HomeMy WebLinkAboutN-915 - Media RelationsCITY OF PASCO
ADMINISTRATIVE ORDERS
Administrative Order No. 915
Communications
Subject: Media Relations
Initial Effective Date:February 17, 2016
Revised
Approved
I. PURPOSE:
This policy establishes procedures and guidelines for all City employees concerning
communication with members of the news media when the employee is on the job or
acting as a City employee. The City seeks to provide consistent, accurate, and timely
information to the media while keeping City officials informed of emerging media issues.
To accomplish this goal, the City will maintain a systematic, well -coordinated, and
decentralized communications policy.
Il. DEPARTMENTS AFFECTED:
All
III. REFERENCES:
A. Washington Public Records Act (RCW 42.56)
B. Resolution No. 3460 "Public Record Requests"
C. Administrative Order No. 905 "City Websites and Social Media"
IV. ATTACHMENTS:
City Communications Plan, December 2015
V. POLICY:
All paid employees should refer all media -related inquiries to their Department Liaison or
with the Communications Program Manager. Employees have the authority to release
factual information (i.e., who, what, where, and when) within their areas of responsibility
in accordance with this policy; however, no employee should feel obligated to talk with
the media. When an employee releases information or when contacted by a media
representative, the employee must advise their Department Liaison or the
Communications Program Manager as soon as is practically feasible. When
communicating with the media, employees should remember that they represent the City
and should conduct themselves accordingly.
VI. PROCEDURE:
A. Official Spokesperson. The Communications Program Manager is the City's
official spokesperson for all City departments except as indicated in Sec. VI -B or as
directed by the City Manager. The Communications Program Manager promotes
and provides background information about City issues, projects, and services to
both the news media and the public.
1. The Communications Program Manager is on-call in order to facilitate the
City's media relations policy, answer questions, respond to developing
situations, and offer assistance as needed.
2. The Communications Program Manager is available to all employees for
advice, consultation, and assistance in media relations. Upon request, the
Communications Program Manager can be present for any arranged
interviews with media personnel.
3. When the Communications Program Manager is unavailable to serve as the
City's spokesperson, an alternate spokesperson shall be designated by the City
Manager or the Deputy City Manager.
B. Public Safety. The Police Chief and Fire Chief each shall designate a member of
their respective departments to serve as the City's official spokesperson for public
safety incidents, including, but not limited to, criminal reports and fire scene
reports. The Communications Program Manager and Police and Fire designees
should jointly coordinate the release of all other material to news media outlets. On
the scene of an active police or fire incident, the Incident Commander shall serve as
the media contact until the departmental or City spokesperson is present, or unless
an alternate spokesperson is designated by the Chief.
VII. APPLICATION TO STAFF:
A. Department Liaisons
1. Each Director shall assign one or more staff representative(s) to serve as the
media liaison (primary contact) for the respective departments. The
Communications Program Manager shall maintain a list of all department
liaisons and shall make that list available to all Directors.
2. The role of the liaisons is to present official, accurate information to the media
on behalf of their departments and the City.
3. The Communications Program Manager will provide basic instruction and
training in media relations to media liaisons.
4. Each Director shall make employees within each department aware of the
identity and role of the media liaison(s).
5. Each liaison shall inform the Communications Program Manager and the
appropriate Departmental Director of all media requests for information and
other contacts with the media.
Administrative Order No. 915 — Media Relations
Page 2
B. Subject Experts
1. Each Director may designate members of his or her department as "subject
experts" on one or more specific topics. These subject experts shall serve as
the City's primary spokesperson for media contacts related to that specific
topic. The Communications Program Manager shall maintain a list of all
subject experts and shall make that list available to all Directors.
2. The Communications Program Manager will provide basic instruction and
training in media relations to all designated subject experts.
3. Subject experts shall inform the Communications Program Manager and the
appropriate Departmental Director of all media requests for information and
other contacts with the media.
C. Other City Staff
1. Readily Available Requests. When an employee other than a designated
liaison is contacted by the media requesting readily available information
about City operations that is known to be public, the employee shall make a
reasonable effort to provide it. Such information includes, but is not limited
to, City staff names, titles and extensions; public meeting dates, locations and
agendas; provisions of City ordinances or the Pasco Municipal Code; and
copies of materials prepared by the City for public distribution. If the
employee is unsure whether the requested information is considered public, he
or she shall forward the request to the appropriate Department Director.
