains.

The City has done an outstanding job managing record
growth over the past 20 years, and has persevered
through severe
nancial distress during the recent
economic downturn. Even during the tough economic
times, the City never stopped planning for the future
and kept the momentum going on projects that have
brought the City to this historic time. The City now is pursuing new opportunities as projects in eastern Chula Vista are developed and established communities are
redeveloped. This additional growth will boost
economic development and provide the opportunity to
market the 21st century Chula Vista.

I Research, outreach, and community input
helped shape this update of the Marketing and
Communications Plan. An overview of the
research and key
ndings are provided.
e Plan identi
es:

Goals:

The goals describe what we are striving to achieve.

Target Audiences:

The Target Audiences are the groups that the City
will be directing its marketing and communications
activities.

Strategic Priorities
The Strategic Priorities describe how the goals will
be accomplished. For each Strategic Priority, Actions
are outlined to be implemented to help meet the
goals of the Plan. Through the Actions, we will track
and measure results.

Updating the
Marketing & Communications Plan
II
III
IV
4 I: Research
Two public surveys, a strategic marketing activation plan developed by MJE Marketing, a civic engagement program, and feedback from the City Council provided input into the update of the plan. All of this research was performed in 2014. The plan also reects research conducted by High Beam Marketing in 2010-11.The
rst public opinion survey targeted City
residents and was designed to gauge overall awareness of and public satisfaction with City services and de
ne resident priorities. The second
poll targeted audiences outside of the City to assess perceptions of Chula Vista in the region. The City also secured consultant services from MJE Marketing to provide analysis, develop creative and design concepts, and recommend branding strategies for the City. These recommendations were implemented as part of the development of the new City of Chula Vista website. In addition, two public workshops were coordinated by the Chula Vista Public Library as a civic engagement project that focused on securing public opinion about the reputation and image of the City.

Nearly 150 individuals participated.
e following are key
ndings from these e
orts:
• The vast majority (87%) of residents have favorable opinions about the quality of life in Chula Vista.
• Over 70 percent of City respondents are satis
ed with the City’s e
orts to
communicate through newsletters, the Internet, television and other means. • Almost 50 percent of regional respondents reported visiting Chula Vista more than once a year.
• The top reasons for visiting Chula Vista amongst regional respondents are visiting family and friends (39%), shopping (34%), dining (25%), entertainment (21%) and work/business (18%).
• About one-third of county residents have a positive perception of Chula Vista (35%), one-third negative perceptions (35%), and one-third neutral (31%). • Chula Vista ranked eighth in perception among 10 cities in the County. • The most positive perception of the City among regional respondents is that the City is becoming revitalized.
• The Internet is by far the most utilized method of
nding out information
about activities and things to do in San Diego County.
• The marketing analysis recommended the City capitalize on attributes of the City such as award-winning schools, array of housing choices and recreational opportunities.
• A citywide awareness campaign should educate business decision leaders and inuencers in San Diego County, as well as potential relocating businesses, about Chula Vista’s assets and opportunities. • Participants in the civic engagement workshops concluded that the top ve
ways to improve Chula Vista’s image are to:
- Rebrand/market - Clean up Chula Vista
- Restore community events - Attract businesses and jobs - Create a sense of community
Eighty-seven
percent of
residents have
favorable
opinions about
the quality of
life in
Chula Vista.
5 II: Goals
is marketing and communications plan is designed to accomplish the following goals:
1 Increase local, regional and national awareness of the bene ts of living,
working, visiting, and investing in Chula Vista.
2 Enhance communication with Chula Vista residents about City issues, projects and services.

III: Target Audiences
Audiences targeted in this plan:
• Chula Vista residents
• Business leaders
• Inuence makers
• Local and regional agencies, non-pro
t, education, business and
community groups
• San Diego County residents
• Visitors and tourists
• City of Chula Vista sta

IV: Strategic Priorities
To accomplish the goals outlined in this marketing plan, the Oce of Communications will focus on three strategic priorities:
1 Enhance City of Chula Vista’s image and brand
2 Promote and market Chula Vista’s assets, signature projects, programs and services
3 Expand community engagement and partnerships
Marketing &
Communications Plan
6 Enhance City of
Chula Vista’s image
and brand
The City of Chula Vista has made progress over the past several years focusing on providing a high quality of life for residents and visitors. This includes maintaining and enhancing outdoor amenities, such as parks, trails, and bike routes. Other progress made includes downtown redevelopment and enhancements, progress on major projects, and growth in local business and retail sales revenues. While survey results indicate the vast majority of residents believe the City has a good quality of life, this concept conicts with the image that is occasionally portrayed in the media and referenced by those who live in the northern communities of our region. This plan also identi
es opportunities to address Chula Vista’s image problem with a positioning strategy and messages that support the marketing goal to promote and reinforce that the City is a great place in which to live, work, invest and play.

The
rst step is continuing to incorporate positive messages into City internal and external communications. The marketing research and analysis con rmed
this approach and the positioning and theme developed by MJE Marketing was incorporated into the new City website. The research also provides additional input and feedback to focus positioning and messaging. The positioning strategy describes how Chula Vista should be perceived – based on reality and not myths – and messages will be crafted to support that positioning. Key messages will be incorporated into fact sheets, the website, and other materials that all City stakeholders (elected o cials, sta
and partners)
can easily communicate (e.g., safe city, opportunity for business success, landmark development projects, great housing communities, etc.). These messages will be validated by the research data and Seventy five special
events – large and
small – attracted
135,000 people to
Chula Vista in 2015.
will continue to be re
ned based on results of future surveys. The City already has engaged stakeholders through the public engagement e
ort, those who serve on Boards,
Commissions, and a
liated groups such as “Friends of Library” and “Friends of Parks and Recreation,” as well as others who also will be called upon for feedback and input as needed. Involving stakeholders encourages them to take ownership of the messages and helps inspire them to become brand ambassadors, communicating the City’s messages genuinely on behalf of Chula Vista. With a strong positioning strategy and message, the City can proceed with new promotion opportunities to advance the positioning and promote the City’s image through existing communication channels and with actions such as the new website Explore Chula Vista, arts and culture assets, new collateral, new media angles and new community partnerships.

Actions
a) Finalize citywide positioning strategy and key messages – A citywide positioning strategy and messages will be re
ned and updated to create a uni
ed voice for Chula Vista.

The O
ce of Communications will coordinate with elected o
cials, City departments and
key opinion leaders to create a positioning strategy and the messages to support it. The elements of the positioning strategy and messages will be developed from themes in the existing research and tested among key stakeholders. For example, the theme of revitalization could be used as the focal point of the positioning strategy. Another positioning option will promote the e
ort to become a “Smart City.” The messages will
describe and emphasize the “real” Chula Vista and will be developed to resonate with target audiences. These messages will be woven into all City communications, including news releases, the website, collateral and social media. The messages also will be shared with stakeholders so they can help communicate on behalf of Chula Vista. The following

ndings will continue to be incorporated into messages.
• First class resident services
• One of the safest cities in the country
• Leader in renewable energy and conservation
• Major development projects underway
• Re-emerging downtown
• Quality business opportunities
• Mix of housing opportunities
• Chula Vista is close to home/easy to get to
• Premier visitor attractions
• Smart City
1 - Enhance City of
Chula Vista’s image
and brand
8 b) Expand internal communications – City employees are vital to projecting a positive image of Chula Vista. It is essential that the City provides employees with the tools and information they need to become brand ambassadors for Chula Vista. Employees should be knowledgeable about City issues, services and developments, both existing and planned, and be able to communicate e
ectively with residents, visitors and
the business community. An internal Communications Steering Committee will be established with key sta
to share information about projects that can be
communicated in newsletters, to the media, and to sta
. Enhancing the
Intranet system will provide the Communications sta
an avenue to distribute
important information, such as resident concerns, development updates and political issues, quickly and e
ciently.
c) Implement proactive media relations program – The O
ce of
Communications is proactive in providing media information and responding to media calls on numerous City projects and developments, policy and resident issues. Communications sta
is committed to providing
media with fast, accurate information in order to meet deadlines. In addition, Communications sta
distributes press releases on a variety of
topics including
nance and budget items, public works and recreation
activities, events, services, Council information, emergency information/noti
cations, and more. To further enhance these e
orts, a
media response plan will be prepared to establish a protocol for interacting with the media and include aspects such as a designated spokesperson, speaking points, prepared quotes from elected o
cials, approved social media
posts and a response time allotment. City message points will be incorporated into all speaking points and quotes. Being prepared to provide the media with the information they need on a timely basis will foster solid relationships with reporters who can help share the City’s messages with residents and visitors. d) Update the City’s website on a regular basis – The O ce of Communications took
the lead working with all City departments to create and launch a vibrant, user-friendly, service oriented website. Initial feedback has been extremely positive. Sta will ensure the
City’s website provides quick and easy access to City services, information, City Council meetings, Board and Commission meetings, agendas and minutes, public notices, public In 2015, nearly 150
press releases were
distributed resulting
in more than 750
local, regional and
national TV and print
news items.
1 - Enhance City of
Chula Vista’s image
and brand
9 input opportunities and other information. The website is one of the City’s main two-way channels of communication that helps citizens and the City of Chula Vista stay informed and involved. The O
ce of Communications updates the site with new content on a regular basis.

Online access to Council meetings is emphasized on the site in order to encourage public participation in the decision-making process. News releases about City issues and new photos keep the content fresh and encourage more frequent visits. News releases will include links to other pages and social media to increase ease of use for site visitors. e) Coordinate editorial calendar – The Communications O ce
coordinates an editorial calendar to ensure key information is distributed to local media. This has resulted in weekly coverage in local and regional (as well as occasional national news coverage) in print and TV news. The calendar provides the opportunity to focus on key times such as the holidays when local media is looking for news stories. It is updated every six months to promote the positive stories occurring in Chula Vista. News releases are posted on the City’s website and distributed to the local and regional media. Key
stories will be further distributed when there is
opportunity for national coverage (e.g.,
national environmental awards, bond ratings,
etc.) The editorial calendar also focuses on Chula
Vista’s services and existing and planned assets
and projects to ensure that residents and visitors
are getting regular updates on what is
happening in Chula Vista. Content also includes
economic development activities, arts and
culture events, resident programs,
environmental news and public policy updates.
f) Coordinate a social media calendar – The
O
ce of Communications implements a robust
social media program on Facebook and Twitter that
focuses on generating engaging content that users
will want to “Like,” comment on, share, retweet
and/or favorite to more widely disseminate
information about Chula Vista. Online access to
Council meetings is emphasized on social media in order to encourage public participation in the decision-making process. Additionally, economic development, recreation, construction and other updates are included. The regional research states that social media is also the number one communications channel San Diegans use when looking for things to do in the county. A monthly social media update calendar will highlight upcoming events, promote attractions and arts and culture activities, provide development updates and engage with residents and visitors. The O
ce of Communications proposes to explore
community partnerships to generate new content for this channel. Social media also will be included as part of the media response plan. In addition to planned posts, the O ce of
Communications monitors social media closely in order to respond to resident concerns, visitor questions and stay abreast of potential problems that may require attention.

New City
website: Year
over year,
visitors are
spending 16%
longer on the
website and
engaging
more with the
content.
1 - Enhance City of
Chula Vista’s image
and brand
10 g) Continue Community Connection newsletter – The O
ce of Communications
produces the monthly Community Connection newsletter in order to provide news and information to residents, visitors, and City sta
. City message points will be woven
throughout the content. The newsletter is promoted on the City website and through social media channels. Currently the distribution list includes 2,500 emails. Promotion and online advertising will be implemented to expand the distribution list. h) Create dynamic marketing collateral – The O
ce of Communications collaborates
across departments to produce high quality and inspired materials including newsletters, advertisements, brochures, signage, photography, websites, videos, e-blasts and iers. The o
ce will continue to manage the production of these collateral pieces to support City developments, services and initiatives. Working closely with project managers to ensure accuracy, the O
ce of Communications will incorporate the City’s position and messages into all materials. The City also provides graphic design support for departments working with external stakeholders to promote collaborative e orts.
i) Conduct Public Opinion Surveys – Conduct public opinion surveys with City residents as well as with those outside of the City. The research will be used to track gains in awareness of City attractions and events as well as to secure feedback to inform e
orts to market and promote the City.

NEW Action Items
j) Develop Explore Chula Vista website and marketing campaign – The goal of the Explore Chula Vista marketing campaign is to promote and expand awareness of Chula Vista outdoor amenities and other attractions. These e orts
also will cross-promote recreation, healthy communities, and other activities. The target audiences are residents, visitors and tourists. A vibrant, creative, informative and accessible website (ExploreChulaVista.com) will provide a platform to promote and expand awareness of the myriad of activities in Chula Vista. The website will use photos, videos, links and information to highlight assets and attractions in Chula Vista. The Explore Chula Vista website will provide additional support to www.chulavistaca.gov and o
er opportunities to focus on
marketing the City. The O
ce of Communications proposes to move forward with the
Explore Chula Vista website to create another communications channel to promote Chula Vista amenities such as art and culture activities, trails, parks, businesses, tourist attractions and special events. The best way to improve the image is to have people visit and experience the City – seeing is believing. The O
ce of Communications also is
pursuing enhanced partnerships with the Chula Vista Chamber of Commerce, Third Avenue Village Association, South County Economic Development Council and others to provide information for the website.
k) Create a special events promotion plan – The City of Chula Vista is committed to holding special events that bring communities together, promote the City and attract residents, visitors and tourists. With leadership from the Council, the number of events 1 - Enhance City of
Chula Vista’s image
and brand
11 held in the City has increased annually since 2011. Two signature events, HarborFest and Starlight Parade, have attracted thousands to the City. The O ce of Communications
proposes to expand awareness and participation in existing signature events and attract new events by developing a targeted special events promotion plan. Sta will pursue
additional Continuous Improvement e
orts to develop the plan and identify
opportunities for e
ciencies and process improvements. The plan will include event spaces to promote, pricing details, and marketing opportunities. The plan also will outline communications and marketing support for existing signature events. A key component of the plan will be to implement the City Council Sponsorship and Endorsement program to provide customer service and support for key events. Finally, the plan will address customer service to ensure that special event organizers have a positive experience in Chula Vista and are likely to return.
l) Establish banner program – Banners are a creative way to promote the City and its attractions. The City has been approached by businesses and community organizations about opportunities to use banners to market events, support economic development and promote community pride. A policy and a process will be developed for displaying promotional banners in key areas of the City.

Guidelines, including who is eligible for banner space and installation costs and procedures, will be established and distributed through City communication channels. The Third Avenue Village Association (TAVA) has used banners to promote merchants on Third Avenue. Representatives at local shopping centers have expressed interest in using banners to attract business. Banners also provide the opportunity for the City to promote signature events.

In 2015, Office of
Communications
produced nearly
350 graphics
projects including
logos, brochures,
newsletters, web
designs and
more.
1 - Enhance City of
Chula Vista’s image
and brand
12 Promote & market Chula Vista’s
assets, signature projects,
programs & services
The countless
rst-class city services, developments underway and visitor attractions in Chula Vista could be considered the best kept secret in the county. Regional research shows that once San Diegans hear about activities and attractions in Chula Vista, they are more likely to visit. The City will capitalize on this by increasing its e
orts to promote Chula Vista assets. The City has long been a sustainability champion, e
ective in implementing programs with tangible
results; engaging residents, community groups, and businesses to address critical climate change issues; and serving as a sustainability resource for other municipalities in our region and nationwide. The City is placing renewed focus on arts and culture assets by adding new resources to revitalize the Cultural Arts Program and complete and implement the Arts Master Plan. The Marketing Plan will support these and other programs via citywide and regionwide (and beyond the region, if feasible) communications. This can be accomplished through a number of ways, including City communications (website, social media, direct mail, etc.), media relations, advertising and word of mouth.

Actions
a) Create master list of assets and projects – Each year the O ce of
Communications will identify which assets, projects, programs and services should be highlighted in communications. The list could be prepared based on a number of factors, including key milestones occurring in that year, elections or regulatory decisions, anniversaries or special events. This e
ort will help to inform development of
the editorial and social media calendars.
b) Maintain updated targeted media list – A list of preferred publications and media outlets will be updated. The list will be organized by areas in San Diego County (e.g., North County, East County, etc.). In addition to publications, the list will include potential media angles based on the research. For example, the research showed that residents of North County inland are most interested in tourist attractions, such as Aquatica, SeaWorld's Waterpark.
c) Collaborate with community and business partners –
Collaboration with regional and local organizations such as the Port of San Diego, South County Economic Development
Council, Chula Vista Chamber of Commerce, Third Avenue
Village Association, the Eastlake Business Association, Southwestern Community College, and others is essential to Chula Vista’s goal of improving business and economic
development. The list will be expanded to include the Regional Chamber of Commerce, Regional Economic Development
Corporation, and key organizations in Baja California. The O ce
of Communications will partner with the Economic
Development Department to communicate with these groups on a regular basis to provide input, lend support and promote key milestones and community events. City sta
will create a list
of existing and potential partners to approach for cross promotional e
orts.
d) Oer regular updates on major developments/issues – The City’s website, Intranet, newsletters, social media channels and the new Explore Chula Vista website will be used to provide regular updates on pressing issues and community developments. News releases detailing progress on these fronts are prepared at key milestones to increase public awareness and knowledge of Chula Vista’s continued revitalization.
e) Expand multicultural marketing and cross-border outreach – The City has taken initial steps to increase multicultural outreach and civic engagement among residents. Other activities include providing communications and graphics to promote opportunities with Mexican o
cials and business leaders to assist with companies that want to establish or expand in Chula Vista. The Communications team also works with the Economic Development team and elected o
cials as needed to support their cross-border activities.

