2017-2021+ - civicweb · the district of sparwood corporate communication and public engagement...

DISTRICT OF SPARWOOD CORPORATE COMMUNICATION AND CONSULTATION PLAN

| 2017-2021+

The District of Sparwood

The District of Sparwood’s Corporate Communication and Public Engagement Plan outlines goals, objectives and specific

actions that Council and staff will introduce to assist the organization in connecting with Sparwood citizens. Care has been

taken to recognize the growing demand for open and two-way communication, particularly as it pertains to listening to

citizens, gathering feedback and the expanding influence of technology in accessing information. The Plan will be reviewed

and updated as needed as part of the District’s commitment to continuously improving service.

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Adopted by Council at the regular meeting on August 21, 2017

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DISTRICT OF SPARWOOD CORPORATE COMMUNICATION AND PUBLIC ENGAGEMENT PLAN

Introduction ..................................................................................................................................................................... 2

Vision .............................................................................................................................................................................. 3

Mission ............................................................................................................................................................................ 3

Guiding Principles ........................................................................................................................................................... 3

Public Participation Spectrum ........................................................................................................................................... 4

Inform .......................................................................................................................................................................... 5

Consult ........................................................................................................................................................................ 5

Involve ......................................................................................................................................................................... 5

Collaborate .................................................................................................................................................................. 6

Empower ...................................................................................................................................................................... 6

Elements of Meaningful Public Engagement ...................................................................................................................... 7

Planning and Implementation .......................................................................................................................................... 9

Action Plan .................................................................................................................................................................... 10

Goal ONE – Internal Communications ........................................................................................................................ 10

Goal TWO – Issues Management ................................................................................................................................ 11

Goal THREE – Public Engagement ............................................................................................................................... 12

Goal FOUR – Stakeholder Relationships ...................................................................................................................... 13

Evaluation ..................................................................................................................................................................... 15

Summary ....................................................................................................................................................................... 16

Appendices.................................................................................................................................................................... 17

Appendix 1 - Communications Planning in SIX Simple Steps ........................................................................................ 18

Appendix 2 - Communication Needs Checklist ............................................................................................................ 20

Appendix 3 - Communication Decision Tree ................................................................................................................ 21

Appendix 4 – Project Communication Action Plan Template ......................................................................................... 23

Appendix 5 – Annual Communication Plan Template ................................................................................................... 24

Appendix 6 – Communication Tactics Table ................................................................................................................ 25


The District of Sparwood Corporate Communication and Public Engagement Plan (the “Plan”) is the culmination of

community consultation during the development and adoption of the District of Sparwood Communications Strategy (the

"Strategy") and Official Community Plan (OCP), 2015 and 2017 Citizen Satisfaction Survey results, citizen feedback

provided during the Town Hall meetings held in 2015, and best practices.

While the Strategy was the foundation for developing communications tactics to support the range of information sharing

activities in Sparwood, the Plan is the framework for implementing those tactics. Pulled together, these Strategy

recommendations, OCP policies, community conversations, and survey results provide the groundwork for the Plan; a plan

that speaks not only to what our citizens, Council and District staff have told us they wish to hear, but a plan that also

facilitates the creation of an organizational culture that values open and two-way communication in how it listens to citizens,

plans projects and undertakes tasks.

The Plan serves as a shared framework which provides overall guidance for how the District of Sparwood communicates

with residents, employees and other stakeholders, and further enhances the services the District delivers by working

collectively across departmental lines. While Corporate Services staff have specific responsibilities for communications, it is

every employee’s responsibility to engage in communications to inform and engage the public on municipal regulations

and project management.

https://sparwood.civicweb.net/filepro/document/45394/Communications%20Strategy.pdf


https://sparwood.civicweb.net/filepro/document/52967/Official%20Community%20Plan%20Bylaw%201165,%202015.pdf

https://sparwood.civicweb.net/filepro/document/53838/2015%20Citizen%20Satisfaction%20Survey%20Results.pdf

https://sparwood.civicweb.net/filepro/document/68550/2017%20Citizen%20Satisfaction%20Survey%20Results.pdf





An aware and involved community and engaged and responsive employees, capable of listening, sharing ideas openly and

working collaboratively to shape Sparwood’s future.

To provide a framework to enhance the District of Sparwood’s two-way communications capacity, improve stakeholder

relationships, and deliver effective communications programs that help achieve organizational goals.

The following principles, as identified within the Communications Strategy adopted by Council on October 7, 2013, are the

foundation for all communication initiatives and processes.

Authentic intent. Purpose is to generate public views and ideas to help shape the District’s action or policy, rather than persuade residents to accept a decision that has already been made.