2. Other Requests. When an employee who is not designated as a media liaison
is contacted by the media for information about City operations that is not
readily available, the employee shall refer the request to the appropriate
department liaison or to the Communications Program Manager. The
employee shall inform the appropriate Department Director, who then will
notify the Communications Program Manager, of all media requests for
information and other contacts with the media.
D. Staff Training
1. Training Coordinator. The Communications Program Manager shall serve as
coordinator for media relations training for City employees.
2. Mandatory Training. All Department Directors, management staff,
departmental liaisons and designated subject experts shall complete a training
course on applied media relations.
3. Optional Training. All other paid employees of the City shall have the option,
with supervisor's approval, of attending a basic media relations training
course.
4. Elected and Appointed Officials. Elected officials of the City, and those
appointed by the City Council to serve on City boards and commissions, shall
have the option of attending any media relations course coordinated by the
Communications Program Manager.
Administrative Order No. 915 - Media Relations
Page 3
VIII. STANDARD PROCEDURES:
A. Confidential Matters. Items of confidential or litigious matter shall not be
addressed or discussed with the media. Such items include, but are not limited to,
the following:
1. Medical records
2. Certain personnel records (including disciplinary actions)
3. Pending employee discipline investigations
4. Actual proceedings of executive sessions of City Council
5. Draft correspondence (preliminary notes or intra -City memoranda not yet
finished)
6. Records pertaining to pending litigation where the City is a party
7. Legal opinions of City attorneys
8. Certain law enforcement records
9. Certain fire and EMS records
10. Matters related to internal and external security measures
11. Third -party proprietary information held by the City
B. Press Releases/Social Media
1. All departments are encouraged to disseminate press releases and/or utilize the
City's social media outlets that reflect positively on the City and its image. A
list of appropriate media contacts will be maintained by the Communications
Program Manager and will assist departments in use of social media per
Administrative Order 905.
2. Press releases shall be submitted to the Departmental Director for approval
before being forwarded to the Communications Program Manager for
issuance.
The Communications Team (as described in the Communications Plan) will
be able to assist departments in the dissemination of releases and social media.
C. Formal Media Interviews
1. An employee who receives a request from the media for scheduled interviews,
tapings or recordings shall forward the request to the appropriate department
liaison or the Communications Program Manager, who shall notify the City
Manager as needed.
2. Employees shall attempt to provide a timely and thorough response to all
interview requests, but may ask for and expect to be afforded additional time
to research the relevant issues and to prepare for the interview.
3. The Communications Program Manager is available to advise employees on
interviews with the media.
4. Upon the conclusion of a formal media interview, the employee shall
promptly discuss the topic with his or her Departmental Director and/or the
Communications Program Manager to determine if any further action should
be taken.
Administrative Order No. 915 — Media Relations
Page 4
D. Requests for Public Records
1. All requests for public records shall be made in accordance with City Council
Resolution 3460 "Public Record Requests."
2. Responses to records requests shall be made in compliance with the
provisions of the Washington Public Records Act (RCW 42.56) and
Resolution 3460, including those that pertain to the timeliness of the response.
3. If a request is from a representative of the media, a copy of the request should
be provided to the Communications Program Manager in a timely manner and
prior to or concurrent with delivery of the requested records.
4. In the event of uncertainty regarding whether information is confidential or
should be released, the employee shall inform the employee's Director, who
may contact the Deputy City Manager and/or City Attorney for assistance.
E. Emergency/Crisis Situations
1. In the event of a declared emergency or crisis, the City Manager shall
designate a formal media area and official spokesperson for the dissemination
of information.
2. Employees are encouraged to direct all reporters and media personnel to the
officially -designated spokesperson, as described in the Emergency Operations
Plan.
3. The Communications Program Manager, the Communications Team, and
department liaisons shall be available to assist media personnel in a Joint
Information Center (if activated).
F. The City reserves the right to change, modify, amend, revoke or rescind all or part
of this policy at any time.