Expand multicultural community and media outreach on key issues and across the border to capitalize on opportunities for cross-border economic, education, social, and cultural connections.
2 - Promote & market
Chula Vista’s assets,
signature projects,
programs & services
14 f) Provide support to Economic Development team – The O ce of Communications
works with the Economic Development team to support their e orts to attract and retain
businesses, educate regional and binational leaders and industry partners on Chula Vista economic development assets, and provide media relations and graphic design services.

Collaborate with Chamber of Commerce, TAVA, and other organizations to promote Chula Vista as a destination for shopping, dining, and recreation. Assist with updating Economic Development web pages and keeping the messaging current and relevant for marketing Chula Vista.

NEW Action Items
g) Develop and implement advertising program – Research shows that once San Diegans know about Chula Vista’s assets and attractions, they are more likely to visit. The O
ce of Communications has implemented limited advertising campaigns, but a more strategic, robust plan can create better results. Placing advertisements in targeted publications, travel sites and social media, and linking to the Explore Chula Vista website will encourage regional residents, visitors and tourists to learn more about activities in Chula Vista. The O ce of
Communications will develop an expanded media plan, create advertising, and implement plan based on budget and priorities. Request an additional $100,000 in the FY 2017 budget to prepare and release a Request for Proposals to retain a marketing
rm to design and execute an advertising/marketing campaign to highlight Chula Vista’s assets and build awareness of current and emerging reality of the City.
h) Establish an internal Communications Steering Committee – An internal Communications Steering Committee composed of key sta will
meet monthly to share the latest information on projects, issues and events for promotion by the O
ce of Communications in social media, newsletters,
press releases and more.
i) Promote Olympic Training Center – The O
ce of Communications is
collaborating with City sta
to promote the Olympic Training Center and expand
recognition as an Olympic City. Communications will pursue opportunities to incorporate the Olympic message into the City’s overall messaging strategy.

Communications will assist sta
with public and media announcements about
the City’s potential takeover and operation of the facility with the goal of having the facility remain an elite Olympic training center. There is a tremendous opportunity to utilize this change as a marketing tool where events and other activities will build awareness for the City and the OTC and draw people from throughout the region and beyond to Chula Vista.
2 - Promote & market
Chula Vista’s assets,
signature projects,
programs & services
15 j) Promote Smart City eort – Chula Vista is making strides as a Smart City. The City is working to provide businesses, institutions and residents with access to state of the art technology and a communications system, which will improve the quality of life in the City, support prosperity and provide a more e
cient government. The O
ce of
Communications will continue to work closely with City o cials to assemble a
communications infrastructure system to help disseminate important information to residents more e
ciently. Additionally, the City intends to provide a gigabyte level broadband that will drive economic, healthcare, education and innovation sectors to levels that distinguish Chula Vista as a national Smart City leader. k) Utilize Explore Chula Vista website – Once the Explore Chula Vista website is launched, it can be used as another communication channel to promote everything the City of Chula Vista has to o
er residents, visitors and tourists. The informative and accessible website (ExploreChulaVista.com) will provide a platform to promote and expand awareness about City trails, parks, arts and culture, businesses, shopping and recreational activities.
2 - Promote & market
Chula Vista’s assets,
signature projects,
programs & services
16 Expand community
engagement & partnerships
The City of Chula Vista is committed to engaging its communities and keeping stakeholders informed and involved in projects and initiatives. The O
ce of Communications implements proactive
communications activities to provide information about City services such as libraries, parks, recreation, environment, asset management, healthy communities, recycling, and animal care services. The O
ce of Communications also coordinates Special Events with more than 60 large and small events held each year in the City. The City Council has led the e
ort to support two key signature events: HarborFest and Starlight Parade that are attracting thousands to the City in the summer and during the holiday season.

The City also is working to promote opportunities for resident involvement in the decision-making processes. Although the research showed that residents are generally satis
ed with the City’s communications, there are opportunities to enhance these e
orts. Residents currently receive most of their information about City issues and projects from secondary sources (Internet, television news and San Diego Union Tribune). To the extent that the City can increase readership of its newsletters and direct mail, attract more frequent visits to its website and strengthen other communications e
orts, it will substantially improve not only
resident satisfaction with the City’s communication, but also their knowledge and understanding of City issues, activities and important infrastructure challenges.

Actions
a) Utilize a variety of communication platforms – The research shows that residents are getting the majority of their Chula Vista news through third party sources. This demonstrates the City has an opportunity to enhance its own communication channels, which will enable it to better communicate its message to stakeholders. The new City website, social media, direct mail, electronic noti
cations and newsletters and news
releases are all valid means to communicate City messages. While the research states residents found the City’s website to be the most e
ective communication channel, they
also valued direct mail e
orts. The O
ce of Communications will continue using all
outreach platforms at its disposal while considering new channels that may arise. b) Enhance civic engagement program – The O
ce of Communications assists with
a number of civic engagement activities. The Districting Process involved tremendous community and media outreach, workshop coordination, advertising and promotion to ensure residents were aware of the opportunity to participate in the historic Districting Process. The Library Civic Engagement Program was a great success. The O ce
of Communications proposes to build on that momentum by creating a civic engagement program to regularly obtain feedback from residents and other stakeholders on life and business in Chula Vista. A civic engagement program will coordinate various City activities (e.g., asset management, healthy communities, development projects, input opportunities, community events) and provide the opportunity to promote and raise awareness for these e
orts. Additionally, the O
ce of Communications will promote
notices of upcoming projects, community meetings, and public hearings. c) Coordinate a speakers bureau – A speakers bureau is an e ective way to reach,
engage and inform audiences about City issues. The City o ers speakers for small groups,
conference workshops, trade shows and other meeting formats. The O ce of
Communications will coordinate with the appropriate speakers (elected o cials or sta
).

Information about the speakers bureau will be posted in the City’s communications channels and promoted through media outreach.

On average
more than
12,000 people
engage with the
City via social
media per
month.
3 - Expand
community
engagement &
partnerships
18 d) Prepare easy-to-understand communications materials – The O ce of
Communications prepares brochures, iers, web pages, and other materials in a variety of formats using easy-to-understand language and concepts. This ensures that residents and visitors are able to access Chula Vista services and assets, as well as take part in the decision making process. Materials are prepared in other languages as needed. e) Coordinate communication eorts with other organizations – The O ce of
Communications keeps in close contact with local groups and businesses such as the Chula Vista Chamber of Commerce, Third Avenue Village Association, South County Economic Development Council, Southwestern College, Sweetwater Union High School District, Chula Vista Elementary School District, water districts, health care providers, businesses, and others to coordinate communications e
orts and capitalize on
opportunities to positively promote Chula Vista.
3 - Expand
community
engagement &
partnerships
19 V: Timeline
This is a three-year marketing and communications plan. This e ort will be evaluated
quarterly and adjusted as necessary.

VI: Evaluation
Progress made on the Actions in this plan will be used to evaluate the plan’s success.

The O
ce of Communications will submit a quarterly progress report on each strategy to the City Manager. Budget expenditures and timeline also will be reviewed.

VII: Budget
Funding is approved as part of the annual budget process. Funding supports ongoing marketing and communications activities and Special Event seed money supports City-sponsored signature events. 20 Marketing & Communications Resources FY 2015-16
Activity Budget
Operations
Stang $693,298
Supplies/Services $4,390
Subtotal $697,688
Contracted Services
City Council Broadcast Services $20,000
Public Opinion Survey $11,000
Explore Chula Vista Website $4,000
Subtotal $35,000
Special Events
Facebook $1,110
Chula Vista promo video $4,500
Subtotal $5,610
Special Events
HarborFest $15,000
Starlight Parade $15,000
Sponsored Special Event TBD $10,000
Subtotal $40,000
Communications
Multi-Cultural/Binational Outreach $25,000
Civic/Community Engagement $5,000
Subtotal $30,000
TOTAL FY 2015-16 Budget $808,298

COMMUNICATION STRATEGY
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MISSION
The mission of the City of Garden Grove is to provide responsible leadership and quality services as we promote safety, cultural harmony and life enrichment.

VISION
The vision of Garden Grove is to be a safe, attractive, and economically vibrant city with an informed and involved public. We are a diverse community that promotes our unique attributes and preserves our residential character.

GUIDING PRINCIPLES
We commit ourselves to the betterment of the individual, the organization, and the community, by fostering a spirit of trust, creativity, cooperation, integrity, empathy, respect, and quality service to all.
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TABLE OF CONTENTS

1. Communication Strategy Overview

2. Current Communication Practices

3. Social Media Technology and Communication Assets

4. Issue Identification

5. Media Relations, Public Relations and Marketing Tools

6. Crisis Management and Emergency Communications

7. Measurement

8. Conclusion
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COMMUNICATION STRATEGY OVERVIEW
The City of Garden Grove has made communication a strategic priority, with the intent of increasing awareness of the policies and programs of the City and generating enhanced engagement of constituents in the governing process. The goal of the communication strategy is to identify opportunities to share the City’s message and streamline the methods by which those messages are shared, while conducting the business of the City in an open and inclusive manner.

This plan will serve to enhance communication with the residents and businesses in Garden Grove by proactively identifying emerging issues; improving long-range communication strategies; and communicating more effectively the identified key issues, policy decisions made, and actions taken by the City Council.

In Garden Grove, communication is seen as an important role of government, and an essential component of the democratic process. It helps build pride, trust and awareness within the community, increases participation, and contributes to strengthening the quality of life in the community. It is a fundamental component of the City’s mission and vision.

The Communication Strategy is built on the foundation of four concepts that guide the City of Garden Grove in its communications approach:

1. Clear and Direct: The City will always strive to use the most direct and straightforward language to communicate its policies and programs, by explaining technical terms, avoiding jargon, and providing background information to ensure that all of our communications are understandable and accessible to the widest possible audience.

2. Proactive: Whenever possible, the City will provide information on emerging issues, and follow these up to ensure the most accurate and complete information is available to the public as soon as is possible.

3. Transparent: The City will be open in communicating its business and make information about the policies, finances, and operations of the City available to all citizens. One way of accomplishing this is to include citizens in the decision making process, from soliciting input to encouraging service on boards and commissions that actively advise management and the City Council on policy decisions.

4. Listening and Learning: The City recognizes that communication flows two-ways, both providing information and receiving feedback. Listening to residents builds better trust and credibility so the policies and programs created by the City also reflect the needs and wishes of the community. 4 | P a g e
The City has identified five broad objectives designed to meet the City Council’s intent in establishing the communication strategy. Each issue or program campaign will be designed with these desired outcomes in mind:

1. Increase Awareness: We want information about City policies and programs to be available to all of our audiences and for priority projects to be common knowledge among our key audiences.

2. Increase Engagement: We want to encourage and enable residents and business owners to participate in public policy formation. In addition, we would like to generate high levels of participation in, and attendance at, City programs and events.

3. Provide Access: We want to reduce barriers to communication in order to reach the broadest possible audience.

4. Enhance Transparency: It is our intent to conduct the “people’s business” in the open, making information about City policies and operations available to all.

5. Reinforce Credibility: We will provide honest and responsive communications that will help us build trust and credibility with our audiences.

By carefully planning our communications to achieve these concepts we believe that we can successfully reinforce the City’s key messages while simultaneously increasing constituent awareness and engagement.

The City of Garden Grove has established the following communication goals:
 Establish one clear voice throughout all communication channels;  Maximize awareness and support of the City Council’s actions, goals, and programs;
 Achieve coordinated and consistent communication both internally and externally;
 Establish and maintain proactive media relations programs;  Protect and grow positive relationships with all stakeholders;  Clearly establish the Office of Community Relations as the central point for incoming and outgoing official information; providing communication services to City Council members, executive management, departments, employees and target audiences; and,
 Maintain communication as top priority for the City.
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CURRENT COMMUNICATION PRACTICES
Legal and Ethical Considerations
Executing communications within the established policies of the City of Garden Grove is a top priority and the City strives to meet the highest ethical standards of both government agencies and the communications profession.

California Open Meeting Laws: The Legislature states in California Government Code 54950 “In enacting this chapter, the Legislature finds and declares that the public commissions, boards and councils and other public agencies in this State exist to aid in the conduct of the people’s business. It is the intent of the law that their actions be taken openly and that their deliberations be conducted openly.” We will make sure that all of our communications efforts uphold both the letter and spirit of California Government Code 54950 in providing the public with information about City business.

Accessibility: We will make every reasonable effort to ensure that the information about City programs and policies is available to all of our audiences, despite any barriers to communication. These barriers include access to media, language, cultural differences, and physical disabilities.

Informing vs. Persuading: One of the many challenges of communicating emerging issues is in providing complete and unbiased information to residents on issues that are coming to the City Council before the Council has had the opportunity to deliberate and establish the City’s official position, or vote on a specific decision.

Ultimately, we aim to provide the data and reasoning behind the policy decisions so that residents can understand how those decisions were made. All communications disseminated by the City of Garden Grove will be tested against the highest ethical and legal standards, to ensure that we are faithfully serving the public to the best of our ability.

One of the areas we focus on in implementing this messaging framework is our ability to articulate the linkage between the strategic messages of this plan and the City’s mission, vision, guiding principles, the customer service program, specific marketing plans, issue management, and emergency communication plans.

What this means in practice is that City staff will ensure that all activities are developed and executed within the context of the City’s over-arching communications strategy. The lynch pin of the strategy is the City Council Strategic Plan. 6 | P a g e
Our Audiences
The single largest audience we want to reach is residents and business owners/operators, made up of people who live and work in the City of Garden Grove.

Today there approximately 175,140 residents living within the City limits. There are a number of defining characteristics that create subcategories with specific needs, such as:
 Property Owners/Renters
 Children/No Children
 Employed/Not Employed
 Length of Residence
 Educational Attainment
 Household Income
 Ethnicity
 Age
According to the 2013 American Community Survey, there are 46,037 household dwellings in Garden Grove, 57% of which are owner occupied and the median income is $59,648. About 45.5% of the households include children under 18, who make up 34% of the population. The median age is 35.6 years. 22.6% of the population identify themselves as Caucasian. Residents of Asian ancestry account for 37.5%, with Vietnamese ancestry as the majority (27.7%). 36.9% identify themselves as Latino, with Mexican ancestry as the majority (31.9%).

For adults over the age of 25, 18.6% have a bachelor’s degree or higher.

We also have a significant “English as a second language” audience. According to the 2013 American Community Survey, 34.9% of Garden Grove’s population has Asian as their native language and over half of them (21.4%) “speak English less than very well.” In addition, 30.2% of Garden Grove’s population has Spanish as their native language, with 12.2% indicating that they “speak English less than very well.” This means that there are as many as 58,850 residents who may have trouble comprehending our communications in English.

The City also makes a distinction between direct and indirect customers. People who have had contact with a City of Garden Grove employee or who have used one of the City’s services within the last year are direct customers. Those who benefit from, but have had no interaction with the City are indirect.

Another way of dividing our audiences is through their level of engagement.

We recognize four distinct levels:
 Engaged (Ambassadors/Watchdogs)
 Interested (Aware or Impacted)
 Passive
 Disinterested (Actively avoiding or those who consider City communications intrusive)
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The most engaged residents are those who have a particular interest in the policies or programs of the City. Many of our communication efforts are specifically aimed at the two most engaged groups – engaged and interested – as they have the highest interest in receiving communications from the City and have the most utility for that information, and therefore represent the most efficient use of resources.

We recognize that the most engaged audience is largely made up of two distinct groups: residents who participate in the governing process either as volunteers or through participation in specific programs (ambassadors), and those that monitor government actions to ensure that they are appropriate, ethical, and legal (watchdogs). In both cases, these audience members tend to have highly specialized interests, such as the environment, growth, or senior programs.

It’s also possible for disinterested or passive audience members to shift suddenly to interested or engaged when City policies and programs impact them directly.

In all of our communication, we also recognize that the media is a primary audience, both in providing information directly to our audiences and in creating commentary and criticism of our policies and programs.

City of Garden Grove employees are another key audience, as residents see them as experts and expect them to know a great deal about the City programs and policies.

Recognizing that employees are one of the most immediate and direct ways that our audiences receive information about the City, we use our internal communication vehicles as resources for informing staff about the City’s strategic messages and issues that may arise throughout the year.

In the end, the desired outcome is a workforce that understands the City’s mission and vision, exemplifies the City’s values, and actively communicates the key strategic messages. Keeping staff informed also builds morale and heads off misinformation circulated by a rumor.

Other audiences that we have a need to communicate with from time to time are special interest community groups; various niche stakeholder groups, such as senior citizens, teenagers, or volunteers; Federal or State Legislators; candidates for political office; elected and appointed leaders in other local governments and agencies; and business, service and cultural organizations.

When visitors stay in Garden Grove, we have the ability to deliver messages that will enhance the reputation of the City, spur additional use of City facilities and programs, and promote interest in the City throughout the rest of the country.

Lastly, we consider potential corporate relocations as an audience for our communications. The City’s Economic Development Staff strives to promote the City as the best location for business, both in quality of life for their employees and as a business-friendly environment for their organization.
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Our Methods
As our demographics indicate, the City of Garden Grove is a very culturally diverse community and has developed a strong rapport with the local ethnic media and several community organizations.

Translation of policies, procedures and programs into various languages represented in the community is a top priority and is provided by bilingual City staff or the use of translation services. In addition, the Office of Community Relations includes a Vietnamese Bilingual Community Liaison whose time is dedicated to media outreach and translation of news releases, brochures and other printed material. The liaison also produces a quarterly Vietnamese newsletter in partnership with the Police Department for the City’s Vietnamese residents. The City’s website also has its own Vietnamese web page (http://www.ci.garden-grove.ca.us/Vietnamese).

The City also promotes its programs to the ethnic community by utilizing the services of the community’s multicultural television, radio and print mediums.

Examples include Little Saigon TV, Nguoi Viet, Korea Daily News, and Unidos.