Consider all audiences. Review who will be affected by the work underway, including residents, businesses, interest groups and why work is being done, as well as how it supports progress towards goals and vision for community.

Timely. Information is provided to residents early in process as well as at regular intervals.

Responsive. Requests for information, presentations or other communications are responded to quickly and with relevant stakeholders such as local and regional organizations and use tactics that best meet their needs.

Open and honest. Adhere to transparency in decision making and a commitment to sharing information, data and other materials to assist with establishing trust and credibility.

Factual, relevant and accurate. Information is presented clearly, outlining the need and benefits of the project or process, as well as the considerations being reviewed, such as potential challenges, the implications for various decisions and the costs involved.

Linked to strategy. Messages include linkages to the Corporate Strategic Plan and/or OCP to demonstrate purpose and provide context information to answer questions or address concerns.

Proactive. Information sharing is triggered by the opportunity to inform the community early and in advance of requests for information – including more proactive communication on completed projects, success stories and achievements that benefit residents as well as consistent messaging related to the District’s role, services and Corporate Strategic Plan.


https://sparwood.civicweb.net/filepro/document/47997/2015-2018%20Corporate%20Strategic%20Plan.pdf


https://sparwood.civicweb.net/filepro/document/47997/2015-2018%20Corporate%20Strategic%20Plan.pdf


The Public Participation Spectrum table below demonstrates the possible types of engagement with stakeholders and

citizens. The spectrum also shows the increasing level of public impact as you progress from ‘inform’ through to ‘empower’.

Inform Consult Involve Partnership (or Collaborate)

Empower (or Control)

Public participation objective (the “goal”)

To provide the public with balanced and objective information to assist them in understanding the problems, alternatives, opportunities and/or solutions.

To obtain public feedback on analysis, alternatives and/or decisions.

To work directly with the public throughout the process to ensure that public concerns and aspirations are consistently understood and considered.

To partner with the public in each aspect of the decision including the development of alternatives and the identification of the preferred solution.

To place final decision-making in the hands of the public. (i.e. referendum)

Obligations to the public (the “promise”)

To keep the public informed.

To keep the public informed, listen to and acknowledge concerns and provide feedback on how public input influenced the decision.

To ensure concerns and aspirations of the public are directly reflected in the alternatives developed and provide feedback on how public input influenced the decision.

To look to the public for direct advice and innovation in the formulating of solutions and their advice and recommendations into the options.

To implement what the public decides.

As you move through the spectrum from the left to right – inform through to empower - there is a corresponding increase in

expectation for public participation and impact. In simply ‘informing’ stakeholders there is no expectation of receiving

feedback, and consequently there is a low level of public impact. At the other end of the spectrum, ‘empowering’

stakeholders to make decisions implies an increase in expectations and therefore an increased level of public impact.


Inform

The Inform level of public participation does not actually provide the opportunity for public participation, but rather provides

the public with the information they need to understand the District’s decision-making process. This level is on the spectrum

to remind citizens and stakeholders that sometimes simply informing them is the appropriate activity. When you conduct the

“inform” level of public participation, it is important to recognize that the District is not trying to persuade or manipulate the

public in any way. As such, the inform level is not the same as a public relations campaign. Rather, the inform level of

public participation requires the District to serve as an honest broker of information, giving the public what they need to fully

understand the project, initiative and/or decision.

Both the public participation goal and promise at the inform level is to keep the public informed.

Consult

The Consult level of public participation is the opportunity for public input to a decision. Consult simply means to ask. The

District merely asks the public for their opinions and considers the input it receives as it makes the decision. At consult, the

District generally ask for input at set points in the process.

The public participation goal at the consult level is to obtain and consider public input.

The promise at the consult level is to consider the public input received in decision making.

Involve

The Involve level of public participation is more than a consultation. To involve means to include. At the involve level, the

public is invited into the process, usually from the beginning, and is provided multiple if not ongoing opportunities for input

as decision-making progresses. However, Council is still the final decision-maker.

The public participation goal at the involve level is to work directly with the public and consider their input throughout the

decision-making process.

The promise at the involve level is that the public will have access to the decision process and decision makers and will be

provided the opportunity to give input throughout the process.


Collaborate

The Collaborate level of public participation includes all the elements of involve. To collaborate means to work together. At

the collaborate level, the public is directly engaged in decision-making. Collaborate often includes the explicit attempt to

find consensus solutions. However, as at involve, Council is still the ultimate decision-maker. The degree to which consensus

will be sought and how a final decision is arrived at must be made explicit. In the end, Council will take all of the input

received and make the decision. Conducting a collaboration level program is time-consuming and resource intensive and

should not be entered into lightly.