Approved:
7 I
Dave Zabell, City ger Date
Administrative Order No. 915 — Media Relations
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Attachment No. 1
City Hall
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Cinco de Mayo booth o0 "State of the Cities" O0 Council Chambers
PSC -TV Control
City Communications Plan
Communications Division
December 2015
Administrative Order No. 915 — Media Relations
Attachment No. 1
City Communications Plan 1 2015
Introduction
The Communications Division of the Executive Department strives to provide accurate and
timely information about the City of Pasco, its activities, programs, services, and leadership to
its residents and the media to facilitate a more open and interactive form of government.
As of 2015, the Communications Division has I FTE, the Communications Program Manager
(CPM) (Appendix 1).
The duties of the Division include both internal and external communications. Duties include
(but are not limited to) the following:
• Brochures
• PSC -TV, Channel 191
• City website
• City Social Media
• City Newsletter
• Employee Newsletter
• Quarterly and Annual City Reports
• City Photography
• Media liaison/City spokesperson
• Press releases
• Direct mail campaigns
• Special event planning
• Emergency Communications
• Utility bill inserts
Strategy
The City's own description is: "Pasco is a place where people put down roots and raise families
in a safe, forward -thinking, active environment." To that end, the Communications Plan will do
the following:
• Educate residents about government processes, programs, and activities, especially
those that support the City Council's Goals by making target audiences aware of goal
components.
• Improve lines of communication between residents and the City Council/staff by
facilitating two-way dialogue so residents have the opportunity to be actively engaged in
decision-making and are aware of City services and activities. This includes residents
whose primary language is not English.
• Enhances communications at and among all levels of City government, so employees can
also educate the public on City services and activities.
• Build strong relationships with the media so the public is served by properly researched
and balanced media reporting.
• Enhance the image of the City for visitors and potential residents/business owners.
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City Communications Plan 2015
Target Audiences
Primary Target Audiences
• Residents of Pasco — Targeting all 68,250 residents is essential to the success of this
Communications Plan. By keeping residents well-informed they will feel a sense of
ownership of their community.
• Media — Members of the media are important partners because their coverage of
meetings and community activities reaches a significant number of target audiences.
• City of Pasco employees — There are over 300 full-time City employees serving in
various capacities. Employees not only have need of timely information for their own
interest but also serve as frontline information -sharing ambassadors to the public.
Secondary Target Audiences
• Residents of Tri -Cities area — The Pasco/Kennewick/Richland metropolitan region is the
4`h biggest in Washington State with a population of nearly 275,000. These residents
shop, dine, work, and participate in many events in Pasco. The City's economic health is
linked to its regional role and the commercial activities involving residents outside the
City limits.
• Visitors/Tourists — The visitors and tourists that spend time in Pasco bring with them
preconceived notions of the City's image. They are also ideal messengers to carry
positive word-of-mouth to others. Targeting this group is necessary to bring about
image changes for the City and attract more tourists and visitors.
Current Communication Tools - External
Before presenting new actions items, it is worth reviewing the variety of tools used by the City
to present messages to the community and employees. The City will continue to utilize these
tools for communication.
I. City of Pasco Web site — www.pasco-wo.gov
To ensure that residents have the most current and relevant information available, the City
constantly manages and updates its website. As of December 2015, the web site had over
260,000 visits year-to-date. The website was extensively re -designed at the end of 2014.
2. Social Media
The City's social media presence has expanded in recent months and has become an
integral part reaching the public. The City has social media accounts on Facebook, Twitter,
and Linkedln; the Police Department has accounts on Twitter (English & Spanish), Facebook,
and Instagram. The main City and Police accounts have "followers" in the thousands.
3. The Pasco Pulse Newsletter
The Pulse is mailed to approximately 18,000 City utility customers along their monthly
utility bill. This newsletter contains news briefs that highlight issues, activities and events
occurring within the City. The Pulse is also posted and archived on the City's Web site,
along with, as of August 2015, an online Spanish edition.
4. News Releases
The City regularly sends news releases to keep the media, including TV, print, radio, and
non-English news outlets informed of current information. Topics include events, new
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City Communications Plan 2015
programs, construction bulletins, community services, parks and recreational programs,
crimes, emergency situations, and other information about what is happening in the City.
News releases are distributed by the CPM and by from various City departments. News
releases are also posted on the City's website.
5. Quarterly/Annual Reports
The City produces quarterly reports highlighting department news and updates toward the
City Council's goals. While primarily produced for Council, these reports are published for
the public via the website. The annual report is a 15 page report sent to all addresses in the
City, usually in February, with detailed reports from each department on the previous year's
work.