In 2015, the City Council approved the adoption of a Translation Policy, which is being developed by the Office of Community Relations. Currently, City Hall and City Council press releases are internally translated into both Vietnamese and Spanish and are made available on the City’s website. All other Police, Recreation and Human Services press releases utilize Google Translate for languages other than English.

The City also implemented a one-year pilot program to provide translation services at all regular City Council and Commission meetings with a 72-hour advance notice and continues the use of Google Translate for all other online translations for languages other than English.

The City uses a variety of tools to disseminate information to staff:
 The City’s Intranet
 “Everyone” emails
 Department and Division meetings
 Fliers and posters
 City Manager Town Hall meetings and Mid-Manager Briefings 9 | P a g e

SOCIAL MEDIA TECHNOLOGY AND

COMMUNICATION ASSETS
It would not be an exaggeration to say that within the past eight years the media landscape and the relating communications model has begun to shift in a fundamental way. The tools and techniques that have served us well over the past five decades are becoming obsolete as the next-generation’s way of approaching mass communications is rapidly being deployed.

Eight years ago, it was unthinkable for government employees to spend time on social networks, but the public sector discovered that social media could be a valuable channel for two-way customer communication.

Next-generation technologies, like social networks, are helping government agencies disseminate important information rapidly, broaden transparency, engage the community, improve public perceptions, expand outreach to new audiences, and enhance public safety, while meeting the increasing demand for services.

As of today, there are over 1 billion monthly active users on Facebook, more than 80,000 of which belong to the Garden Grove, California network. Twitter has over 300 million monthly active users and records about 500 million sent tweets per day.

The number of users for both Facebook and Twitter are staggering – the growth has been unprecedented and shows no sign of diminishing any time soon.

Even the smallest organizations usually have a Facebook page or Twitter account.

But there’s more to social media than Facebook and Twitter.

YouTube
YouTube is the Internet’s top video-sharing network. Government agencies can create branded YouTube channels that make publishing, promoting, and archiving easy and efficient. The City of Garden Grove has had a YouTube channel since 2009 and it is managed by Garden Grove TV3 (GGTV3). To date, the GGTV3 channel has 1,341 subscribers and over 2,000,000 views. The City live streams Garden Grove City Council meetings through the channel, saving costs and keeping residents who are unable to attend the meeting informed on important issues.

Instagram
Instagram is a mobile app, known for its square image format and photo-sharing capabilities. Instagram is a form of nonverbal communication that holds the ability to deliver visual messages to many recipients quickly and conveniently. The City of Garden Grove has had an Instagram account since 2014. Photos shared include pictures from community events, behind the scenes snapshots, Mayor and City Council members, award honorees, parks and infrastructures. The City’s Instagram is also used to promote community engagement. For example, residents and tourists are encouraged to share their photos via Instagram, by tagging the City with the hashtag #gardengrove.
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The explosion of new-generation communication methods over the last few years has significantly changed the government and citizen relationship. Today, citizens and employees engage with agencies through mobile devices, social media, applications, and websites. Public sectors can meet these demands with a well-thought-out strategy that informs, engages, interacts, and delivers services, while creating a business-friendly environment.

The City has several existing communications assets that have been used for a number of years, with a relatively high level of resident awareness.

City Website
The City has dramatically enhanced its web presence over the past few years and launched the newly upgraded ninth version of the website in April 2015. Maintaining an excellent website is an ever-evolving process. The main access points are http://www.ci.garden-grove.ca.us, and http://www.garden-grove.org. The new design features include:
 Easier navigation with an improved menu
 An improved overall look
 Mobile friendly (will work on a PC, Tablet or Smartphone) Since the launch of the site, there have been approximately 900 new and returning users per day and a 23% growth in mobile access. There has been a decline in the number of pages visited and the duration of visits, which suggests that users are able to access information quicker and more readily.

The outcome we desire is to make Garden Grove’s key information “discoverable” by our audiences. With over a trillion websites in Google’s database and roughly two billion searches each day, it can be difficult to achieve high rankings on search engine results. Fortunately for us, the search algorithm used by the biggest search engines, Google and Yahoo!, both favor government sites.

Moving forward, the focus will be to improve navigation and mobile friendliness, while remaining transparent and encouraging citizen engagement. Further development of the content and services available on the web will continue to make it the resource of first choice for many of our audiences.

Social Media Platforms
The City has also established profiles on several social media platforms, including Facebook, YouTube, Twitter and Instagram and has been testing possible uses for these emerging technologies. In addition, several individual departments such as Fire, Police, Code Enforcement and Public Works have created individual pages and/or accounts. As new platforms are released, the City will register the user name “City of Garden Grove” to establish a presence and reserve the name, and conduct an analysis of the local reach of the search. Once it is established that the platform is worth investing in, it will be tested for inclusion in our active portals. 11 | P a g e
Mobile App
On June 1, 2014, the City of Garden Grove launched its free mobile app, available for download through the App Store (iPhone/iPad) or Google Play (Android). The app includes City news, an events calendar, social media updates, access to departments and services, job openings, parks and recreation information, shopping and dining establishments, and features local discounts from participating businesses in the Buy in Garden Grove program.

The goal is to make the City of Garden Grove more accessible by putting City Hall into the hands of its citizens, allowing them to access information more readily and receive important City notifications in real-time. The app currently has 1,500 subscribers.

Garden Grove TV3 (GGTV3)
GGTV3 is the City’s local Emmy-nominated cable network. Videos are produced and shown via the City’s YouTube channel. GGTV3 runs programming seven days a week on Time Warner Channel 3, the City’s website, YouTube and Facebook.

The goal of the Cable Division has always been to inform the community about their city, highlight its accomplishments, and support other departments within the City while keeping the image of the City in mind.

GGTV3 now programs topical blocks, which include numerous smaller stories that cover specific topics such as City Council, public safety, parks and recreation, or culture and the arts. They produce 3-4 of these each month, which run Tuesday through Saturday each week.

When programs are not airing, GGTV3 utilizes a Community Bulletin Board, which is comprised of slides that have static messages and are rotated every three seconds.

These slides generally promote City services and programs. The bulletin board is also offered free of charge to residents, community groups, businesses, service organizations, churches, etc. to advertise and promote events and programs happening in the community.

Published Documents
In addition, the City publishes several special audience newsletters and documents, such as CityWorks, the Comprehensive Annual Finance Report, the Parks and Recreation Guide, and the Annual Performance Report. The graphic design team and Community Relations Division produce hundreds of program brochures, fliers, posters, banners, event displays, promotional items, and custom materials, including official notices.

An area of focus is to ensure that all print materials are available via the City’s website and translated into Spanish and Vietnamese.
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ISSUE IDENTIFICATION
The City has established a number of formal avenues for identifying emerging issues.

The key mechanisms are:
 Staff review of City Council agendas and City Council meetings;  Media tracking and analysis;
 Weekly management team meetings; and,
 Bi-weekly Community Relations “promo” meetings.

City Council members are also encouraged to contact the City Manager whenever they have a concern that a particular issue may need to be addressed or to pass that information to the appropriate Department Director.

There are a number of issues that will continue to be important for the City to communicate about. These include:

Financial Management: An important element of this topic is the legal and contractual restrictions we have on use of funds and making sure residents understand the different sources of funding at our disposal. We are also addressing what we are doing to help protect the local economy and provide assistance to residents who have severe financial problems.

Public Safety: The emphasis here is on planning for the future and providing adequate resources to the Police and Fire departments. Issues such as facility size and locations, equipment, and staffing will continue to generate debate during budget development.

Economic Development: Local economic development is a process that strives to improve the economic well-being of the community. It helps to retain and increase local revenue that funds government services that both city residents and businesses desire. The economic development process has long been a major part of how the City of Garden Grove does business. Since the dissolution of redevelopment by the California Supreme Court in 2012, the City has worked diligently to save most of the existing redevelopment projects. The goal is to increase the city’s tax base, increase other revenue sources, create and retain jobs within the city, address sales tax leakage and diversify the sales tax base, create new markets, and build local and regional relationships to aid in the advancement of the economic development program.

Tourism: The City of Garden Grove is located in the midst of a Southern California tourist hub that is one of the most successful in America. Given the proximity to the Disneyland Resort, the Anaheim Convention Center, Christ Cathedral, and other Los Angeles landmarks and attractions, Garden Grove has benefited from its efforts to provide visitor entertainment and lodging. Expanding hotel and tourism amenities will bring additional revenues to the City.

Public Works: Maintenance of City infrastructure, including streets, sidewalks, parks, public buildings, street trees, flood control channels and traffic signals continues to be a priority.
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MEDIA RELATIONS, PUBLIC RELATIONS,

AND MARKETING TOOLS
The City continues to use the following tools to generate stories with the local media, both traditional and non-traditional:
 News releases/Press conferences
 Speeches
 Tailored pitches
 Media campaigns
 Media contact database
The City has always approached media relations as a collaborative process in helping reporters understand the issues, providing access to City experts and data, and facilitating a dialogue with elected officials. In television news, this can include sharing b-roll and interview footage produced in-house to help local news programs cover stories that their shrinking staffs may be unable to cover.

Another large element of our media relations efforts is response to media inquiries and Public Record requests. Acting on tips, or reacting to our news releases, many reporters contact the City for information on their assignments every day. We make a point of resolving all such requests as quickly as possible. The City is also proactive in responding to incorrect information in stories, working with editors and reporters to correct future reporting.

When dealing with the media, it is important that the City works with the media to maintain a fair balance in reporting positive stories with ones dealing with crime or controversial issues.

Public Relations is one of the tools related to managing the City’s reputation, creating outreach, helping audiences understand background on policy decisions, and clarifying the role of government. Some of the public relations tools employed by the City of Garden Grove and the Office of Community Relations include:
 Organizing ceremonies, such as ribbon cuttings and dedications;  Holding community meetings and forums;
 Facilitating recognitions, proclamations, and presentations at City Council meetings;
 Providing photography and video on our website, Facebook, Instagram and publications to tell the City’s stories;
 Applying for awards that demonstrate the quality and success of City of Garden Grove programs;
 Executing public education campaigns;
 Placing PSA’s on radio, television and the City’s social media platforms;  Exchanging event and luncheon sponsorships for in-kind services;  Developing promotional collateral, such as brochures and fliers;  Making community group presentations;
 Participating in charity or cause-related community events; and,  Promoting the City’s image and offerings to regional and national audiences. 14 | P a g e
The goals of our public relations efforts are twofold, to make the complicated easier to understand and to create better partnerships with all audiences, including media.

Marketing in government is generally reserved for driving participation in fee-based activities and programs, and for the most part is funded by the revenues those programs generate.

The City also deploys marketing efforts for public hearings, community events, public awareness, and other non-paid participation opportunities as well. We have also used marketing tools to educate constituents, customers, and audiences about the availability of information and services offered by the City.

The City has a number of open, volunteer advisory committees and boards that meet periodically to discuss City business. We will continue to use meetings and board communications to inform the community about issues. We also produce a number of public forums each year, which provide additional opportunities for residents and business owners to become involved in policy deliberation and information gathering.

The City can increase the level of media outreach overall through various means such as:
 Increased press releases;
 Increased coverage on television news/radio news programs;  Development of media opportunities, such as tours of City facilities and parks;  Increased press conferences on important issues; and,  Increased staff availability to media.

Public Information staff also provides support and consultation to numerous departments for external communications and special events. The Division is available to all departments at any time, but works most closely with the following:
 City Manager’s Office
 Police Department
 Fire Department
 Community Services
 Public Works
 Economic Development
 Information Technology
Per City Administrative Regulation 7.4, the Community Services Department is the City’s primary media contact except for Police and Fire information. Both the Police and Fire Departments have a designated staff member assigned as the Public Information Officer (PIO). Community Services coordinates press contacts and conferences concerning matters of City policy and acts as a central point for approval and dissemination of written press releases. Department Directors and Division Managers are authorized to discuss information with members of the media provided that the information is within the parameters of established City policy. 15 | P a g e

CRISIS MANAGEMENT AND

EMERGENCY COMMUNICATIONS
Issues, for the purposes of this discussion, are topics of concern to one or more audiences that relate directly to City policies or programs. Many issues arise over the course of a year, a minority of which may rise to the level of crisis.

There is a critical distinction between emergencies – such as floods, earthquakes, and fires – and crises. Where we recognize any threat to public safety as an emergency, a crisis is a threat to the organization’s financial health or reputation.

The City cannot predict every issue that will arise over the course of a year, nor would it be desirable to attempt to prepare for every possible contingency. Instead, our strategic messages are designed to position the City on a foundation of broad concepts that allow for flexibility in addressing any situation that should arise. When an issue comes up, the first step should be to determine what actions – if any – are appropriate in response.

There can be unintended consequences if the City were to attempt to proactively respond to every evolving issue; we could waste resources, diffuse our strategic messages and potentially generate negative stories that might otherwise not have happened.

The key then, is preparation – through clear procedures and general strategies.

As issues arise and are identified by staff, the first step is to determine if:
 The issue should be monitored, but no response should be made;  The issue requires a response; or,
 The issue rises to the level of crisis.

Issues not requiring a public response are generally routine topics generated by local media or public comment. In most cases the story may pass without much community discussion, or the individuals affected can be directly contacted to address their concerns or answer their questions. Routine exchange have a limited impact or a very short lifespan.

Issues requiring a response are those that impact a large number of people and have a relatively long lifespan, meaning that the issue will continue to impact people over several days or longer. The standard approach should be to research and develop a list of talking points that describe the issue, outline City policy in regard to the issue, and describe the City’s response plan.

Elected officials and appropriate staff will be briefed on the situation. Then the City should publicly respond with an explanation and the plan to address the issue.

For crises, the approach is similar, but more robust. In general, the City will respond within 24 hours – if not sooner – to the emergence of the crisis, as described below.

To promote the greatest levels of transparency and credibility, we will always tell the truth about what happened and have a plan to resolve the problem.

There are three phases in our approach to crisis management. 16 | P a g e
When a crisis arises, the first phase is known as preparation. During that time City staff will conduct research to determine:
 What has happened?
 What are the questions people might have?
 What is our message?
As soon as possible, we will move to the response phase.

The key here is that our messages should say what we are going to do. Action always is preferable to talk.

During the recovery phase we will assess the following:
 Did we reach our intended audience?
 Was our message accurate?
 Was our message credible?
 Have we solved the problem?
 What can we learn from this?
Each crisis has a “teachable moment” as anxiety starts to subside when we can deliver important information about City policies or programs. The City can leverage a crisis as an opportunity to reach higher levels of awareness and engagement if we are prepared and respond appropriately.

The Fire Department publishes an “Emergency Operations Plan.” The most recent version was adopted in January of 2009. The Fire Department is currently reviewing and updating the plan for adoption in 2015. In the event of an emergency, government, at all levels, is responsible for providing clear directions of emergency and recovery operations.

The plan identifies staff roles and responsibilities during an emergency in keeping with the National Incident Management System, in which all appropriate staff have received required training.
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MEASUREMENT
Level of Engagement: One way to measure engagement is to measure the reach of particular messages through individual communication channels and the actual participation, and then compare the various communications methods to determine which methods yield the highest levels of participation.

To that end, we collect the following data:
 Attendance at events, forums, and meetings;
 Participation on boards and committees; and,
 Participation in online polls and voluntary surveys.

Experiences and Opinion: One of the more challenging aspects of the changes in media is that while there is now more subjective feedback available directly from constituents on issues, this flood of information is difficult to compile and analyze in a way that provides actionable data. One way is to collect comments and feedback from various sources and conduct an affinity analysis to see what the general tone or direction those comments are taking.

The City of Garden Grove currently monitors the following to do that analysis:
 “How Are We Doing?” Surveys (City-wide surveys through mailed forms and electronic means);
 User ratings (Mobile App, Facebook, Twitter, YouTube, Etc.), both Cityproduced and user-content generated;  Facebook/Twitter/Instagram/YouTube mentions;
 Number of fans/subscribers/followers; and
 Comment tone on other sites.