The public participation goal at the collaborate level is to design a process that allows for effective partnering with the public

on all aspects of the decision.

The promise at the collaborate level is that the public will be engaged in all key activities and decisions, and their input will

be considered to the extent possible. Consensus is not always sought at the collaborate level; the degree to which consensus

will be sought should be an explicit part of the promise.

Empower

At the Empower level, Council provides the public with the opportunity to make decisions for themselves. The most common

activities at this level are elector assent voting (referendum). A referendum is a vote on a matter of public interest or

concern, such as fluoridation. Referendums can be very expensive, consume considerable staff resources, and are rarely

used as choices offered to citizens are few and are fixed beforehand. A referendum should never substitute the powers

given to Councils through the Community Charter and Local Government Act.

The public participation goal at the empower level is to create a program that allows the public to make an informed

decision.

The promise at the empower level is that the District will implement what the public decides.


For public engagement to be meaningful, the District will endeavour to undertake the following consultation process:

1. Provide ample information, early in the process. Provide stakeholders1 with a solid knowledge base prior to

engagement event:

Publicize engagement activities;

Provide as much detail as possible, as early as possible;

Make the information accessible and easy to access on the District’s website by keeping information together in one

place rather than having to search for it;

Include detailed staff presentations; and

Use plain language. Ask yourself if the words you’re using would make sense to someone if you were talking to them

in a social setting.

2. Start engagement early in the process. Provide stakeholders with real opportunities to shape outcomes:

Begin at the conceptual phase and build-in opportunities to share ideas;

Don’t present preconceived decisions that are too far developed to review; and

Allow for a diversity of opinions.

3. Be open and transparent. Give stakeholders the full picture:

Be clear about the true intent of the engagement;

Provide ‘real’ scenarios for consideration; and

Provide all the information, whether it is positive or negative.

4. Provide information on the process for consultation. Provide stakeholders with clarity on what they’re being asked to

do and where they can have an impact:

Be clear on the parameters; don’t call it a ‘consultation’ if the objective is only to inform;

Be clear on where public input can have a real influence in the process;

Be clear about the project timelines and how it will unfold.

5. Create the conditions for meaningful dialogue. Provide stakeholders with real opportunities to engage on the topics of

importance or interest to them:

Consultation questions must be relevant to the project and tied to a decision-point (so that responses are clearly

1 Stakeholders includes residents, businesses, developers, associations and other local organizations.


related to the subject matter/outcome);

Plan for frequent and several phases of consultation;

Allow for community engagement on the decisions that will have a significant impact on people’s lives.

6. Be responsive to public enquiries. Treat stakeholders respectfully and make them feel they are being listened to:

Staff should be neutral and attentive;

All enquiries from the public should be responded to in a timely fashion;

Staff should be courteous, interested and engaged;

Staff should be prepared and knowledgeable about the issues being consulted on;

Promote identification (e.g. wear name tags).

7. Report Back. Show stakeholders how their input shaped the outcomes:

Report in a detailed fashion how public input influenced the project outcome;

Provide the analysis or justification outlining how input was used or not used;

Post summary reports on the District’s website and provide access to comments and materials.

8. Build relationships with stakeholders. Build collaborative relationships between the District and stakeholders:

Work collaboratively with community leaders – support and enhance their ability to reach out to their networks;

Provide resources to stakeholders so that they can properly be engaged on an issue;

Create welcoming, safe, and comfortable spaces for stakeholders to provide input;

When appropriate, target consultations to select neighbourhoods or relevant stakeholders;

Plan consultations at the local, neighbourhood level (e.g. not always at the District Office);

Tap into the expertise of local residents.

9. Be more inclusive. Encourage stakeholders to be involved:

Go to the people (i.e. Greenwood Mall, Leisure Centre, or association / board meetings);

Encourage all sectors to work together (communities, businesses, staff).

10. Council involvement and support. Let stakeholders know that their involvement was considered:

Council support for staff-led consultation processes is important.


Proactive communications planning and implementation will help to ensure the District engages with key stakeholders at the

right time, in the right manner, and with the right responsiveness to achieve Council’s communication objectives.

The District of Sparwood’s communication approach incorporates the following steps:

1. What do you want to do?

• Define and clarify strategic goals and objectives for communicating.

• Assess current communication practices.

• Benchmark communication practices of comparable organizations and identify best practices.

2. Who do you want – and need to – reach?

Identify and prioritize internal and external stakeholders. What does staff know about them? What are the risks and

rewards for communication with this audience? What barriers do they have? What benefits does the District offer?