6. Pasco City Television (PSC -TV)
PSC -TV, on Charter Cable Channel 191, is the City's government access channel that
provides programming 24 hours a day, 7 days a week. Local programming includes:
• Televised City Council Meetings: City Council meetings are broadcast live Mondays at
7pm. The meetings are rebroadcast daily for two weeks following each meeting at 8am
and 7pm.
• Boards and Commissions: The Pasco Planning Commission and Code Enforcement
Board are broadcast live and rebroadcast throughout the following month.
• Pasco Chamber of Commerce: PSC -TV broadcasts the monthly Chamber meetings
with featured speakers on various topics. PSC -TV also broadcasts the "Chamber
Minute", an update from the Executive Director.
• PSC -TV Community Calendar: In addition to these taped programs, PSC -TV offers an
electronic "Community Calendar" which is updated regularly. City contact numbers,
general meeting information, street construction, Recreation events, and senior
information are some examples of information shown. Non-profit organizations and
City departments can also promote their local events or meetings. This media helps
organizations easily communicate information about their programs to the community
and gives residents a place to turn for easy, accessible information. This tool is
particularly useful for residents without access to a computer or the internet.
• Election Programming: During election cycles, PSC -TV broadcasts local candidate
forums. These are forums sponsored by third -party organizations, such as the League of
Women Voters or the Chamber of Commerce.
• Tri -City Chamber of Commerce: Throughout the year, PSC -TV broadcasts certain
meetings of the Chamber, including the annual "State of the Cities" meeting.
• All of the above programming is available online via PSC -TV's streaming video website.
7. Utility Bill Inserts
The City produces flyers and other inserts for placement in the monthly utility bill on a
number of topics. Some examples include: water conservation tips, snow and ice control
services, stormwater information, etc. All of these inserts are either bilingual or have
online Spanish editions.
8. KONA-AM Interviews
On Mondays, KONA 610AM has a "City of Pasco Spotlight" at approximately 8:45am with a
Department Director (or City Manager). These 3-5 minute interviews cover a variety of
topics and news from the City. The Mayor also has an interview with KONA on a rotating
basis with the other area Mayors.
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City Communications Plan 2015
9. Specialty Publications
The City produces a number of publications for a wide range of audiences; examples include
the Parks & Recreation Guide, with several thousand produced throughout the year and
online; flyers for Utility Billing services, marketing for Community Development and the
"Good Neighbor Handbook" for Code Enforcement for property maintenance.
10. Paid Advertising
The City produces a number of ads throughout the year to reach the public on a number of
topics. Some examples:
• Monthly "Ciudad de Pasco Proximos Eventos a Informacion" (City of Pasco Upcoming
Events & Information) ads in La Voz, a locally -produced Spanish language newspaper.
• Yearly "Employee of the Year" ads in the Tri -City Herald showcasing the City's 4
employees selected for this honor.
• Special City Council meetings and/or public hearings ads, such as the recent Council
redistricting process hearings.
• The City also produces ads for special inserts of the Tri -City Herald, such as the yearly
"Progress" insert. The City Manager also writes an update for the "Progress".
11. Resident Surveys
A bi-annual resident mail survey is conducted to increase the City's understanding of the
public's opinions on important issues and services. By providing an additional avenue for
two-way communication, City officials can make informed decisions with the public's
opinions in mind. Additional surveys are conducted on an as -needed basis.
12. Legal Notices
Per state law, many departments put legal notices in local newspapers to inform the public
of hearings, special meetings, etc.
13. City -Sponsored Events/Booths
The City holds special events to share information, announce new projects or services, and
to celebrate successes, generating excitement in the community.
Current Communication Tools — Internal
I. Training and Staff Meetings
The City holds regular training sessions for its employees and volunteers to prepare them
to assist City residents in a professional manner.
2. All Users Email
A Citywide e-mail system is in place to inform City staff of news releases, policies,
procedures, and events. This system equips them with information to be communication
ambassadors in the community.
3. The Crier
The Communications Division produces the monthly "Crier" newsletter placed in employee
paychecks/statements. This is another avenue to inform employees on policies and events.