This type of online reputation management is done by analysis of user comments on social networking sites, blogs, and discussion groups. The information gathered, including opinions shared, and the frequency and tone of Garden Grove mentions on various sites, will be identified and classified by pertinent data. 18 | P a g e

CONCLUSION
The City of Garden Grove’s Communication Strategy is in place to provide means by which we can increase awareness of our programs and policies, and to generate heightened engagement of our community members. This strategy is meant to be fluid; to grow and change along with technology and social media. Our goals, to conduct business in an open and inclusive manner by tracking community input, and to share the City’s message in streamlined methods, will continue to be implemented and enhanced on an ongoing basis.
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GARDEN GROVE SOCIAL MEDIA
FACEBOOK: CITY
 Garden Grove City Hall - https://www.facebook.com/GardenGroveCityHall  Garden Grove Police Department -
https://www.facebook.com/GardenGrovePolice?ref=py_c
 Garden Grove Fire Department - https://www.facebook.com/GardenGroveFire  Garden Grove Public Works Department - https://www.facebook.com/pages/GardenGrove-Public-Works-Department/560742707365984  Garden Grove Code Enforcement - https://www.facebook.com/GardenGroveCode  Garden Grove Economic Development - https://www.facebook.com/GGEconDev FACEBOOK: NON-CITY (but maintained by City staff)
 Garden Grove Community Foundation - https://www.facebook.com/GGCF.1998  Garden Grove TV3 - https://www.facebook.com/pages/Garden-Grove-TV3/213283285351631  Grove District – Anaheim Resort - https://www.facebook.com/GroveDistrict  GG Open Streets - https://www.facebook.com/ggopenstreets  West Haven Tiny Tots/Kare Bears -
https://www.facebook.com/WHTinyTotsKareBears
 Vietnam War Museum of America Foundation -
https://www.facebook.com/VietnamWarMuseum
 Atlantis Play Center - https://www.facebook.com/AtlantisPlayCenter

TWITTER
 @CityGardenGrove - https://twitter.com/CityGardenGrove  @GardenGrovePD - https://twitter.com/gardengrovepd
 @GardenGroveFire - https://twitter.com/gardengrovefire  @GardenGroveTV3 - https://twitter.com/gardengrovetv3
 @GroveDistrict - https://twitter.com/@grovedistrict/
 @GGOpenStreets - https://twitter.com/ggopenstreets

INSTAGRAM
 @gardengrovecityhall - https://instagram.com/GardenGroveCityHall/  @gardengrovefire - https://instagram.com/gardengrovefire/  @ggopenstreets - https://instagram.com/ggopenstreets/

MOBILE APP
 ‘Garden Grove’ on iOS or Google Play Store

YOUTUBE
 ‘Garden Grove TV3’ - https://www.youtube.com/user/GardenGroveTV3 20 | P a g e
GARDEN GROVE SOCIAL MEDIA (continued)

WEBSITE
 City - http://www.ci.garden-grove.ca.us/
 GGCF - http://www.ggcf.com/
 Grove District - http://grovedistrictanaheimresort.com/  Open Streets - http://ggopenstreets.com/
 VNWMA - http://www.vnwma.com/
 Buena Clinton - http://www.buenaclinton.org/

LINKEDIN
 City - https://www.linkedin.com/company/city-of-garden-grove  Economic Development - https://www.linkedin.com/company/garden-groveeconomic-development-division

SMUGMUG
 Garden Grove Fire Department - https://gardengrovefire.smugmug.com/Who-WeAre/GGFD-Who-We-Are/i-ZjX7hMH

PLAN HERMOSA
Hermosa Beach, CA | PLAN Hermosa Date Printed: 8/31/2023 | pg. 1 Context
Maintaining good and effective governance is a high priority for the City of Hermosa Beach. Since its incorporation as a City in 1907, the City of Hermosa Beach has established itself as being a small town, friendly beach community. Called “the best little beach city” for its broad, clean beaches, overall safety, and thriving businesses, it is also creative in its personal and compassionate approach to city government. Serving the community, creating community benefits, taking responsibility, and finding pragmatic solutions are characteristics viewed by the City as what defines governance. The City has prioritized excellence in governance and positive, constructive relationships with residents, business owners, visitors, and neighbors.

Decision-making + Leadership
Community members and leaders of Hermosa Beach view proper decision-making and leadership as an important topic in city governance. In recent years, the City of Hermosa Beach has initiated several processes and employed concepts to increase the community’s involvement and understanding in how the City makes decisions as an organization. Some of these recent efforts have included a community dialogue campaign, strategic planning process, and priority-based budgeting. Collectively, these efforts ensure that the approach to governance, management, and service delivery in Hermosa Beach are agreed upon, revisited on a regular basis, and reflective of the community’s values and priorities.

Governance means...
 Listening to residents
 Anticipating and focusing on issues
 Determining vision and values
 Decision-making on direction and resources
 Setting the “tone” for the City
 Measuring staff, program, and operational
performance
 Educating the citizenry
 Mobilizing support in the community
Service Delivery means...
 Developing operational plans and tactics
 Organizing the work unit*
 Implementing decisions and programs
 Responding to resident issues
 Maintaining equipment and facilities
 Providing quality services and products
 Developing work unit and employees
 Evaluating services and citizen impact
Management means... Community Dialogue

PLAN HERMOSA
Hermosa Beach, CA | PLAN Hermosa Date Printed: 8/31/2023 | pg. 2  Analyzing issues
 Developing professional recommendations
 Decision-making on programs and resources
 Setting the “tone” for the organization
 Developing programs and systems
 Determine implementation plans and strategies
 Investing in employees
 Evaluating and adjusting performance
In 2013, the City of Hermosa Beach initiated a
community dialogue process to facilitate a
conversation across the community and all of its
interests to determine the community’s values and
priorities for the future. The six-month process
included several public meetings, a working group, and
development of a Quality of Life Report, a Fiscal
Summary, and a Decision-Making Tool. The results of
this Community Dialogue process provide a framework
and process for decision-making by the City as well as
individuals on important decisions regarding Hermosa
Beach’s future.
*The work unit refers to the employees and resources needed to provide services to the community.

Figure 1.1 illustrates the relationship between the components of PLAN Hermosa and the following City decision-making processes.

PLAN HERMOSA
Hermosa Beach, CA | PLAN Hermosa Date Printed: 8/31/2023 | pg. 3 Figure 1.1 Relationship between PLAN Hermosa and decision-making process Strategic Planning
Since 2013, the Hermosa Beach City Council and staff have utilized a strategic planning process and multi-day intensive workshops to outline new goals and set priorities for the upcoming year. Strategic planning workshops are organized in a way so that the community, City staff, and elected officials can come together as a group and talk about the future of the city. The process is meant to help provide more clarity on Council goals and priorities to guide programs and ongoing operations.

Fiscal Health Diagnostic Tool

PLAN HERMOSA
Hermosa Beach, CA | PLAN Hermosa Date Printed: 8/31/2023 | pg. 4 With a focus on achieving long-term fiscal sustainability, this Diagnostic Tool is used to assess the City’s picture of financial health by matching ongoing revenues with ongoing expenses and modeling various scenarios in order to assess the impact of decisions. First implemented in 2014, the tool is currently used in preparing the City’s five- year financial forecast.

Priority-Based Budgeting
In 2014, the City initiated a new approach to linking funding decisions with strategic priorities through Priority-Based Budgeting. This approach provides a comprehensive review of the entire organization and will allow Hermosa Beach leaders to evaluate the costs/benefits of City services at a program level; align resources with higher-priority programs; and craft a budget that plans for long-term needs and shorter-term spending of these services on the basis of their relevance to community priorities established during strategic planning efforts.

Decision-Making Tool
The Decision-Making Tool, created through the Community Dialogue process, is designed to enhance the effectiveness and efficiency of the City’s government, identify and optimize opportunities for residents and businesses to improve quality of life, create a culture of innovation, ensure the community values and priorities are equally considered, and deliver transparency to the decision-making process.

PLAN HERMOSA
Hermosa Beach, CA | PLAN Hermosa Date Printed: 8/31/2023 | pg. 5 Civic Engagement
The Hermosa Beach community prides itself on being
highly active in its own governance, and the City is
committed to actively seeking public participation.

Community members actively participate at council
meetings and committees, volunteer at schools and
philanthropic organizations, and collaborate with City staff on the latest technology platforms. This level of civic engagement supports responsive governance, while
ensuring the preservation of the city’s small beach town character. The City strives to create an open process
through which it can respond to its constituents’ needs while balancing competing interests and opposing views. It is also committed to treating all individuals with respect and dignity, and providing courtesy and thoughtfulness in all interactions. These qualities are invaluable to City staff and elected officials as they work with community
members to create a more vibrant, socially rich,
economically successful, and beautiful place to live, work, and play.

The City recognizes and supports the need to maintain a high level of service to the community. It further
recognizes the need to pursue and engage various
informational technologies to make communications more
efficient and accessible. The City regularly identifies and implements new communication techniques and methods
to improve service delivery and open avenues of
communication between the community and their City
government. In order to continue to improve the ease of doing business with the City, additional services including online permitting services for certain development or
building projects, and streamlined processing of general requests for service or information are being implemented regularly. Highlights of the City’s civic engagement
practices include:

Voter Initiatives
The City of Hermosa Beach has a long history of direct
democracy through use of the ballot initiative process to answer questions about local policy related to open space, development and zoning standards, fees and taxes, and
other important issues facing the city.

Public Meetings
Community Workshops and Working Groups
Nearly all major capital projects and major planning efforts in Hermosa Beach involve numerous meetings to collect
input and feedback from the community prior to placing a proposal in front of the City’s decision makers. Many of these large efforts include the formation of a working
group or committee to review and refine proposals,
ensuring that projects are reflective of the community’s values and priorities.

Online Engagement
To facilitate community engagement in City affairs in an increasingly digital world, the City has utilized multiple online platforms to provide two-way engagement to the
community. “Speak Up, Hermosa!” is just one of various
online tools hosted by the City to provide a platform in which members of the community can generate and
discuss ideas, issues, and projects to improve Hermosa
Beach.

Community-Based Organizations
Hermosa Beach would not enjoy such a high quality of life without investment and collaboration from its numerous
community-based organizations. Community
organizations, many of which are highlighted throughout this Plan, collaborate with the City to provide funding and volunteer in support of parks, the library, creative arts, historic preservation, and education, among many other
social and environmental causes.

Leadership Hermosa
A community-based organization founded in 2003 to
encourage community involvement in the city. More
specifically, the organization strives to build a life- long love for Hermosa Beach by educating existing and
potential leaders within the community. Since its launch, members of this organization have completed a number of projects that have fostered community values, and many
participants have gone on to serve in leadership positions on City Commissions and City Council.

Nixle
The Hermosa Beach Police Department (HBPD) has begun
participating in an open communication and engagement

PLAN HERMOSA
Hermosa Beach, CA | PLAN Hermosa Date Printed: 8/31/2023 | pg. 6 City Council and advisory commission proceedings are
open to the public. Hermosa Beach posts current agendas, staff reports, and supplemental materials up to 5 days
prior to the meeting. The City also provides live and
archived streaming video of City Council Meetings on-line and on the City’s cable television channel.
platform called Nixle. This online forum informs residents about news and safety alerts in the city, connecting
residents, educators, public safety, and businesses
together.

PLAN HERMOSA
Hermosa Beach, CA | PLAN Hermosa Date Printed: 8/31/2023 | pg. 7 Technology + Innovation
A key feature in the development of modern, innovative
cities is the installation of digital infrastructure. On a planning level, the City of Hermosa Beach has done little to address the formative impacts of technology. The
technology and innovation policies outlined in this section are designed to increase efficiency, bring out new ideas, and allow businesses and residents to become more
digitally connected.

Some of the most valuable contributions of technology is idea sharing and community interaction. With technology easily accessible, community members can communicate
and share ideas more easily. As a result, innovative
solutions to problems will be communicated much faster
than before. Community members will also be encouraged
to collaborate with one another fostering a more efficient and effective approach.

Another valuable asset of technology is the ability to
maintain and enhance transparency between the City and
its community members. By utilizing advanced technology, the City will be able to relay information and data to
community members more easily. This will encourage civic participation along with ensuring full transparency.

Community Representation
The City has a variety of Commissions and Advisory Boards that represent various community interests and
perspectives. These bodies, which address a range of
topics of importance to the city, are comprised of
community members – residents, businesses
representatives, and other stakeholders. The Commissions and Advisory Boards represent the community by making
recommendations and/or decisions that guide City policy and actions. From time to time, the City also forms ad-hoc committees to address topics of current importance. The committees are typically formed to address a specific topic or issue and then, once resolved, are disbanded.

The City’s various Commissions make recommendations to
the City Council, and in some circumstances have approval authority for a range of topics important to the City’s services, operations and development over time. It is
within the purview of the City Council to establish the composition, work, and responsibilities of any
Commission. Commissions and Advisory Committees have
been formed on a permanent basis to address topics
including: parks and recreation, public works, planning, and emergency preparedness.

Other advisory committees have been formed on an adhoc or temporary basis to address issues related to specific topics or geographies including recent use of: a Green Task Force, an Upper Pier Avenue Improvement Committee,
and a Pacific Coast Highway/Aviation Improvement
Committee.

Planning Commission
California Planning and Zoning Law requires each
jurisdiction to identify a governing body to provide for planning, subdivision, and land use regulation. In Hermosa Beach, the Planning Commission has been established to
serve in that role. For certain types of development
applications, the Planning Commission is required to
review and either approve or deny, with the City Council only reviewing if the Planning Commission’s decision is appealed. Certain planning and development decisions are required by state law to be reviewed and either approved or denied by the City Council at a public hearing,
subsequent to a review and recommendation by the
Planning Commission.

Public Works Commission
The duties of the Public Works Commission are to review and make recommendations to the City Council on all
capital improvement projects, assist in the development and updating of design guidelines for public
improvements, infrastructure, and other matters referred to the Commission by the City Council.

Parks and Recreation Advisory Commission
The Parks and Recreation Advisory Commission serves in
an advisory capacity to the City Council in all matters pertaining to the Department of Community Resources;
cooperates with other governmental agencies and civic
groups on the advancement of sound leisure, cultural,
social services and educational programming; and
formulates policies on the services, programs and lease agreements of the Department.

Emergency Preparedness Advisory
Commission
The Emergency Preparedness Advisory Commission
provides advice and recommendations to the City Council on how the City and the residents can prepare and
respond swiftly and responsibly to emergencies.

PLAN HERMOSA
Hermosa Beach, CA | PLAN Hermosa Date Printed: 8/31/2023 | pg. 8 Regional Collaboration
Part of the City’s decision-making process involves having strong partnerships and relationships with outside agencies and organizations. This is due to both a desire to have good relations with the City’s neighbors and out of necessity, since Hermosa Beach is bordered by other jurisdictions and must rely on and collaborate with outside agencies to provide services to the citizens of Hermosa Beach.

Adjacent Cities: The City commonly works on issues of
mutual interest with the adjacent cities of Manhattan
Beach and Redondo Beach. To provide responsive
emergency services and expand the availability of
emergency response services, the City of Hermosa Beach
has long-standing agreements with adjacent cities and Los Angeles County to provide additional resources and
greater expertise in unique incidents or conditions.

Additionally, the land use and transportation choices
made in one jurisdiction can provide benefits to or have impacts on a nearby jurisdiction.

Transportation Agencies: City staff and members of the
City Council regularly participate in the regional decisionmaking processes. Elected officials and staff are actively involved with the South Bay Cities Council of Governments (SBCCOG), the Southern California Association of
Governments (SCAG), LA Metro, and Caltrans to provide
transportation services, maintenance, and even funding
for projects and programs.

Utility Providers: Most of the utility services in Hermosa Beach are provided by private utility companies or public agencies which serve jurisdictions throughout Southern
California.

Beach Cities Health District: Health organizations like the Beach Cities Health District (BCHD) which has been serving the communities of Hermosa Beach, Manhattan Beach and
Redondo Beach since 1955, offer important preventative
health services to residents of all abilities and ages—from pre-natal and children to families and older adults.

California Coastal Commission: With nearly half of the
land area in Hermosa Beach located within the Coastal
Zone, a collaborative working relationship with Coastal Commission Staff is essential to fulfilling the objectives of the Coastal Act to maximize public access to the coast.

Maintaining collaborative working relationships with these agencies and organizations serves to benefit Hermosa
Beach and makes sure the needs and interests of the
community are represented.

Maintaining collaborative working relationships with these agencies and organizations serves to benefit Hermosa
Beach and makes sure the needs and interests of the
community are represented.

PLAN HERMOSA
Hermosa Beach, CA | PLAN Hermosa Date Printed: 8/31/2023 | pg. 9 Noble Park
Effective on: 1/6/2022
City of Beverly Hills
Strategic Communications Plan
February 2020
Prepared By
SAE Communications
City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 2 Table of Contents
Introduction...........................................................................................................................................3 Research Steps......................................................................................................................................4 Research Findings .................................................................................................................................5 Challenges and Opportunities ...............................................................................................................8 Communications Goals ......................................................................................................................10 Communications Objectives................................................................................................................11 Audiences ............................................................................................................................................12 Existing Communications Tools ..........................................................................................................13 City Council Priorities 2019-2020 .......................................................................................................14 Organizational Key Messages .............................................................................................................15 External Communications Strategies ..................................................................................................17 External Communications Tactics.......................................................................................................19 Internal Communications Strategies...................................................................................................37 Internal Communications Tactics........................................................................................................38 Priority Implementation Chart .............................................................................................................40 Appendix A – Interviewees for this Plan ...........................................................................................41 Appendix B – “Budget Ambassadors”: Example from City of Oakland..............................................42 Appendix C – e-Notify List of Topics: Example from the City of Santa Clarita ................................. 47 Appendix D – City Council Meeting Summary: Example from the City of Santa Cruz ....................... 48 Appendix E – News Channel: Example from Ventura County ...........................................................50 Appendix F – Communications Plan/Approach: Example from Santa Barbara County.................... 52 City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 3 Introduction
This Plan should be considered a blueprint for the City of Beverly Hills to refine its communications program and build on an already-strategic office focused on engaging and informing the public. This Plan is focused on implementation within the next three to five years.

Communications today is much more complex than in previous decades. Most of us are overloaded with information and therefore are much less likely to read in-depth articles or materials about government agencies or services; most are apt to be informed by visual images and by communications vehicles which reach us with messages specifically tailored to our needs and concerns. This Plan’s recommendations strive to find the right balance of traditional and new communications tools.

The City’s challenge is to convey consistent messages which serve to explain the organization’s purpose and reasons for its decisions, both on an overarching level as well as on a specific project/issue level, to a variety of audiences.

Our efforts were made infinitely easier by the cooperation and openness of all those we worked with on this project. Members of the Beverly Hills City Council, staff, community members and media representatives were universally helpful, honest and willing to share their perceptions with our team. The City’s Public Information Office, under new leadership over the past year, has done an exceptional job in broadening the City’s visibility and communications initiatives. Rather than a wholesale remaking of the office, this Plan will help prioritize efforts and recommend a new internal structure.

Finally, it is important to note that the principles of communications – a two-way process of communicating and listening – have been viewed as major elements of business and are increasingly becoming not only a function of government, but an integral part. As Thomas Jefferson wrote, “If we think society not enlightened enough to exercise their control over government with a wholesome discretion, the remedy is not to take it away from them, but to inform them.” Scott Summerfield Sheri Benninghoven, APR
Principals
SAE Communications
City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 4 Research Steps
Research was conducted using a proven process of qualitative and quantitative methodologies. One-onone interviews were conducted by members of the SAE Communications team with a variety of individuals representing internal City audiences and community members. The list of these participants is available as an appendix. It is important to note that no single person’s opinions are quoted; it is the composite of all the voices heard that forms the basis of the recommendations in this Plan.