3. What do you want to tell them?

Message should be crafted clearly and succinctly in terms the target audience will understand. The message will include

responses to the following questions and anything else that they will potentially ask:

• What is the District doing?

• Why is it better or necessary?

• What is staff’s call-to-action?

4. How will you reach them?

• Determine communications channels well-suited to the target audience.

• Develop key themes and messages that resonate with each stakeholder group.

• Identify and prepare change champions (partners) that can help spread the word.

5. Who will do what by when?

• Establish the frequency and timing of message delivery.

• Implement the communications plan.

6. How did it go?

• Evaluate the effectiveness of communications activities (messaging, channels, timing). Were the objectives met?

• Revise and retool the communications plan based on feedback and celebrate successes.


The District of Sparwood will continue to undertake or implement all action items that have been identified as a priority for

the “current term” of Council, will strive to implement those identified to be undertaken during the “next 3 to 5 years”, and

will only implement the “5 years plus” action items as time, resources, competing priorities and review permit.

Goal ONE – Internal Communications

To improve the quality of internal communications.

OBJECTIVE 1.1 – WELL INFORMED EMPLOYEES To increase the percentage of employees that consider themselves well-informed about District programs, issues and initiatives.

Action Items to be implemented during the current term of Council (2017-18)

1.1.1. Brief staff on current issues in advance of them engaging citizens during their regular duties.

1.1.2. Increase opportunities for employees across the organization to collaborate through cross-departmental projects, initiatives, and teams.

1.1.3. Create an “On-Boarding” program for all new hires that supports new employee integration, helping them perform better in their role, sooner.

1.1.4. Post frontline alerts on staff notice boards for outside workers and Leisure Centre staff who do not use computers for their regular duties (e.g. life guards and maintenance staff).

Action Items to be implemented during the next 3 to 5 years (2019-21)

1.1.5. Provide an overview of organizational structure and department functions in the employee orientation program.

1.1.6. Continue to inform employees on matters affecting them before informing the general public.

Action Items to be implemented in 5 years plus as time, resources, competing priorities and review permit (2021+)

1.1.7. Create an internal online database of general inquiries / FAQs for employees to find answers to questions.

1.1.8. Continue to update Intranet (online source) for employees to receive important updates on “need to know” information (e.g. Council decisions, new policies, etc.) and to hold online discussions / employee blogs.

1.1.9. Host information sessions for employees to keep them informed about District priorities, issues, initiatives, financial position (budget), etc.

1.1.10. Create department pages on Intranet to educate employees on the function of the department and its divisions, and provide relevant resources and additional information/links to program information, etc.

1.1.11. Host employee events at other municipal facilities / locations.


OBJECTIVE 1.2 – EMPLOYEE READINESS To increase employees’ readiness for communication and problem solving across departments.


1.2.1. Develop background information and key messages for employees for large projects.

1.2.2. Include communication and consultation requirements in reports to Council and incorporate budget for printing, advertising and direct mail contributions and link to Corporate Strategic Plan.


1.2.3. Implement annual communication needs-assessment sessions.

1.2.4. Develop templates, standards and guides for common communication products, including graphic and layout standards that are aligned with the District’s brand.


1.2.5. Provide training opportunities and resources for employees to improve their communication skills. (e.g. hosting communication product writing workshops, spokesperson training)

1.2.6. Nurture leadership’s understanding of the communications function.

Goal TWO – Issues Management

To proactively identify issues and respond to them in a timely manner, reducing the likelihood of escalation.

OBJECTIVE 2.1 – TIMELY RESPONSES To improve the District’s ability to anticipate and respond to issues in a timely manner.


2.1.1. Circulate important and timely issue updates to Council, staff and citizens.

2.1.2. Determine in advance who will be the spokesperson on particular issues and topics, and make this information available to Council and staff.

2.1.3. Identify public safety issues and plan communication accordingly.


2.1.4. Establish procedures outlining best practices and desired outcomes.

2.1.5. Work with employees and Council earlier on to develop key messages; be more proactive.



2.1.6. Develop tools to be used across the organization (e.g. communications action plan template, key message template).

2.1.7. Create question and answers and tip resources, and update as needed.

OBJECTIVE 2.2 – COUNCIL / CITIZENS CONNECTION To improve the process by which citizens can connect with Council and staff.


2.2.1. Continue to embed social media tactics in website.

2.2.2. Continue to provide a highlights brochure for the Annual Municipal Report.

2.2.3. Identify annual communication priorities for the coming year and develop action plans to provide community updates on District activities and progress towards Corporate Strategic Plan goals (e.g. updates to be included in Council Facts, advertisements in Free Press).