An online survey of community opinion leaders was also conducted. The results of that survey are included in the appendix.

Finally, an online survey of City employees helped guide the internal communications portion of this Plan.

The results of the employee survey are also attached to this Plan.

The research steps included:
• Individual interviews with members of the Beverly Hills City Council • Several individual interviews with members of the City Manager’s Office • Individual interviews with department heads and senior staff • Individual interviews with community leaders
• Individual interviews with news media representatives • Online survey of community members
• Online survey of employees
• Evaluation of City printed and electronic materials
• Analysis of media coverage
• Evaluation of the City’s website
• Evaluation of social media accounts
City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 5 Research Findings
External audience research summary:

A total of 17 external community members were interviewed. Key findings include:
• There is widespread acknowledgement that City communications activities have improved since the current Public Information Office staff members assumed their roles. • There is broad agreement that the City is effectively utilizing a variety of communications tools and that those who choose to learn about City activities and programs have ample opportunities to do so.
• There is broad consensus that a relatively small number of residents take an active interest in City issues, primarily due to the very high level of responsiveness to service issues. • There is recognition that more than half of Beverly Hills residents are renters and there are no readily identifiable communications tools that are directed at this audience. • Key issues identified include the effect of Metro construction and operation on the community, the effect of new State of California housing allocations, upcoming Rodeo Drive development projects, the recent Complete Streets Plan, and the challenging retail environment that has led to several highprofile vacancies. • Communication with the Persian community is lacking in City priorities and represents an opportunity to better connect with a significant portion of the City’s population base. • There is a desire for regular communication from the City Manager on issues of importance, via a variety of methods.
• There is a desire for ‘quick-read” information about significant upcoming City issues and City Council actions that can be delivered on-demand or via sign-ups. • The local media environment is changing, with new ownership of the Courier and its approach to reporting City issues.
• There is still a strong reliance on traditional media in the community, given the large number of mature residents who aren’t active on social media.
• There is a universal sense that the City’s website is hard to navigate.

City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 6 External online survey summary:

Note: The survey was conducted in mid-2018, just after the arrival of the current Public Information Manager and before the current Public Information Office staffing structure was in place.

A total of 27 respondents completed the survey. Key findings include:
• More than half of respondents find that the Public Information Office is a useful resource; the bulk of remaining respondents have not had an opportunity to work with the office. • Responses to the open-ended question focused on partnership yielded several issues with none noted multiple times.
• Almost half of respondents indicated good coordination and communication with the office; almost a third indicated poor or very poor coordination and communication. This represents an area of future focus for improvement.
• Responses to the open-ended question focused on possible change to better serve external organizations yielded several issues with none noted multiple times. • Generally, around half of respondents indicated satisfaction with the office’s services, resources, and response; the bulk of remaining respondents were unsure or felt the question did not apply. • Over 95% of respondents at least occasionally use the Internet, local print/online media, and wordof-mouth as information resources about City programs, services, and issues. • Almost 90% of respondents at least occasionally use the City website as an information resource, with all other sources used by at least half of respondents. • About half of respondents receive information about City Council policy decisions from official City communications, while about half receive this information from external sources and word-ofmouth. • Responses to the question focused on other ideas or actions to improve the Office’s services yielded several issues with none noted multiple times.

Internal research summary:

A total of 33 interviews were conducted with members of the City Council and staff. Key findings include:
• The BEVY is widely considered to be a phone directory and human resources tool rather than a compelling, interesting site for employee news and information. • An employee newsletter would be welcomed, with a focus on interesting staff stories and internal/ external issues facing the City.
• There is a desire to hear from the City Manager in various settings about important issues, with an opportunity to ask questions; although he is a longtime City employee, he is new to the City Manager role and staff is somewhat unclear about his short- and long-term plans for the City.

City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 7 • There is a desire to learn more about issues/initiatives/activities of importance in other departments. • There is widespread appreciation for recent efforts to improve communication, including the distribution of news releases to all employees.
• There is a desire for short-form videos focusing on current issues that could be posted on The BEVY and distributed as a link to all staff.

Internal City employee online survey summary:

Note: The survey was conducted in mid-2018, just after the arrival of the current Public Information Manager and before the current Public Information Office staffing structure was in place.

A total of 104 respondents completed the survey. Key findings include:
• Almost two-thirds of respondents find that the Public Information Office is a useful resource; the bulk of remaining respondents have not had an opportunity to work with the office. • Responses to the open-ended question focused on partnership yielded a variety of issues; La Cienega Park is the only issue noted multiple times.
• Almost half of respondents indicated good or excellent coordination and communication with the Public Information Office; the bulk of remaining respondents indicated that coordination with the office is not applicable to their job.
• Responses to the open-ended question focused on possible change to better serve external organizations yielded a variety of issues; better communication regarding the role and function of City departments is the only issue noted multiple times. • Generally, around half of respondents indicated satisfaction with the Public Information Office’s services, resources, and response; the bulk of remaining respondents were unsure or felt the question did not apply.
• About 90% of respondents at least occasionally use word-of-mouth, The BEVY, the City website, and the Internet as information resources about City programs, services, and issues; almost all other sources were used by at least half of respondents.
• About 40% of respondents receive information about City Council policy decisions from co-workers, while about 36% receive this information from official City communications. • Responses to the question focused on other ideas or actions to improve the Public Information Office’s services yielded several issues; increased use of social media is the only issue noted multiple times.

City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 8 Challenges
• Engaging residents in public sector information is challenging. A new mindset is needed to revise how the City engages and communicates with target audiences: fewer words, more headlines, more digital graphic design, adoption of new communications platforms, etc. • Several upcoming issues are likely to general significant community discussion/consternation.

These will require extensive strategic communications planning and programming. • Adequate resources to conduct a robust communications program can be limited, especially during a dramatically-shifting economic environment such as Beverly Hills is facing now with its retail changes.
• Quality and effective public information programs in the public sector place a heavy burden on communications staff to not only maintain traditional efforts that predominantly rely on media relations, printed publications and community outreach, but also to develop and implement new cutting-edge communications platforms and channels.
• Numerous communications channels which are required for a successful strategic public information program are currently housed in different City departments, resulting in fragmentation and a lack of a cohesive and coordinated effort.
• The development and internal distribution of key messages for all significant issues/projects is lacking (see later section of the Plan for additional details). • The counsel of the Public Information Office is often sought after an issue has become controversial. • City employees are a vital audience and should know of and/or have access to information about all City programs, services and issues.
• The BEVY is outdated as an internal communications source and should be redesigned and relaunched.

Challenges & Opportunities
City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 9 Opportunities
• Beverly Hills has a highly-engaged group of civic leaders who care deeply about their community, are hungry for information about decisions made by their government and want the opportunity to be heard.
• The community enjoys the benefits of having numerous media outlets covering local government. • Overwhelmingly, the City’s Public Information Office receives high marks for progress made in the past year to support traditional office functions while bringing much-needed attention to several important communications functions, such as social media and community outreach. • The City’s staffing in its Public Information Office includes dedicated and experienced public information professionals, and while stretched to carry out its full load of responsibilities, is effective and efficient in its current operations.
• The functions integral to a successful public information program exist now and do not need to be added/created; these include website management, video production and graphic design. • A citywide team of communications liaisons from each department present the opportunity to readily share communications issues/plans across internal operations. • Reaching new audiences via the use of cutting-edge technology will enhance engagement efforts from all City departments.

City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 10 Communications Goals
• Increase confidence and trust in the programs and services offered by the City. • Raise public understanding of the role of the City to deliver a vast array of services and of the diligence of the City’s efforts to make the best decisions possible. • Instill a sense of partnership between the City and those it serves. • Embark on a path that leads to direct – improved – communication flow between the City and residents.
• Ensure employees understand the goals and priorities set by City management so their actions help bring about success; also convey the deeply held belief that the employees of the City are incredibly dedicated to serving the public and delivering high-quality services.

City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 11 • Generate positive comments about the City’s improved ability to connect with and communicate among at least 75 percent of those interviewed for this Plan in 24 months. • Generate a minimum of 12 news feature stories per year about the City/departments which deliver an important Key Message.
• Generate a minimum of a 10 percent increase in the awareness of and reliance on City communications tools as a source of information about local government programs and services in 24 months.
• Conduct a baseline user survey of website visitors and re-conduct within 12 months of a site redesign; generate a minimum of a 20 percent increase in positive comments regarding usability/ navigation.
• Conduct a baseline telephone poll of residents to gauge satisfaction of City service delivery and awareness of communications channels; re-conduct in 24 to 26 months. • Generate a minimum 20 percent increase in the positive comments from employees within 24 months (re-conduct the online employee survey).

Communications Objectives
City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 12 Audiences
Residents
• School leaders
• Parents / PTA
• Seniors
• Renters
• Farsi-speaking Persian residents
• Homeowner association leaders, residents
• City Commissioners
• Youth
• Hills
• Non-hills (flats) residents
City Employees
• City Hall
• Non-City Hall
• Field
Visitors / Business / Organizations
• Conference and Visitors Bureau
• Rodeo Drive
• Chamber of Commerce
City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 13 Existing Communications Tools
• Media relations
• Releases
• Pitching/calls
• Respond to calls
• Press conferences
• Citywide social media: Facebook, Twitter, Instagram
• Department/special-focus social media
• Website
• In Focus City newsletter (print)
• Display ads: print and digital
• Postcards
• Building signage
• Department newsletters
• Databases of various types of contacts
• Emergency communications tools: E-notify, Nixle, AM radio City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 14 City Council Priorities
2019-2020
The City’s public information program should prioritize its efforts each year to support the City Council’s priorities. The priorities are available under separate cover.

For the 2019-2020 fiscal year, the City Council
has established a total of 44 goals impacting
the following areas:
• City Auditor
• Community Development
• Community Services
• Finance
• Information Technology
• Policy and Management
• Public Safety
• Public Works
Their ongoing goals involve seven goals for the
following City departments/programs:
• Finance
• Human Resources
• Policy and Management
• Public Works
City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 15 Key Messages convey to the public and other audiences the City’s goals, programs and services.

Messages are the “big picture” explanations that the City wants all audiences to know; further, they provide the context for the individual initiatives, department programs, etc. These are included in all comments to the media, written articles, speeches, presentations, web postings and all other communications from the City. The bullets under each message serve to explain or expand on the message, adding facts, anecdotes, etc. It is important to note that messages will not necessarily be used verbatim by staff or elected/ appointed officials; each individual speaks with a unique voice, and the messages should be used as a guideline for communicating the most important thoughts about each issue (thus they are not the same as “talking points”).

Overall City messages should be revisited regularly to ensure they continue to represent the main issues that the community needs to know. Additional messages will need to be developed for every project, program or major incident that takes place. A Message Development/Delivery training program will allow City personnel to understand the role of messages and how to develop and deliver them.

The messages below serve to explain the City’s overall purpose and current initiatives. They are a first draft and will evolve during the coming months as the City refines its communications efforts. The final overall Key Message platform will also include detailed “proof points” under each message; these provide specific examples, statistics, and other information which support the messages.

Organizational Key Messages
City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 16 City of Beverly Hills Organizational Key Messages
• The City of Beverly Hills provides a very high level of services, from public safety and community development to libraries and roads.
• Proof points would include examples of actual awards, cutting-edge services, innovative technology, dedication of staff, etc.
• Note awards won, kudos from residents, etc.
• Note interesting or unusual types of services that are unknown or invisible to most City residents • The City of Beverly Hills manages its resources wisely and is financially conservative. • Proof points would include references to improved budget expectations, reserves, operating efficiencies, etc.
• Note actions taken during Great Recession
• Note permanent structural changes
• The residents of the City of Beverly Hills are well-served by a highly-dedicated group of City employees who take seriously their responsibility.
• Proof points would include examples of high resident satisfaction figures, continuance of exemplary service with reduced staffing, flexibility in dealing with difficult budget situations, etc. • Note examples of employees going “above and beyond”
• Note creativity in managing increased demands for service • Public safety is the City’s top priority.
• Proof points would include crime rate, percentage of budget spent on PD/FD, etc. • Response times
• Facilities/personnel/training
City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 17 There are nine overarching communications strategies which emerged as the research, challenges, opportunities, goals and objectives were developed. The tactics to address each are contained in the following section.

1. Strategic Counsel/Key Messages – Institutionalize the role and importance of strategic communications planning and key messages throughout the organization.

2. “Personal Touch” / Opinion Leader Communications Programming – Engage residents by adopting tactics that bring all together to learn and exchange information about City programs, issues and decisions. Identify and inform key opinion and community leaders by category, such as City Commissioners, parents, visitors or business organization leaders/participants, school leaders, faith-based leaders/participants, etc. A unifying trait to engage with these individuals is personalized attention; tactics focusing on this “personal touch” will be most effective.

3. Media Relations/Direct Print Tools – Educate residents via a robust media relations program to generate hard news about City priorities as well as feature stories that help to tell the City’s story.

Annual City Council goals/priorities should drive media pitching of feature stories. Further, printed materials that reach a broad segment of the City should also continue to supplement media coverage.

4. Direct Communications Channels and Electronic Community Relations Program – Increase awareness of City programs and services via pushed information channels as well as via engagement through an electronic community relations program, including an easy-to-navigate website, e-newsletters, social media channels, e-broadcasts of public meetings, etc.

5. Visual Communications Tools – Generate confidence and engagement through visually-oriented stories about City programs, services and employees and strategic use of video and graphic design.

6. Department Public Information Team: Communications Strategy Group – Leverage the communications resources and knowledge within each City department to benefit the City as a whole and to support all communications with residents through the further development of the existing Communications Strategy Group. This team is especially important to serve as the emergency public External Communications Strategies
City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 18 information team during an EOC activation or other significant events that are likely to generate significant media coverage.

7. Persian Community, Renters Outreach – Increase awareness about City programs and services to three key audiences that now could feel disenfranchised.

8. Emergency Public Information Plan – Ensure life- and property-saving information reaches those impacted before, during and after a natural or man-made disaster.

City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 19 External Communications Tactics
◆ Indicates high priority tactic for implementation during the first year of Plan.

1. Strategic Counsel/Key Messages/Planning – Institutionalize the role and importance of strategic communications planning and key messages throughout the organization.

Build Key Message development into every project/issue. ◆ Every project manager within each department must become proficient in preparing key messages regarding their programs. Further, every City Council agenda item which might generate media interest or be of broad interest in the community should have a key message. Key messages, once approved, should be distributed to the entire management team, as well as to all employees when the topic is likely to generate broad interest.

A “Message Vault” should be developed on The BEVY so that any time a question arises regarding a particular subject, the approved points can be accessed and updated easily.

Ensure the Public Information Office is involved in significant issues as early as possible. ◆ Any issue or project which might generate public interest or which could undermine confidence in the City requires early attention and counsel by the Public Information Office. The Public Information Manager’s role is to be a trusted advisor for any sensitive topic, and his role can only be fulfilled when brought into an issue at the earliest possible moment.

Adopt a “beat” structure for the public information team. ◆ Each staff member of the Public Information Office would be assigned to a City department to serve as a communications counselor. Regular meetings are held with Department management and communication staff liaison to understand goals and issues.

Department-wide as well as project-specific communications plans would be prepared by Department staff with the assistance of the PIO staff or prepared by the PIO.

This enables the professional communications staff to become familiar with the staff and issues in each Department and to operate as an in-house public relations counseling firm.

Conduct Key Message Development/Delivery Training for all City managers. ◆ Message Development/Delivery Training should be conducted regularly for all employees who may serve as a media spokesperson or who present information to the City Council/community, including department and City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 20 division managers and all communications-related staff members. This training includes an introduction to the concept of key messages, elements of a key message, how to deliver messages, venues for message delivery, and other techniques. The training for all management team members should include what is and isn’t newsworthy; on-camera interview techniques; how to control an interview (i.e., getting the City’s messages delivered); how to develop strategic messages; trends in news coverage; how to generate media coverage of City issues; and other topics. Refresher training should be held on an annual basis, using realworld issues facing City staff as the basis for mock interview sessions.

Conduct strategic communications training for management staff. This highly-tailored training would involve helping all managers to understand the relationship between their areas of responsibility and the audiences affected by those programs. Each manager, with support from the City Manager’s Office, would be responsible for including plans to reach targeted audiences with explanations of the City’s activities (key messages) and the results. Components explained in the training include audiences, messages, strategies and tactics.

Establish protocol for how the departments respond to a department issue or need / ensure the Public Information Office is aware of significant issues as early as possible. A communications plan or approach, which is an abbreviated plan, should be prepared for any project or issue which could generate media interest or which would be of interest to a somewhat broad group of residents, business owners or visitors.

The brief document uses a bullet format to note audiences, messages, tactics, timeline, responsibilities and budget. See sample “Communications Approach” in the appendix.

Maintain a Master
Editorial Calendar:
“Horizon Report.”
Using an online team
collaboration program
such as is offered
by Trello, this will
allow for planning
across departments of
major events, decisions and issues. While “owned” by the Public Information Office, the Communication Strategy Group would review and update monthly as a regular agenda item. This is the best method to organizationally plan for and strategically monitor significant events and stories. Information about each item would be promoted in all City communications channels, including social media, traditional media briefings, community presentations and BHTV/social media programming.

Figure 1 – City of San Jose “Horizon Report.”
City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 21

2. “Personal Touch” / Opinion Leader Communications Programming – Engage residents by adopting tactics that bring all together to learn and exchange information about City programs, issues, and decisions. Identify and inform key opinion and community leaders by category, such as City Commissioners, parents, visitors or business organization leaders/participants, school leaders, faith-based leaders/participants, etc. A unifying trait to engage with these individuals is personalized attention; tactics focusing on this “personal touch” will be most effective.

Engage residents at their neighborhood level through in-home/small group/topic specific gatherings. ◆ Holding hyper-local neighborhood meetings about area-specific or citywide topics has the benefit of engaging residents in ways that mass communications techniques do not. When a neighbor invites other neighbors to gather in their home to hear from a City representative about an important topic, many benefits ensue: attendees do not come with the mindset of “taking on” the City, but come with a more moderate view of coming to listen, gather information and share opinions. This is a vastly different mindset than attending a City-sponsored “community meeting” where views are often ones of agitation. This tactic is being adopted throughout the state with excellent results. The challenge is that these take considerable time to find hosts and organize, but the benefits are significant. See content in the appendix from the City of Oakland “Budget Ambassadors” program which includes in-home, small group gatherings hosted by residents.

Homeowner Association Leadership Briefings/Populate HOA Communications Channels. ◆ The leaders of the homeowner associations in Beverly Hills are important opinion sources and shape the views of not only those who reside in their respective communities but also throughout the city. Quarterly or twice-yearly briefings of the HOA leadership, placing content in the HOA newsletters, and making presentations at the HOA annual/regular meetings will provide a “personal touch” type of connection to important audiences.

Provide content of interest to parents at local schools. ◆ Parents of children attending school in Beverly Hills are key audiences, as are the youth served. Rather than relying on the news media and/or creating new channels, inserting messages and content into existing tools produced by the schools and PTAs is ideal. Presentations at PTA events/gatherings should also be part of regular outreach efforts.

Target City commissioners for specific outreach. Commissioners play an important role to not only represent the community within the City governance structure but they are viewed as City Hall insiders out in the community. It’s imperative that they are not only aware of City goals, programs, projects and issues, but feel as though they are treated as “insiders.” While new content need not be developed, a Commissioner-specific communications vehicle sent on a regular basis will help ensure good engagement by this important audience. Further, reducing the number of informational emails and consolidating information into a single vehicle will be more efficient.

Target local service organizations for presentations. City staff should regularly present the status of various projects/issues to key service clubs and related organizations.

Share City awards/honors to all opinion leaders. City departments regularly do – and should – apply for awards from regional, state and national organizations for the very high level of services and creative City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 22 approach taken to address the needs of residents and address issues. When an award is received, it should be shared broadly with all opinion leaders. This is a “third party” voice that affirms the messages that the City delivers high quality services. (Receipt of awards should also be shared broadly with residents via pushed communications tools).

3. Media Relations – Educate residents via a robust media relations program to generate hard news about City priorities as well as feature stories that help to tell the City’s story. Annual City Council goals/priorities should drive media pitching of feature stories. Further, printed materials that reach a broad segment of the City should also be continued to supplement media coverage.

Beverly Hills enjoys the benefits and responsibilities of having local, regional, national and international media outlets cover it on a regular basis. This traditional method of broadly reaching a significant portion of the City’s key audiences is still important and warrants a robust media relations program. That said, the shrinking news hole, fewer trained journalists and the real and perceived bias on the part of the media against government means that staff time and resources spent on media relations should be balanced with the City’s increased capability to push content directly to residents via social media and other direct and online tools.

Conduct a Media Fracture© session to match story ideas with key media targets. ◆ The Fracture© is a group brainstorming session envisioned to be a function of the Communications Strategy Group to creatively develop a variety of story ideas which support citywide and departmental goals drawn from the Horizon Report. Further, a list of media outlets, both traditional and non-traditional – including local, regional, national and international – and direct communications channels, such as social media outlets, are developed and the story ideas are matched with channels into a matrix that becomes a Media Pitching Calendar. Various CSG members would be responsible for pitching different outlets. This process utilizes staff resources efficiently and maintains the City’s credibility by ensuring that the right story is developed for the right channel. Pitching training would be provided prior to implementation. A goal of 12 feature stories per year for the full CSG would be ambitious but attainable.

Conduct group media briefings. ◆ Complex public policy issues, such as new state housing goals, Metro construction impact, loss of local control, major development projects, etc., that take months or years to address are challenging for the media to cover. A group media briefing is an ideal tool which requires the City to focus on its messages and strategic objectives regarding large issues, and which enables the media to fully understand and explore the issue without being on deadline.

Broadly share feature story pitch results. ◆ Sharing or leveraging feature stories about Beverly Hills can give much greater visibility than the single appearance of a great piece. Target audiences include City Council, all City department managers, community leaders, business leaders, City board/commission members and other opinion leaders. Distribution methods include posting to Twitter/Facebook or other social media outlets, adding a link to Department website and sending via email to key audiences, especially employees, etc.

City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 23 Prepare “opinion” stories for distribution through the City’s own communications channels. ◆ Preparing opinion stories on local, regional and statewide topics and distributing them through the City’s own communications channels can be a very effective method of increasing the City’s visibility and educating the public on issues before they become highly controversial. These pieces should focus on broad topics which impact many residents and/or business owners, and touch on a variety of sides to any given issue.

These would be authored by various City department heads, the City Manager or the full City Council.

Continue “InFocus” Quarterly Print Newsletter. This print, direct mail newsletter should continue at least until electronic and direct communications tools gain traction to reach a larger segment of the community.

Refine electronic Media Room on the website. The Media Room needs to be a one-stop-shop for journalists needing information about the City and each department, including an archive of news releases (in keyword-searchable format), and should be planned for use during both day-to-day and emergency situations. A robust Media Room
should include links to background
information on a variety of projects,
Q&As and fact sheets on key City
issues, high- and low-resolution still
and video images (including b-roll for
TV broadcast use), graphics, maps,
etc. Links can also be provided to other
resources which are of use to the media
in emergencies. Recommend update to
this portion of the City website during
site redesign.

Move toward “City News Center.”
As the breadth and capability of the
mainstream news media continues to
decline and the lack of confidence in
the objectivity grows, public agencies
have moved to fill the void by creating their own “News Channel” which consolidates agency information into a single site. San Diego County has adopted this approach and reports tremendous success with direct subscribers as well as extensive use of the site content by area news outlets. Ventura County has also adopted this approach and reports exceptional use by the public and the media. See the appendix for a fuller description of Ventura County’s channel as well as a link to the San Diego County news channel.

Figure 2 – This pop-up box from the San Diego County website enables users to sign up for pushed News Center stories.

City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 24 Figure 3 – Ventura County News Channel includes press releases, articles written by agency staff, photos, video stories prepared by the County, and links to the main County website. Local media outlets have begun going to this site for story ideas.

City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 25 Figure 4 – The San Diego County News Center is a trusted source for media outlets looking for feature story ideas, as well as a trusted source for local residents.

City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 26

4. Direct Communications Channels and an Electronic Community Relations Program – Increase awareness of City programs and services via pushed information channels as well as via engagement through an electronic community relations program, including an easy-to-navigate website, e-newsletters, social media channels, e-broadcasts of public meetings, etc.

Prepare easy-to-read summary of City Council agenda items and actions. ◆ A brief summary should be prepared of City Council agenda items and the resulting action for use by the news media, for posting on the City’s website, for posting to social media channels and for sending to subscribers of a new e-newsletter. Virtually all of those interviewed recommended a tactic along these lines. See a sample in the appendix prepared following each meeting of the Santa Cruz City Council as an example of the type of content being recommended. Below is a format adopted by Ventura County to promote upcoming agenda items.

Figure 5 – Ventura County prepares feature story type of content in advance of newsworthy agenda items.

City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 27 Establish regular community e-newsletter. ◆ Using a program such as e-Notify, the City would benefit greatly from its own electronic newsletter. Users would be prompted to sign up via a box on the City website and promoted via social media. Distribution lists would be created by topic-specific information, such as City Council agenda items, event calendars, general news, etc. See the appendix for a sample list of types of content available from the City of Santa Clarita and view below from Santa Barbara County’s list of content subscription options.

Figure 7 – The City of Glendale produces an electronic newsletter that is pushed to residents who sign up as well as sits on the news section of the City website.

Figure 6 – Santa Barbara County pushes out an e-newsletter in advance of meetings of the Board of Supervisors. The content highlights public hearing items which will generate public attention.

City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 28 Figure 8 – The City of Long Beach produces a sustainability newsletter that highlights events, programs, issues and City Council actions.

City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 29 Figures 9 & 10 –
The San Jose City
Manager issues a
pushed and webbased weekly
newsletter. A slide
show of the headlines
from the newsletter
appears on LinkedIn
and other social media
channels to broaden
its reach.

City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 30 Figure 11 – Santa Barbara County’s website box encourages visitors to sign up for an electronic newsletter.

City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 31 Redesign the “Ask Bev” CRM Comcate Capability. ◆ Customer Relationship Management (CRM) systems are an integral aspect of public service delivery, having been created decades ago for the private sector. As applied in the public sector, a quality CRM system enables residents and visitors to interact with the City to request services, address issues and provide information using a complex “back end” with customer-friendly interface. The existing City program is in need of a revamp and redesign, especially to add an improved public-facing interface and a customer service orientation. We typically see the internal communications team take the lead in developing these programs and recommend this approach for a rebuild. There are several proprietary firms providing public sector CRM packages; recommend RFP process to determine best partner for the City.

Use City’s social media channels, especially Facebook, to humanize the City’s volunteers, commissioners and its workforce and to tell “people” stories. Initiate use of Nextdoor. ◆ The City’s social media presence is robust and well-viewed. Social media presents a wonderful opportunity to humanize City government.

Poking fun at government, jargon, rules, etc. is a way to help the public engage with their government.

NextDoor has become the platform of choice for many hyper-local neighborhood-based chat/sharing sites. Public agencies are prohibited
from belonging to a neighborhood
Nextdoor. However avenues exist to
post information as well as monitor
information posted by members. It’s
vital the City enter this fray.

Use Facebook Live to “broadcast”
important public hearings or other
important City Council meeting
items, important community
meetings, events, etc. ◆ This
capability has numerous benefits,
including the ability to facilitate
public comments during a meeting
and broaden the reach of viewership.

Adopt 3-1-1 service to provide
“high touch” public information. Call
centers have increasingly become a
vital tool to improve communication
and information flow for residents
and visitors unable to navigate the
complexities of public agencies.

Particularly for the LA region where
it’s unclear which agency handles
Figure 12 – the City of Santa Clarita used Facebook Live to stream the community vigil following the shooting at Saugus High School.

City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 32 what services, a single, easy-dial option present significant benefits. Recommend public information program take responsibility for coordinating with IT and call center vendor and to bring a customer service orientation.

Empower City staff to photograph service delivery. Creating an organization of employees empowered to occasionally snap a photo of their service delivery and sending to the Public Information Office for posting on social media will not only positively engage and promote the work of employees, it will turn the entire organization into a communications team that takes pride in showing what it does. Photos – which are highly effective at generating attention – would populate the website and social media channels.

Issue Request for Proposals to completely redesign the City’s website. The City’s site design, functionality and navigation is generally average for a public agency of the stature of Beverly Hills. Virtually every interviewee noted frustration navigating the City’s site. There is a significant amount of data; it’s the access to the information that presents challenges. Further, there are numerous best practices and contemporary features of the latest website back-end and design that would benefit the City. Of particular note is the requirement for the website to be accessible as well as available in multiple languages, both of which are missing at this time. Recommend a competitive RFP process that will enable various vendors to present their capabilities. This process will require a significant amount of staff time; recommend that the Public Information Office is the lead to pull together representatives from all City departments to facilitate both the technological challenges as well as address the needs of all public-facing programs/functions.

The City calendar on the current website is highly valued and should continue. This feature should be included in the website redesign RFP.

Redesign/Revamp MobileBeverlyHills app. The City presently offers a mobile app that is intended to take advantage of current technology to provide a variety of types of information. However, it has some interface challenges, could use some customer service overarching content, lacks a contemporary graphic interface, and needs improved links to current website content, content enhancements, added news, etc. It also requires significant promotion to make it a “must-have” app viewed by residents as often as their trusted news sites (the current iOS app store, for example, gives this a single star rating with 2 reviews). Recommend contracting with outside vendor to rebuild the app with the Public Information Office taking the lead to ensure best practices for public input/needs are taken into account.

City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 33 Figure 13 – Current City app
lacks contemporary design
and features.

Figure 14 – LA Times
new mobile app is a good
model to emulate. Note the
Home, eNewspaper, Media
and Library icons.

City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 34 Incorporate BHText into this new approach
to the app when created. The City offers
an innovative capability to allow anyone to
text a question or request to the City and
obtain an answer within a short period of
time. However, there are customer service
aspects of the implementation that need
to be addressed. Recommend folding into
the mobile app or rebuilding/promoting/
adding customer service features to text
program.

Conduct “Tele-Town Hall®” to gather
input via unique electronic community
gathering. The Tele-Town Hall® is the first
large-scale, personal communication tool to help organizations easily interact with hundreds of individuals through a town hall-style meeting conducted via the telephone and web. Tele-Town Hall® rapidly dials out to a list of phone numbers provided by the City. Audience members receive personalized, pre-recorded messages inviting them to remain on the line if they wish to be transferred to your live Tele-Town Hall® event regarding a specific project or issue. Once they have joined the Tele-Town Hall® event, participants can press a button on their keypad to request to ask your Speakers a question live, as well as respond to integrated Survey Questions. Participants, who are unable to ask questions live have the option to leave a personal message with a call screener. Participant statistics are provided along with links for posting to the City’s website.

5. Visual Communications Tools – Generate confidence and engagement through visually-oriented stories about City programs, services and employees, and strategic use of video and graphic design.

Broadly use video programming to tell City service-related stories: reformat BHTV content. ◆ Using existing video production staff, a significant increase in the number of short (90 seconds to 3-minutes) video vignettes should be produced to highlight the array of services being delivered. The videos should populate all social media and web-based channels (Facebook, link via Twitter, website, current Venmo platform, BHTV, mobile app, news center and others). The production quality should balance a newsmagazine style with an informal or handheld style via the use of mobile devices. These varying styles will engage more citizens relate to via their own social media use and which will (a) humanize the video clip and (b) enable more productions to be completed without additional cost.

Figure 15 – BHTV
City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 35

6. Department Public Information Team: Communications Strategy Group – Leverage the communications resources and knowledge within each City department to benefit the City as a whole and to support all communications with residents through the further development of the existing Communications Strategy Group. This team is especially important to serve as the emergency public information team during an EOC activation.

Build on work of Communications Strategy Group to leverage citywide communications planning/ counsel. ◆ Schedule a regular monthly meeting, led and staffed by the Public Information Office, to serve as a central information sharing body, as well as help to develop communications strategies and address controversial issues. Representatives from each City department should actively attend and participate.

Communications-related training and annual workshops, such as “PIO Boot Camp,” can be held. The group would also share breaking news or major initiative information. The standing agenda for each month’s meeting would include the following:
• Major issues impacting each department
• Review “Horizon Report”
• Communications counsel on how to address departmental issues • Major actions from the City Council – past and anticipated • Community relations challenges
• Issues that cross departmental lines
Meetings can occasionally be training opportunities, such as crisis communications, key message development/delivery, media pitching, writing, presentation training, trends in new media/electronic communications, etc.

A key role for the CSG will be to serve as the emergency public information team during a major event or disaster. Therefore, periodic emergency drills or tabletop exercises would also be part of the training program. Another training element would address the tactics necessary both during an emergency and also during non-crisis periods, such as the following:
• Conducting press conferences
• Writing press releases
• Special event planning
• Social Media during a disaster
City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 36

7. Persian Community, Renters Outreach – Increase awareness about City programs and services to three key audiences that now could feel disenfranchised.

These three audiences were repeatedly identified in the research as in need of focused communications channels and outreach. Additional direct research is required to learn more about the desires/interests of these audiences and methods that each obtain their information about their city government.

Conduct focus groups or form an ad hoc committee with community leaders/representatives from each segment of the community identified. ◆ Convene both or either of these proven research tools – focus groups or ad hoc committee – with leaders and representatives from each of the communities to learn their goals/desires as well as where they obtain information now. This information would form the basis of targeted one-way and two-way information channels to be implemented by the Public Information Office as well as other City departments.

8. Emergency Public Information Plan – Ensure life- and property-saving information reaches those impacted before, during and after a natural or man-made disaster.

Promote Nixle subscribers. ◆ This tool has proven to be an exceptional method of alerting the public to a crisis or disaster. Increasing subscribers should be a high priority. This can be accomplished by adding a tag line to nearly all communications tools directing residents and business owners to subscribe and by conducting special information campaigns.

Conduct tabletop exercises for Communications Strategy Group. ◆ Annual one-day exercises should be conducted to ensure the City communications team understands how to respond and communicate during a disaster.

Annually Update Emergency Public Information Plan/Annex. ◆ The City is presently contracting for the preparation of an Emergency Public Information Plan. Annual reviews should be undertaken to ensure it remains accurate and updated.

Ensure use of 211 or 311 capability during an incident. Ensuring that 211 operators have updated incident information and publicizing 211 as a source of emergency data are important functions of the emergency public information program. This is a proven method of answering calls from the public which typically minimizes calls to 911.

Ensure Farsi-speaking residents and visitors receive emergency public information in appropriate languages. Ensure emergency public information tools reach non-English speaking residents and visitors, including those whose native tongue includes Spanish and Farsi. Materials should be translated to these languages.

City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 37 Internal Communications Strategies
The following internal communications strategies are recommended to engage and inform employees.

1. Develop a broad-based communications program – Increase awareness among employees by implementing a variety of communications vehicles which reach employees via the most convenient tools possible.

2. Create an engaging Intranet site – Embark on an internal communications and education program to convey to all City employees their importance within the organization and organizational goals/ programs through a robust Intranet.

City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 38 Figure 16 – Ventura County CEO regularly
distributes a video to all employees which
touches on organizational priorities. An
added benefit: these can be distributed via
social media and other channels to reach
non-internal audiences.