2.2.4. Ensure agendas prepared for public Council meetings contain straightforward descriptions of what is scheduled for discussion.

2.2.5. Create an online library for reports and studies on the website.


2.2.6. Encourage best practices for elected officials and staff.

2.2.7. Increase the number of gateways for supplying comments.

2.2.8. Identify key audiences and decide when to listen and when to engage.


2.2.9. Invite users to rate the value of posted content.

Goal THREE – Public Engagement

To support and encourage an engaged community that is aware of and participates in the public involvement process, and

recognizes its role in addressing issues and contributing to District policy and solutions.

OBJECTIVE 3.1 – PUBLIC CONSULTATION To increase participation in public consultation and dialogue.


3.1.1. Promote opportunities for the public to get involved and provide feedback.

3.1.2. Continue to take consultation activities outside of the Municipal Office to a place that’s convenient for the public.

3.1.3. Continue to hold Town Hall meetings or other public forums that provide opportunities for the public to ask questions about District matters.

3.1.4. Promote the web page, generating awareness and encouraging future participation.



3.1.5. Conduct a review of the effectiveness of the District’s public engagement activities three (3) years after implementation of the Plan.

3.1.6. Create checklists to support departmental communication with tactics that include online and printed solutions.

3.1.7. Provide informal opportunities for stakeholders to provide feedback on a specific topic (e.g. online polls and forums, etc.).

3.1.8. Equip employees with tools and guidelines for using social media (e.g. best practices, do’s and don’ts, guidelines for sharing information, etc.).


3.1.9. Train employees to select the best engagement strategies to serve their purpose and ensure consistency with community consultation protocols; train employees on how to facilitate them.

3.1.10. Coordinate events in conjunction with popular public gatherings.

Goal FOUR – Stakeholder Relationships

To establish and build on mutually beneficial, trustworthy relationships with stakeholders.

OBJECTIVE 4.1 – STAKEHOLDER RELATIONSHIPS To improve the quality of the District’s key stakeholder relationships.


4.1.1. Ensure inquiries from the media are given a high priority and responded to as quickly and efficiently as possible.

4.1.2. Balance the use of traditional consultation methods (e.g. public meetings, surveys) and emerging methods (e.g. online forums) to best suit the situation.

4.1.3. Integrate this strategy with existing social media guidelines and media relations policies.

4.1.4. Ensure consultation is early and ongoing, and provide stakeholders with a summary of the results and actions.

4.1.5. Share community stakeholder / interest groups links on joint projects.

4.1.6. Conduct citizen satisfaction survey every four years.


4.1.7. Implement media relations protocols and guidelines.

4.1.8. Employ social media analytics to gauge communication effectiveness.

4.1.9. Work with stakeholder organizations to leverage their networks (or groups with a similar structure) to help identify key issues, pulse checking, etc.

4.1.10. Develop a program to welcome and orient new residents and businesses to the community.



4.1.11. Provide more information on critical or complex issues through media packages, media briefings, contributed news stories, and more face-to-face time with key reporters.

4.1.12. Work with stakeholder groups to host public events and opportunities at which District employees / Council members can address District initiatives and community needs.

4.1.13. Identify groups within Sparwood who may be restricted in fully participating in the public process and explore alternative methods of reaching out to them.

OBJECTIVE 4.2 – STAKEHOLDER AWARENESS To increase stakeholders’ awareness of District programs and initiatives.


4.2.1. Write/produce high impact ads.

4.2.2. Host events at locations where foot traffic is high, such as Greenwood Mall and the Leisure Centre.

4.2.3. Continue to host public outreach events and open houses.

4.2.4. Use the most straightforward language as possible.

4.2.5. Be consistent with branding internal and external documents and promotional materials.


4.2.6. Plan events far enough in advance so that they can be included on community calendars or upcoming newsletters.

4.2.7. Ensure that the District’s “Community Profile” document which includes core service information stays current.

4.2.8. Create and/or utilize brochures prepared by other organizations (e.g. WildSafe BC, RDEK) to educate and inform the public on subjects such as animal control, parking, parks and trails, building and development, signage, business licensing, property maintenance, etc.


Monitoring and evaluation of the District’s communication and public engagement process is an important responsibility

that will be undertaken on an ongoing basis.

Evaluation should be seen as a key part of the communications process, and not as a tack-on at the end. Thought needs to

be put into understanding exactly what outcomes can and should be measured. At a bare minimum, District staff should

ensure they have ways for measuring how informed the public and staff are. With more communications taking place

online, more thought and resource needs to be put into evaluating this area.