Internal Communications Tactics
◆ Indicates high priority tactic for implementation during the first year of Plan.

1. Broad-based communications program – Increase awareness of key initiatives among employees by implementing a variety of communications vehicles which reach employees via the most convenient tools possible.

Formal internal communications programs allow all City
employees to understand the goals and programs of the
organization; see their role in the overall implementation of the programs; help accomplish the goals; and articulate the successes to family, friends, neighbors and other City employees.

In effect, this allows them to serve as spokespersons for the City. The results of the employee survey showed a high level of satisfaction with the quantity, quality and sources of information currently provided to employees. The results also show the need for some additional and focused tactics.

Schedule regular visits by the City Manager to all employees. ◆ It is recommended that the City Manager conduct regular briefings in a “brown bag” setting by department or agency. In addition to organizational progress, attendees should have an opportunity to ask questions of the City Manager. A “theme of the quarter” should highlight major initiatives/projects, as well as progress made toward reaching City Council priorities for the year.

Make consistent use of video messages by the City Manager to all employees. ◆ This communications vehicle is extremely well-received by employees, and allows them to watch when convenient. Front line supervisors should ensure all field employees know how to view the video.

City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 39 Use email more regularly to communicate with all staff. ◆ The City Manager’s office has periodically used the “all personnel” feature of email to make citywide announcements; this should be continued and expanded. Employees report that they most prefer to receive emails regarding issues of importance facing the City. Email should be sent directly from the City Manager’s email address.

Distribute special bulletins regarding major initiatives. ◆ A special, new e-publication should be created just for City employees to provide breaking, urgent or significant news. The “Update” or similarly named publication should be developed to educate all employees about major projects or issues that cross departmental lines and which may generate considerable community or media interest. The approved Key Messages for each item would be shared in this channel.

Send City Council meeting summaries. ◆ As also described as an external tactic, this new document should be distributed to all employees, the media, community and opinion leaders and those who subscribe to the e-newsletter.

2. Create an engaging Intranet site – Embark on an internal communications and education program to convey to all City employees their importance within the organization and organizational goals/ programs through a robust Intranet.

Create a new “vision” for the City Intranet. ◆ The Intranet, when used properly and consistently, can be a vital internal communication link for all employees – both one-way and two-way information flow and engagement. The BEVY is now viewed as an HR tool with static content. A contemporary Intranet should be each employee’s homepage and mirror the City’s new “News Channel” once implemented. Departmental and citywide news, benefits, new employee orientation and City Council information should all be included, along with employee profiles and exciting content. A few key elements should be considered as this is accomplished:

1. Make the Intranet essential.

2. Align with the City’s goals.

3. Provide consistent, reliable and fresh content.

4. Build ownership among all departments as the Intranet is visioned and programmed.

5. “Brand” it with a new name and spread the word: it’s the only site dedicated to all City employees.

6. Incorporate the use of the Intranet in all new employee hiring.

7. Sequence the roll-out of new sections and content.

City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 40 First Year – Recommended Priority Tactics
Strategy Tactic One-Time Ongoing
External Communications

1. Strategic Counsel/
Key Messages
Conduct Key Message Development and Delivery Training  Build Key Message development into every project/issue  Ensure the Public Information Office is involved in all significant issues 
Adopt a beat structure for CMO PIO team  

2. “Personal Touch”/Opinion
Leader Communications
Programming
Engage residents at their neighborhood level through the use of in-home gatherings 
Homeowner association leadership, resident briefings,
information 
Provide content of interest to parents at local schools 

3. Media Relations Conduct a Media Fracture© 
Conduct group media briefings 
Broadly share feature story pitch results 
Prepare opinion stories 

4. Direct Communications
Channels and Electronic
Community Relations Program
Prepare summary of City Council agenda items, actions  Establish regular e-newsletter 
Use social media channel to tell people stories 
Use Facebook Live to broadcast important hearings, gatherings  Redesign the “Ask Bev” CRM Comcate Capability 

5. Visual Communications Tools Broadly use video programming to tell City stories 

6. Department Public
Information Team:

Communications Strategy
Group
Communications Strategy Group meetings, training 

7. Persian Community, SpanishSpeaking, Renters Outreach Conduct focus groups and/or ad hoc committees to research best practices to reach these audiences 

8. Emergency Public Information Promote Nixle subscribers  Conduct tabletop and drills for Communications Strategy Group 
Annually update Emergency Public Information Plan 
Internal Communications

1. Develop a Broad-Based
Communications Program Schedule regular visits by City Manager to all departments  Make consistent use of videos by City Manager to all
employees 
Use email more broadly/regularly to reach all employees  Distribute special bulletins regarding major initiatives  Send City Council meeting summaries 

2. Create an Engaging Intranet
for City Employees Create a new vision for The BEVY 
City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 41 Appendix A:

Interviewees for this Plan
Huma Ahmed, City Clerk
Lt. Elisabeth Albanese, Beverly Hills Police
Department
Sandra Aronberg, Chair, Public Works
Commission
Greg Barton, Fire Chief
Dana Beesen, Publicist, Community Services
Laura Biery, Manager, Marketing and Economic
Sustainability
Alan Block, Chair, Planning Commission
Michael Bregy, Superintendent, Beverly Hills
Unified School District
George Chavez, City Manager
Communication Strategy Group
Marc Coopwood, Assistant Chief of Police
Mark Elliot, Community Member
Shana Epstein, Director of Public Works
Howard Fisher, City Treasurer
Noelle Freeman, Marketing Chair, Next Bev
Committee
Lester Friedman, Vice Mayor
Susan Healy Keene, Director, Community
Development
Nancy Hunt-Coffey, Assistant City Manager
Garin Hussenjian, Manager, Community
Outreach
Dr. Julian Gold, Councilmember
Kathy Gohari, Rodeo Drive Committee
Jonathan Herndon, Manger, Multimedia Services
Todd Johnson, President and CEO, Beverly Hills
Chamber of Commerce
Eduardo Luna, City Auditor
Joe Matsch, Deputy Fire Chief
Pamela Mottice-Muller, Director, Emergency
Management, Resiliency & Recovery
Jeff Muir, Director of Finance
Shelley Ovrom, Human Resources Manager
Sharon Persovski, Chair, Architectural
Commission
David Perusse, Fire Battalion Chief
Joe Safier, Chair, Charitable Solicitations
Phil Savenick, Community Member
David Schirmer, Director, Information
Technology/CIO
Blair Schlecter, Vice President of Economic
Development and Government Affairs,
Beverly Hills Chamber of Commerce
Sandra Spagnoli, Chief of Police
Keith Sterling, Manager, Public Information
Robert Tanenbaum, Former Mayor
Ray Taylor, Interim Director, Community Services
Stephanie Vahn, Chair, Arts & Culture
Karen and Michael Villalpando, Owners, Beverly
Hills Press
Julie Wagner, Chief Executive Office, Beverly Hills
Conference and Visitors Bureau
Larry Wiener, City Attorney
Robert Wunderlich, Councilmember
City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 42 Appendix B:
“Budget Ambassadors”:

Example from City of Oakland
Figure 17 – Email to Oakland “Budget Ambassadors” with a project update.

City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 43 Figure 18 – Oakland “Budget Ambassadors” receive regular information from the City.

City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 44 Figure 19 – Feedback from participants helps generate positive feelings about the program.

City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 45 Figure 20 – Background regarding Oakland “Budget Ambassadors” program.

City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 46 Figure 21 – Oakland “Budget Ambassadors” have access to an electronic toolkit with all materials needed to host events and explain the City’s budget process.

City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 47 Appendix C:
e-Notify List of Topics:

Example from the City of Santa Clarita
News and Information
Building & Safety Information
City Briefs Weekly Updates
Economic Development / Enterprise Zone
Information
Film Office Updates
General Updates
Manufactured Home Park Information
Message from the City Manager
Message from the Mayor
Press Release Summary (Weekly)
Recreation Newsletter
SCVTV Morning Digest
(clicking link will take you to SCVTV.com)
Tourism Updates
Transit Updates
Website Updates
Public Meeting Notices
Council Agendas
All Public Meetings (Including
Subcommittees and Other Meetings)
Arts Commission
Parks, Recreation & Community
Services Commission
Planning Commission
Programs and Projects
Camp Clarita
Drug Free Youth In Town (DFYIT)
Emergency Preparedness
Family Education
Green Santa Clarita
(Environmental Services)
Healthy Santa Clarita
Hike Santa Clarita
Human Services
New Bid Opportunities
Santa Clarita 2020
(Major City Project Updates)
Santa Clarita Public Library
Seasons Brochure/Recreation Registration
State of the City Invitation
Teen Programs
Volunteer Opportunities
WorkSource Center
West Creek/Tesoro Annexation
Whittaker-Bermite Property Updates
Email Format
html
text
City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 48 Appendix D:

City Council Meeting Summary:

Example from the City of Santa Cruz
In other news from Santa Cruz City Council
• The city council unanimously approved a full renovation of the Branciforte and Garfield Park libraries. These renovations together are $2 million over budget. The city council approved a plan to allocate an additional $1.5 million of Measure S library bond funds to the projects. Friends of the Santa Cruz Public Libraries, a fundraising nonprofit supporting the library system, has agreed to raise an additional $500,000 for these projects in 2020.
• Renovations for the Branciforte Library include a new community meeting room with wood paneling throughout. The room is designed with its own entries for after-hours functions. The design also includes a new children’s area next to an outdoor patio, a larger teen space and a new reading lounge. The library would remain on the same footprint. Its completion is expected in early 2022.
• Garfield Park Library’s renovations also would maintain the same footprint. That design includes a smaller circulation desk to allow for a larger meeting room. The adult reading room would be refurbished with wood shelving, new furniture and a stone fireplace. Shelving would be moved away from the windows to allow more daylight. The children’s area would include computers, a homework zone, and reading benches in the window boxes. A concrete ramp for wheelchairs at the back of the library would have to be updated to meet code, a large portion of the project’s cost.

Completion is expected in mid-2021.
• Councilmembers Chris Krohn, Drew Glover and Mayor Jusin Cummings expressed concern about a gate in the Branciforte Library design that would prevent homeless people from camping next to the entry, and called for flexibility in how the gate is designed and built. • The city council unanimously advanced a new proposed law that would create a minimum $50 fine for landlords who prevent tenants from posting political signs. Tenants’ free speech rights to post political signs are protected by state law. The new local law would create a penalty. • The city council unanimously advanced a $15,000 grant for the local emergency homeless shelter nonprofit Warming Center Program. The nonprofit shelters as many as 90 homeless people when the temperature falls below 38 degrees. The nonprofit recently added a shower and laundry program. The city council will make a final decision on the grant at an upcoming meeting, pending a formal proposal from the nonprofit.

City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 49 • City Manager Martin Bernal announced Tuesday that the 1220 River Street Camp will close Wednesday and will relocate to the National Guard Armory in DelaVeaga Park. The fire marshall will determine the capacity Wednesday, but Bernal hopes it will be at least 80 people, he said. The site will be managed by the Salvation Army.

City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 50 Appendix E:

News Channel: Example from Ventura County
The primary goal of the Ventura County News Channel (VCNC) is to create a place where the public (and the media) can get County news.

Ventura County shares the greater Los Angeles-area media market with the counties of Santa Barbara, Los Angeles, Orange, San Bernardino and Riverside. A geographic area of that size spreads media resources thin, forces them to concentrate on breaking news and increases the difficulty of attracting media coverage for “good” news and feature stories.

As a result, it follows that adequate media coverage in Ventura County during a widespread disaster – a major earthquake, for example – is highly unlikely. That is the purpose behind establishing the VCNC; it would allow County agencies to tell their stories without having to rely on mainstream media while providing a platform for emergency information during a disaster. The VCNC would also allow the County to post local breaking news that might not warrant coverage from regional, state or national media such as election results, major road closures or significant emergency incidents.

Ventura County News Channel would:
• Tell who we are
• Tell what we do
• Tell what we have accomplished
• Show where to find information
Multi-faceted approach:
• Current Website
• Social Media
• Videos
• Photography
• Feature Stories
• Webcasts
• Local Access TV Programming
Video
Create a dedicated video production team.
• The team would produce videos for VCNC. It could also produce programming for local access TV channels and videos for other agencies/departments for training purposes, events or use on social media. Costs could be billed back to departments if necessary.

City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 51 • The team would have studio and remote capabilities and include pre-production work, filming, postproduction, editing and distribution. • “Featuring Ventura County” – a regular series of videos designed to spotlight County agencies and departments. Filmed on location, 3-5 minutes in length. • The site would link to streaming meetings (e.g. Board of Supervisors) and archived videos.

Photography
• Use photographs to highlight “news briefs.” These would include awards, new equipment, ribbon cuttings, etc.
• Slide show – “Around the County” – illustrating the great diversity of landscapes, activities and resources in the County.
• An area could also be provided for user-generated photos that illustrate life in Ventura County.

Social Media
• Use appropriate social media platforms to inform and tell the County story. Could include a Facebook page and Instagram site for uploading photos and information. • A Facebook page would be countywide and not intended to replace successful pages being used by other County departments. It could, however, share information from these pages while giving smaller agencies and departments an outlet for news and information.

Emergencies and Disasters
• In the case of a major disaster, local and/or Los Angeles media may be unable to disseminate timely, accurate local information. VCNC could be used as a central, trusted hub for local information.

Depending on the type and scope of the emergency, information could be placed directly on VCNC, or the site could be used to direct residents to the appropriate source(s) for information.

Other
• Important links (cities, chambers of commerce, visitor and convention bureaus, etc.) • Shared feeds (traffic, weather, etc.)
• County information (history, FAQs, statistics, historical landmarks, etc.) For a similar program, visit the San Diego County News Center:
http://www.countynewscenter.com/.

City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 52 Appendix F:

Communications Plan/Approach:

Example from Santa Barbara County
PROJECT NAME: Goleta Beach Communications Plan – DRAFT
February 17, 2015
Project Lead: Renee Bahl
Plan author: Sheri Benninghoven Phone: 805-965-7024
Department: CEO/Communications Email: [email protected]
Situation:

Summarize the reason for the communications plan:

The County has submitted a completed application to the California Coastal Commission (CCC) to seek a Coastal Development permit (CDP) to retain the rock structure at Goleta Beach County Park which was installed under a temporary emergency permit in 2004. The CCC is expected to conduct a hearing regarding the County’s application at their May 13-15, 2015 in Santa Barbara.

Communication Goal:
• Educate the general public regarding the County’s desire to protect Goleta Beach and the developed park area by allowing the rock structure installed in 2004 to remain • Inform the users of Goleta Beach and other stakeholders about the County’s decision-making process and opportunities for public input
• Generate confidence in the County’s diligence to make the best decision possible for the beach • Convey that the County’s request of the CCC to allow the rock structure to remain is based on the best engineering, environmental and scientific studies
• Communicate the importance of the project and the award-winning EIR with the Coastal Commission Executive Director and certain Coastal Commissioners.

Issue(s)/Major Challenge(s):
• The CCC and the Coastal Act has historically raised concerns about and discouraged the use of “hard” or rock protection structures, and in the case of Goleta Beach has specifically directed the County to “study” the feasibility of “managed retreat” including the removal of the unpermitted revetments. • The CCC staff will make a recommendation to the CCC regarding the County’s permit application City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 53 • CCC will either approve or deny the permit application; in either scenario the project will return to the Board of Supervisors for certification of the EIR and other actions resulting from whatever decision the CCC renders; • Despite the County’s diligent efforts to promote public access and common sense approach to protect the park, there are some in the region who disagree
Target Audience(s):

Bulleted list of audiences to be targeted.
• Goleta Beach users
• General public
• Coastal Commission and staff
• Environmental community (EDC)
• County staff
• Friends of Goleta Beach
• Residents of unincorporated area of Santa Barbara County adjacent to the City of Goleta • City of Goleta officials and Goleta residents
• Park Concessionaires (restaurant and non-motorized boat rental) Strategies:
• Keep the media informed about the application/CCC process via media releases, calls, background briefings, etc.
• Ensure Goleta Beach users are aware of the importance of keeping the rock structures • Partner with the City of Goleta to reach their and nearby residents • Offer meetings and site visit to Coastal Commissioners and Coastal Commission staff.

Key Messages:

Three to four simple, bulleted messages that the County wants everyone to know about the project. • Santa Barbara County has been diligent in looking for ways to protect Goleta Beach County Park supported by stringent environmental research.
• The rock structure, which is buried by sand and not visible, has done a superior job of protecting the beach and various public facilities, including rest rooms, parking lot, walkways, bike path and utility lines. • The County looks forward to working with the Coastal Commission to have the permit approved and continue to enhance public access to this free park.
• Goleta Beach County Park provides coastal access and no-cost recreation opportunities for over 1.5 million visitors annually.

City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 54 Tactics Checklist
Fill in as much information as possible for each task, delete tasks that will not be utilized.