The simple rule of thumb for effective evaluation is to measure as much as you can with the resources the District has

available. Outputs, out-takes and outcomes are commonly used for evaluating communication activities.

Outputs. These are typically some kind of physical product, such as a brochure or poster, advertisement or media

release. Basic evaluation might simply be a case of counting the number of outputs which are the result of some form of

communications activity.

Out-Takes. An out-take is something the public or the target audience will take away as a result of a particular piece of

communications activity, such as a key message or the perception of understanding of a concept or issue.

Outcomes. Outcomes are quantifiable changes in attitudes, behaviours or opinions. For example, a communications

campaign aimed at encouraging greater recycling could have an outcome of a person(s) actually changing their

recycling habits for the better.

Evaluation is important for 4 reasons:

1. Efficient Impact. Measurement should form an integral and continuous part of the project management /

communication process.

2. Return on Investment (ROI). Measurement helps form a basis for planning and helps the District to judge the

effectiveness of services and project initiatives.

3. District Credibility. Measurement helps bring public feedback into the decision-making process.

4. Continuous Improvement. Depending on the techniques used, measurement can also provide extra insight that the

District may not have anticipated.


The District of Sparwood is well positioned to embrace a communications framework that will reinforce a strong brand and

reputation throughout the community and across the province. Developing a communications plan that has been approved

by Council, prior to initiating consultation, is an essential first step. But, without a thoughtful evaluation strategy, the District

will have no way of knowing if the Plan is working or whether adjustments are needed.

The intent of this Plan is:

To establish a consistent branded message that will strengthen the recognition of the District of Sparwood in the

marketing place regardless of the source of the communication and provide communication consistency regardless of

the tactic;

To coordinate communications across audiences and communicators;

To incorporate feedback mechanisms in the communication and engagement process; and

To provide common communication tools.

Knowing the effect of the communication activities and fine-tuning those areas that need improvement will help the District

to reach its objectives. This will ensure long-term sustainability of successfully implemented internal and external

communications practices by establishing communications as a shared core competency and an essential function within

the District.


1. Communications Planning in SIX Simple Steps

2. Communication Needs Checklist

3. Communication Decision Tree

4. Project Communication Action Plan Template

5. Annual Communication Plan Template

6. Communications Tactics Table


Appendix 1 - Communications Planning in SIX Simple Steps

Project Topic:

1. What do you want to do? Identify your broad communication goals and specific objectives. What do you want to achieve?

Goals:

Objectives:

2. Who do you want to – and need to – reach? Identify your target audiences, both internal and external.

Internal:

External:

What do you know about them? What are the risks and rewards of communicating with this audience? What barriers do they have? What benefits do you offer?

Barriers:

Benefits:

3. What do you want to tell them? Craft your message, clearly and succinctly in terms they understand. Be sure to answer these three questions in your message, along with anything else you know they will ask:

What are you doing?

Why is this better or necessary?

What is your call-to-action?

4. How will you reach them? Take the “you view”, be audience focused. Use communication channels well-suited to your audience. Are there any other partners that can help spread the word? Be sure to include the media!


5. Who will do what by when? Create your action plan. You can also add more columns commfor budgets and disbursements as needed. There are a wide range of planning tools you can use, such as a simple Word document or more elaborate Excel spreadsheets, and other online tools.

Action Item Person(s) Responsible Content / Focus Due Date Publication Date These are the potential ‘tools’ you can

use to spread the word about your

project.

Who is taking the lead? Any others? Add any specifics about the action

item. (e.g. media release to include

quotes from the Mayor; need to send

with a photo in case they can’t attend)

Be sure to account for time to get

multiple approvals if required.

This is the actual publication date that

the materials will go public.

6. How did it go? Did you meet your objectives? Be sure to monitor and adjust along the way and celebrate your success!

Output:

Outcomes:

Process:


Appendix 2 - Communication Needs Checklist

This checklist will assist in determining whether the project or initiative requires information sharing or some form of public input based on how it will affect citizens? In many cases, information updates are sufficient, but if there is a major change or project with significant community impacts, early community consultation is recommended.

Questions to Assess Communications Needs: What audiences are affected? Will activities affect specific interest groups or residents/businesses, identified neighbourhoods or the entire

community?

How does it affect them? Determine if it is planning or project work that affects their future, does it require behaviour change, will there be short or long term inconveniences such as noise or road/utility interruptions, are there potential issues or concerns, will there be tax implications?

Consider tools. Select from communication tools inventory based on audience, which may include a combination of targeted tactics (e.g. direct mail) and general community (e.g. advertising), apply multiple tactics based on available budget, and determine what works best based on audience needs and content requirements.

What does it mean to residents in terms of need/benefit? Determine how the activity or decision addresses a need in the community or the organization and the long and/or short-term benefits. Consider whether the activity or decision will have a perceived positive or negative affect on residents or businesses in the area in any way (fee changes, policy changes, behavior changes, construction work that affects them through noise, traffic, dust, or issues based on past experiences or regional concerns). Think through implications of short-term impacts and ensure messaging conveys the need/benefit to balance those impacts.

How does activity/decision align with Strategic Plan and/or OCP? Review objectives and note alignment with the Strategic Plan and/or OCP, then incorporate this alignment into messaging. This alignment will most often also connect with the need/benefit messaging that explains why the work is being done.

Identify potential issues early. When there is a potential issue, determine whether there is a need to escalate the concern to managers/Directors/CAO, consider options for mitigating issues/concerns and determine what will help to get ahead of the issue by addressing concerns quickly through actions and messaging. It is also important to escalate media calls to the Department Director or CAO when there is potential for issues stemming from the story.

Use the CARE model to guide you in evaluating what content you want to be associated with, what audience(s) you want to interact with, how relevant you are going to be, and how you might evaluate your activities.

Conte

nt

How do we want to be perceived?

What are we going to say, share, comment on?

How are we going to do it?

Audie

nce

Who do we want to be assoicated with?

Who do we want to influence?

Who do we want to engage?

Rele

vance

What are the important issues to our audience?

How can we help, advise, add value?

Can we do this frequently?

Eva

luatio

n

Can we measure if / how our content matters?

How are we going to measure if audiences care?

How are we going to measure our relevance?


Appendix 3 - Communication Decision Tree

The following decision tree provides you with a general guideline to ensure that your communication / engagement strategy meets your objectives and desired outcomes.

Are your desired communication OUTCOMES in

line with the Corporate Strategic Plan & OCP? YES

NO

Have you identified your likely BARRIERS?

Have you identified ways

to OVERCOME BARRIERS?

Have you considered which is the BEST TOOL to use?

Is your CONTENT CLEAR enough

for your intended audience?

Have you completed your ACTION PLAN?

Have you EVALUATED your effectiveness?

Do you know your AUDIENCE?

YES

YES

YES

YES

YES

YES

Reconsider goals, objectives

and desired outcomes. Have you answered WHO, WHAT,

WHEN, WHERE & WHY?

NO

Are your goals MEASURABLE?

YES

NO

Edit message so it is complete.

YES

NO

Review what is most likely to

stand in your way, then prioritize.

NO

NO

Determine who your primary and secondary participants are who

will have the greatest impact on achieving your desired outcomes.

Have you engaged CREDIBLE people

who are influencers or leaders in

Sparwood?

NO

Engage credible people who are influencers or opinion

leaders on the topic you wish to engage the public on.

Have you thought about the IMPACT that

your communication will have on the public? YES

YES

NO

NO

NO

NO

NO

Review your content to ensure that you

have answered the 5 “WH” questions.

Determine how the activity/decision will affect

or benefit them in the short/long term.

Consider purpose of tool and primary

reason why you would use it.

Determine dates and time for content,

and who will be the lead and monitor.

Set meaningful metrics and analyze to determine

if you are reaching your desired outcomes.


Selecting the most effective method of communication depends on what you’re looking to achieve.

Factor / Tool In Person Phone Email Media

Release Website Notice Boards Facebook Twitter Ads* Notes

Urgent These operate in real time and can be interruptive.

Explanation Flesh out ideas in full.

Written Record Automatically archive your communications.

Scheduling Use these tools to set up appointments.

Spontaneity Communicate spur of the moment comments and conversations.

Tailored Response Efficiently communicate a scripted response.

Formality Communicate with seriousness and get taken seriously.

Privacy Keep it quiet.

Multi-Party Collaboration

Get others involved in the conversation.

Social Cues Watch for body language and context.

Target Audience Specify who should get your message.

Broadcast Speak to a large audience in a one-way conversation.

Note* Advertisements include the District’s page in the Free Press along with the Council Facts and Community Newsletters.


Appendix 4 – Project Communication Action Plan Template

Project: Launch Date:

The following lists the tentative overview of communication tools, timelines, and person responsible.

Item Main Person Responsible Content / Focus Due Date Publication Date These are the potential ‘tools’

you can use to spread the word

about your project.

Who is taking the lead? Any

others?

Add any specifics about the action item. (e.g. media release to

include quotes from the Mayor; need to send with a photo in case

they can’t attend)

Be sure to account for time to get

multiple approvals if required.