Collateral Materials
Done Task Due Date Responsibility
 Key Message Platform
Attached 2/8/15 SB
 Fact Sheet 2/10/15 SB

News Release(s)
PR1 Topic: County submits application to CCC to allow rock structure to remain
PR2 Topic: CCC to meet in SB; will review Goleta Beach permit PR3 Topic: TBD if needed
2/8/15
TBD
TBD
SB/LW
SB/LW
TBD
 Question and Answer document (internal and external) 2/11/15 SB/LW 
Website pages specifically dedicated to the project
Edit page for navigation and visual appeal; link to County home page
Location: www.countyofsb.org/goletabeachproject.sbc
2/11/15 LW?
 Poster or Flyer?
Desired locations: Display at Goleta Beach, at Pier and/or entrance?
 Display Ads
TBD
 High quality fact sheet for Coastal Commission and other decision makers.
 Other
TBD
Media Relations:

Done Task Due Date Responsibility
 Media Advisory
TBD
 Consider background briefings for reporters
Date TBD
LW
City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 55 Done Task Due Date Responsibility
 Issue regular updates to media
Frequency: TBD
 Consider joint press conference w/City of Goleta (+-2 weeks advance of CCC meeting) 4/27/15 All
 Other 2/8/15 SB
Special Events/Announcement:

Done Task Due Date Responsibility
 Public Meeting(s)? Inform beach users of issue

Event timeline
: am/pm
: am/pm
: am/pm
 Formal Presentations
 PowerPoint
 Talking Points
 Other
Public Agency/Elected Officials:

Done Task Due Date Responsibility
 Board of Supervisors/Staff Briefings
 Provide Fact Sheet (leave behind)
TBD – YES
 CCC Staff, including Executive Director
City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 56  EDC?
 Coastal Commissioners
 City of Goleta elected and appointed officials
Community/HOA/Neighborhood Groups:

Done Task Due Date Responsibility
 Conduct in-person briefings and video screening with key neighborhood groups?
 Issue regular e-mail updates to neighborhood groups
 Place articles in neighborhood newsletters?
 Other
Goleta Beach Users/Unincorporated Goleta Area:

Done Task Due Date Responsibility
 Conduct in-person briefings with community groups/leaders?  Conduct in-person briefings with businesses?
 Open house/informational event/party at Beach?
 EDC?
Multimedia:

Done Task Due Date Responsibility
 Informational video segment 15sec/30sec/60sec/3min
 Post informational video on web site
 Photography
 Other
City of Beverly Hills Strategic Communications Plan 2020 SAE Communications | 57 Internal Communications:

Done Task Due Date Responsibility
 All employee email/copy of press release
 Other
Social Media:

Done Task Due Date Responsibility
 Facebook Post
 Twitter Post
 Instagram Post
 YouTube Post
 SCBTV?
 Other
Sheri Benninghoven, APR
Principal
1737 Paterna Road
Santa Barbara, CA 93103
(805) 450-4886
[email protected]
Scott Summerfield
Principal
2934 Victoria Meadow Court
Pleasanton, CA 94566
(510) 714-4470
[email protected]
Prepared By
www.saecommunications.com
Gartner, Inc. | G00746713 Page 1 of 7
Effective Communications: How to Develop a
Communications Plan
Refreshed 14 December 2022, Published 11 June 2021 - ID G00746713 - 6 min read FOUNDATIONAL This research is reviewed periodically for accuracy.

By Analyst(s): Abhishek Banerjee, Irving Tyler
Initiatives: CIO Executive Leadership Development; Executive Leadership: Executive Communications
Great communication inspires action and commitment and leads to better business outcomes. To deliver great IT communications, CIOs must build a strong communications core, one that
incorporates a communications plan.

Overview
Key Findings
Recommendations
CIOs seeking to improve the effectiveness of IT’s communications:

Introduction
This research is part of a series on effective communications for the CIO and IT organization. As a study shows, it pays to invest in effective communications. 1Other
research in this series includes:

Communication is essential to leadership effectiveness. Yet rarely are the tools that make up this leadership skill formalized, because communicating is considered commonplace and, therefore, not in need of explicit definition and documentation. ■
Planning increases the likelihood of success. Apply the components of a communications plan to create a firm planning foundation. ■
To improve the quality of communications over time, formalize a communications plan, and adopt a disciplined approach to using it.
■
Gartner, Inc. | G00746713 Page 2 of 7
This installment in the series presents the format for a communications plan. A communications plan brings the strategy to life by providing a tool for ongoing improvement.

Analysis
Apply the Components of a Communications Plan to Create a Firm Planning Foundation
A communications plan consists of seven essential components. See Table 1 for a template.

Table 1: Components of a Communications Plan
Source: Gartner
Purpose
Effective Communications: How to Develop a Communications Strategy — A communications strategy provides the overall framework for communication. ■
Effective Communications: How to Perform a Stakeholder Analysis — A meaningful understanding of the stakeholders in the communication process provides a foundation for meaningful interaction.
■
Purpose Stakeholders Message CommunicatorChannel Frequency Measures of
Success
Gartner, Inc. | G00746713 Page 3 of 7
What do you want to accomplish? Each communication must have a clear purpose. The role of the CIO changes, based on that purpose and the intent of the message (see Table 2). For example, if the purpose of a communication is to simply inform somebody about an activity, then the intent of the message is to create awareness or to onboard the person to the activity. In this case, the role of the CIO is to act as a historian for people who are new to the organization or to act as an active steward to start the process of bringing stakeholders onboard to the activity.

Table 2: Role of the CIO in Communications Follows Communication Purpose and Intent Source: Gartner
Stakeholders
Who is impacted by this message? Once the purpose of the communication is clear, the second category to explore is who the stakeholders in the communication are. Identify all relevant stakeholders who have a vested interest in the CIO’s message. Typical CIO stakeholders include the board of directors, the CEO, the executive team, business unit leaders, end users, strategic vendors, ecosystem partners, IT leaders and staff, and customers. (See Effective Communications: How to Perform a Stakeholder Analysis for details on how to identify a stakeholder in communications.) Message
Purpose of Communication Message Intent Role of CIO
Inform Create awareness or
onboard
Historian or steward of
topic
Request Create action Motivator
Position Prepare for change Change agent
Consult Uncover additional
information
Leader who engages others
Champion Create advocates Leader who inspires others
Gartner, Inc. | G00746713 Page 4 of 7
What do you want to say? Given the purpose for each communication, it becomes time to shape the message. Consider the intent of the message and the individual needs of each stakeholder by answering the following questions:

Craft a message that helps achieve the purpose of the communication (see the section on purpose above), while meeting the needs of the stakeholder.

Communicator
Who should deliver the message to each stakeholder? Identify who should communicate the message to each stakeholder group by determining where organizational relationships exist. Maximize message impact by leveraging those relationships. Pair individuals with those individuals and groups who have the greatest impact and influence. Relationships are built at all levels across the organization, and IT employees should be given the opportunity to build this critical leadership skill.

Channel
Which communication channels should be used? A communication channel is the medium used to communicate a message. Examples include phone, email, video and social media. The deeper that you need stakeholders to internalize a message, the more channel variety you will use. For example, a liaison between business and IT needs to become the first point of contact for business questions. Then to perform that role effectively, the liaison needs a combination of interactions, from email updates to learning sessions and cross-functional exchanges. Refine these channels over time to match the culture of the organization, the needs of individual stakeholders and the purpose of the communication.

Frequency
■ Why do these stakeholders need to hear the message?
■ What does it mean to them on a personal or organizational level? ■ What do they need to do to be successful?
Gartner, Inc. | G00746713 Page 5 of 7
How often should the message be delivered? Vary the frequency of communication, based on the desired purpose of the communication, the specific needs of the stakeholders and the type of message content. Understanding how particular stakeholders internalize information will help determine how often and when to communicate and which channel to use. The more important it is for a stakeholder to internalize the information and take action on the communication, the more frequently these communications should be delivered.

Measures of Success
How will you know when the communication has been successful? Reconsider the purpose of the communication, and then review the results of the communication. Did people do what you wanted? Do they have the level of understanding that you intended? Are they positioned for success when it comes to this topic? For example, if the goal of communicating an IT strategy was for business executives to understand how their organization is impacted by the strategy, can this executive effectively articulate the business change? If not, then refine the elements of your plan as needed to achieve the intended outcome.

Use all learnings to refine your plan, using the feedback received and to move closer toward achieving the desired results. Use formal and informal measures of success for more common, regular communications, and informal measures for special, out-of-theordinary communications.

Gartner, Inc. | G00746713 Page 6 of 7
Hone the Communications Plan With These Tips
After completing the communications plan, develop a timeline to achieve what you intended to accomplish. The iterative nature of communication planning is what ensures ongoing success.

Evidence
1 Towers Watson Research Study on Effective Communication and ROI, Bizcommunity.com
Recommended by the Authors
Some documents may not be available as part of your current Gartner subscription.

How to Create a Persuasive Pitch That Attracts Interest and Investment How Executive Leaders Can Optimize Communications Channels to Support Employees Tool: Message Design Checklist for Department Memos and Presentations Effective Communications: How to Develop a Communications Strategy Effective Communications: How to Perform a Stakeholder Analysis Communicate on a regular basis about core IT activities via governance meetings and IT or project updates. Consistent delivery of these communications will create a predictable rhythm within the IT organization about operational performance and contribute to a steady level of IT credibility.
■
In emergency situations, engage quickly and communicate frequently throughout the crisis period. After each communication, announce when people can expect to hear the next update.
■
Communication involves soliciting the ideas and opinions of others and then using that feedback to refine your message, identify additional stakeholders, improve your timing and measure your success. Work the process to achieve maximum results. ■
Identify each type of communication you need to deliver in order to be effective within the enterprise. Examples include the IT strategy, performance scorecards, project updates or results of employee opinion surveys. ■
Great is when a plan is continually revisited and refined after every communication, as more becomes known about situations, stakeholders and their current stances on a topic.
■
Gartner, Inc. | G00746713 Page 7 of 7
© 2023 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates. This publication may not be reproduced or distributed in any form without Gartner's prior written permission. It consists of the opinions of Gartner's research organization, which should not be construed as statements of fact. While the information contained in this publication has been obtained from sources believed to be reliable, Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information. Although Gartner research may address legal and financial issues, Gartner does not provide legal or investment advice and its research should not be construed or used as such. Your access and use of this publication are governed by Gartner's Usage Policy. Gartner prides itself on its reputation for independence and objectivity. Its research is produced independently by its research organization without input or influence from any third party. For further information, see "Guiding Principles on Independence and Objectivity." Gartner research may not be used as input into or for the training or development of generative artificial intelligence, machine learning, algorithms, software, or related technologies.

Gartner, Inc. | G00746713 Page 1A of 1A
Table 1: Components of a Communications Plan
Source: Gartner
Table 2: Role of the CIO in Communications Follows Communication Purpose and Intent Source: Gartner
Purpose Stakeholders Message Communicator Channel Frequency Measures of Success
Purpose of Communication Message Intent Role of CIO
Inform Create awareness or onboard Historian or steward of topic Request Create action Motivator
Position Prepare for change Change agent
Consult Uncover additional information Leader who engages others Champion Create advocates Leader who inspires others
Gartner, Inc. | G00746709 Page 1 of 7
Effective Communications: How to Develop a
Communications Strategy
Refreshed 14 December 2022, Published 9 June 2021 - ID G00746709 - 6 min read FOUNDATIONAL This research is reviewed periodically for accuracy.

By Analyst(s): Abhishek Banerjee, Irving Tyler
Initiatives: CIO Executive Leadership Development; Executive Leadership: Executive Communications
Great communication inspires action and commitment and leads to better business outcomes. To deliver great IT communications, CIOs must build a strong communications core, starting with a strategy for effective communications.

Overview
Key Findings
Recommendations
CIOs seeking to improve the effectiveness of IT’s communications:

Measurable business value is associated with effective communications. Yet effective communications is often undervalued as a tool, because it is a skill used daily, often without forethought and understanding of its power. ■
CIOs and IT leaders do not have a reputation as great communicators, because more often than not, their roles evolved from an engineering base, where technical speak was valued more than business speak.
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Communication is essential to leadership effectiveness. Yet this discrete skill set is rarely formalized, because communicating is considered commonplace and, therefore, not in need of explicit definition and documentation. ■
Create a sense of urgency for improving internal communications. Educate others on the correlation between communications effectiveness, organizational turnover and financial performance.
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Introduction
This research is part of a series on effective communications for the CIO and IT organization. This series presents the strategy benefits of, and strategy for, ongoing communications:

It pays to invest in effective communications. A Willis Towers Watson ROI study on effective communications
1 found a correlation between communications effectiveness, organizational turnover and financial performance:

IT must be in constant interaction with multiple teams across the enterprise to define needs and solve problems collaboratively. If CIOs and IT leaders can intentionally improve communications, they can produce better results and accelerate time to value.

Adopt a strategy for effective communications, and consistently apply the strategy before, during and after each interaction. As a first step, determine what you want to accomplish and with whom.
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Hone communication skills for clarity and understanding by refining a series of tips into daily habits. Effective communications is a core leadership competency, and some level of proficiency should be required at all levels of management. ■
■ Effective Communications: How to Perform a Stakeholder Analysis ■ Effective Communications: How to Develop a Communications Plan “Companies with highly effective internal communication strategies are 3.5 times more likely to outperform their industry peers than organisations that do not effectively communicate internally.”
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“98% of highly successful organisations state they understand what key messages resonate with their top-performing employees. Only 42% of less successful organisations could claim the same.”
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“93% of highly effective and successful organisations state that they have a clear understanding of what messages resonate with new employees, whereas only 48% of less effective organisations could say the same.”
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Analysis
Apply the Components of an Effective Communications Strategy to Improve Business Outcomes
An effective communications strategy is an ongoing process that requires consistent practice and discipline.

Start with the end in mind, using the Know, Feel, Do structure to guide you:

As an example, for many CIOs, the “end in mind” is to have IT viewed as a source of value and business capability.

The ongoing process for an effective communications strategy is shown in Figure 1.

Know: What is the one thing that you want people to know, think, believe or understand?
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■ Feel: How do you want people to feel because of your communication? Do: What do you want people to do as a direct result of your communication? Think in terms of success for the IT organization.
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Figure 1. Ongoing Process to Develop an Effective Communications Strategy A communications strategy is an ongoing process composed of the following steps.

1. Define success. Start with the end in mind. Ask, “What does IT need to accomplish?” Or to help focus the answer, ask, “In one year’s time, when we look back, what will IT have accomplished, and how will we be perceived by our stakeholder audience?”

2. Identify stakeholders. After identifying what needs to be accomplished, ask, “With whom?” Use the Know, Feel, Do structure as you consider your audience. See Effective Communications: How to Perform a Stakeholder Analysis to perform an in-depth stakeholder analysis. Keep in mind that, at the executive level, a more strategic message resonates more. And at operational levels, more tactical and concrete messages will achieve better results, particularly when they answer the question, “What is in it for me?” Avoid using technical jargon, and instead, speak the language that business stakeholders will understand.

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3. Craft and deliver messages. A great vision uses storytelling to provide context for delivering every communication. A great story links business capabilities to business outcomes and reinforces how stakeholder engagement directly contributes to those results. Supplement the adage, “A picture is worth 1,000 words,” with the idea that, “A metaphor is worth 1,000 pictures.” See The Art of Creating a One-Page Strategy to develop your story. A great communicator matches the depth and details of the message to specific stakeholders to facilitate learning in a way that is best-suited to them. Adopt a fact-based approach to message construction. A message based on facts helps defuse emotion and encourages objectivity.

4. Measure success. Measure the effectiveness of your communications strategy by engaging your leadership team in a frank conversation. Explore the following questions:

To achieve effective communications, apply a combination of formal and informal methods to help ensure that the message has been effectively received and desired results achieved.

5. Adjust as required. Use what is learned to inform how the process will be optimized.

The iterative nature of a communications strategy is what creates the foundation for excellence, and maximizes impact and where excellence is achieved. Adopt what works, and abandon what does not.

Hone Your Communication Skills With These Tips
Communication is a core leadership competency that balances speaking, listening and facilitating. In great leaders, these skills come together as they engage their organizations in a journey toward ongoing success. Those sensitive to their audiences use what they learn to refine their vision and message and approach.

What examples do we have of successful communications? How do we know that they were successful?
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What are examples of unsuccessful communications? What did not work? How do we know?
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Who are the top stakeholders with whom we need to improve communications? Where should we focus our efforts? Why?
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Speakers who are most impactful are recognized for their exceptional delivery skills. One speaker may not have the best delivery and still be a great communicator, because the message is so compelling. Or another speaker can have a less-than-compelling message and be great at delivery and still win approval. Take advantage of every opportunity to hone the message and approach to become great over time. Increase your communication effectiveness by applying these top practices:

Effective communications has the ability to deliver concrete business results. Those results start by adopting a strategy for effective communications that considers the outcome desired and the stakeholders impacted.

Evidence
1 Towers Watson Research Study on Effective Communication and ROI, Bizcommunity.com
Document Revision History
Effective Communications: A Strategy - 17 August 2009
Establish solid relationships within the enterprise as an ongoing effort. Do not wait for a crisis to begin communicating, because there will be more questions about who you are and what you represent, than about the content of the message you are trying to communicate.
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Adjust your communication style to the vantage point of the executive and the culture of the organization. Does the CEO support the CIO in a leadership role? Do the lines of business support the CIO in a business role? Understanding where the organization is today will help you chart the path to communication effectiveness. ■
Develop your communication style. To develop your skills, take speaking classes, consult a communications coach and participate in formal and informal programs.

Look for opportunities to practice, and refine your skills by presenting at every opportunity.
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Make it personal. Weave in personal stories and experiences to demonstrate important points, while making the message more engaging and memorable.

Communicating in a way that people can relate to will help gain their buy-in for the message.
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Invest time prior to each interaction to ensure greater success — and practice, practice, practice!
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Recommended by the Authors
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Effective Communications: How to Perform a Stakeholder Analysis Effective Communications: How to Develop a Communications Plan © 2023 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates. This publication may not be reproduced or distributed in any form without Gartner's prior written permission. It consists of the opinions of Gartner's research organization, which should not be construed as statements of fact. While the information contained in this publication has been obtained from sources believed to be reliable, Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information. Although Gartner research may address legal and financial issues, Gartner does not provide legal or investment advice and its research should not be construed or used as such. Your access and use of this publication are governed by Gartner's Usage Policy. Gartner prides itself on its reputation for independence and objectivity. Its research is produced independently by its research organization without input or influence from any third party. For further information, see "Guiding Principles on Independence and Objectivity." Gartner research may not be used as input into or for the training or development of generative artificial intelligence, machine learning, algorithms, software, or related technologies.