This is the actual publication

date that the materials will go

public.

Ad copy (Free Press)

Article for Community Newsletter / Council Facts

Brochures / Posters / FAQs

Door-to-Door canvassing

Insert (e.g. Property Tax Notice or Utility Notice)

Ad mail through Canada Post

Media release

Memo to staff (e.g. email, Intranet and staff notice boards)

Monitor Facebook and Twitter

Set up Facebook page / ad / posts

Team meetings / crew briefings

Web copy and photos (e.g. news items, calendar, etc.)

Etc.…


Appendix 5 – Annual Communication Plan Template

Department: Year: The following table depicts various topics / issues that could be incorporated into a departmental Communication Plan.

Topic / issue suggestions J F M A M J J A S O N D

Animal Control (e.g. dogs at large, faeces, barking, basic care, restricted areas, etc.) Annual Municipal Report (including citizen satisfaction survey for measurable) BC Mining Week Bed and Breakfast Building Number Requirements Building / Property Development (e.g. permits, inspections, etc.) Business Licence Carp Day / Japanese Children’s Day (Sister City – Kamisunagawa) CBT Community Initiatives and Affected Areas Programs Cemetery Hours Coal Miner Days Community / Residential Cleanup Council Meeting Schedule Corporate Strategic Plan (including progress updates to community) Dog Licence Emergency Preparedness Week Energy Efficiency Program / East Kootenay Energy Diet Financial Plan / Budget Consultation Fire Prevention (e.g. burning regulations, Fire Prevention Week, Emergency Awareness Day, etc.) Fireworks and Fire Pits Garbage & Recycling (e.g. pick-up, compost, wildlife attractants, Christmas trees, illegal dumping, etc.) Home Occupations Inter-Community Business Licence (Sparwood, Elkford & Fernie) Littering (e.g. streets and sidewalks, parks and trails, recycle/compost depots, etc.) Local Government Week Newsletters – Stay Informed (e.g. Community Newsletter and Council Facts) Noise Noxious Weeds Parking Safety Parks (e.g. restrictions on overnight camping, motorized vehicles, alcohol, etc.) Property Maintenance (e.g. unsightly, boulevard maintenance, etc.) Seniors’ Birthday Book Signs (e.g. permits, maintenance, prohibited signs, etc.) Snow and Ice Removal Summer Student Employment Opportunities Tax Notices / Home Owner Grants Utility Billing (e.g. discounts) Water Restrictions / Sprinkling Regulations Wildlife Safety / Prevention Winter Parking & Safety Regulations


Appendix 6 – Communication Tactics Table

The following table reflects various tactics for consideration when communicating initiatives and issues internally and externally.

Bro

chure

/ P

ost

er

Com

munity

New

sletter

Counci

l Fa

cts

Door-

to-D

oor

Em

ail S

take

hold

ers

&

Com

munity

Gro

ups

FA

Q

Fro

ntlin

e A

lert

Inse

rt (U

tilit

y Bill

ing,

Propert

y Tax

Notice

)

Intr

anet

Letter

(mail)

Media

Rele

ase

Mem

o to S

taff

New

spaper

Adve

rtis

ing

Open H

ouse

/ P

ublic

Eve

nt

Public

Notice

Board

s

Report

to C

ounci

l /

Prese

nta

tion

Soci

al M

edia

(F

ace

book,

Tw

itter)

Sta

ff M

eeting /

Briefing

Sta

ff N

otice

Board

s

Surv

ey

or

Poll

Websi

te (new

s item

&

/or

cale

ndar

eve

nt)

Annual Municipal Report

Community Planning 1

Employee Information (e.g. benefits, HR policies, holidays, etc.)

Financial Plan Development / Budget 1

Maintenance Work 2

3

2

Procurement

Public Education (e.g. safety notices, property owner responsibilities, bylaw regulations, water restrictions, etc.)

2

1

Recreation Programs & Activities

Recruitment

Tax Notice

Capital Projects / Strategic Initiatives 1

Note 1 tactic should be considered if initiative falls within distribution timeframe.

Note 2 notice / contact to residents affected by work.

Note 3 include tips for staff on how to respond and/or raise awareness.

This document has been prepared by the Corporate Services Department with input from Community and Facility Services, Engineering, Finance, Fire, Operations and

Planning departments. If you have any feedback that you would like to share with the District of Sparwood concerning the contents of this Plan, please forward them

in writing to the District of Sparwood, Box 520, 136 Spruce Avenue, Sparwood BC V0B 2G0 or by email to [email protected].

mailto:[email protected]

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