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City Communications Plan i 2t, l S
Communications Action Plan
Establish a City of Pasco Communications Team
The establishment of a communications team will enhance accountability of the CPM, as well as
provide a mechanism for the coordination of all the City's communication efforts. The
Communications Team would be comprised of City employees who are already producing and
distributing communications materials. The team will meet monthly and implement this plan
utilizing a phased approach. The team effort will provide communicators an overall awareness
of the City's communications efforts, prevent overlap by multiple departments, coordination of
programming for PSC -TV, and allow for consistency and a higher quality of presentation. This
team approach resulted in a successful Onto de Mayo City presence, for example. Additionally,
calling on the expertise of the CPM, communications plans can be developed for various project
needs, ensuring target audiences are delivered communications in the most effective manner.
Phase I
I. Ongoing coordination of communication efforts
I. Conduct monthly Communication Team meetings to identify communication
needs and coordinate the distribution of public/staff information. This would
include items for upcoming Pulse articles, KONA interviews, Crier articles,
PSC -TV productions, and news releases.
2. Manage content on to different communication channels
I. To ensure the effective and efficient distribution, key information will be
included in all communications venues within the same time periods.
3. Develop a communications/editorial calendar
I. The development of a communications calendar will allow for more
thorough coverage of City issues and events and greater participation by
multiple departments.
4. Emergency Communications Coordination
I. Coordinated and accurate information play a crucial role in helping inform
citizens on emergency events occurring in the City. The team will review
emergency public information protocol on a quarterly basis. This would
include training of key personnel in Public Information Officer techniques and
joint Information Center protocols.
5. Implement the utilization of a standardized print format and templates for written/print
communications
I. A review of current communication materials reveals no consistency among
letters, PowerPoint presentations, or emails. This inconsistency affects the
public's perception of the organization and its level of professionalism.
Assigning standard templates for communications removes the guesswork by
staff from the development process, and conveys a consistent and
professional image in the minds of the recipients.
6. Standardize employee email signatures
I. Employees use a variety of customized email signatures attached to outgoing
email, including the use of emoticons, script, and even some with quotes.
Every communication with the public leaves an impression with the audience.
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City Communications Plan L 2015
A standardized email signature will present a professional, coordinated visual
image to our audience via our electronic communications.
Phase It
1. Encourage more active participation in the Web Content Manager's Team
I. This team was established several years ago to help ensure correct and consistent
information on the website. Ask department directors to (re)appoint one Web
Content Manager who will provide the final approval for what is/is not posted to
their Department's Web pages. The Web Content Managers will work in concert,
and in many cases, be the same individuals on the Communications Team. Steps
include: (1) Appoint Web Content Managers; (2) Require Web Content Managers
and Web authors to (re)attend training the website; (3) Coordinate with the
Communications Team to incorporate department identities to the departmental
Web pages.
2. City's Website communication tools
1. There are a number of existing notification/communication tools on the website that
are currently underutilized. Encourage all web content managers to use these tools.
3. Community Forum Meetings
I. The City has typically hosted two Community Forums ahead of the Council retreat
to help Council define their two-year goal list, up for review in 2016. These
meetings, in recent years, have been sparsely attended. It would be the
Communications Team goal, working with Council and the City Manager, to get
better attendance or pursue other avenues of community input in the goal setting
process.
4. Media Relations Training
I. As part of the Media Relations Administrative Order, train Council and key staff on
strategic media relations to help them be aware of what the media needs to create a
story, and how to speak, (or not), to the media in a way that clearly communicates
the appropriate message.
S. Cross -Marketing of Activities, Events and Promotions
I. Coordinate communication efforts with other City departments and volunteers by
encouraging cross -marketing of events and promotions. Build partnerships among
City departments and encourage open discussion and brainstorming among staff
members. Identify and implement ways for departments and staff to work together
to promote citywide activities, events, and promotions.
6. Area Agency Partnerships
1. Better communication reach of area residents by partnering with area agencies such
as the Pasco Chamber of Commerce, Pasco School District, Port of Pasco, Franklin
County, Franklin PUD, Richland, and Kennewick for cross -marketing (where
appropriate) of events and promotions.
Phase 111
I. City Rebranding
I. The City has used the same branding and logo for decades. In coordination with the
re -branding effort underway for the region, begin a rebranding process for the City
that celebrates and promotes all that Pasco has to offer.
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City Communications Plan 20 15
Conclusion
The City has not historically maintained a formal communications program and arguably has not
needed one. Residents and other community members have long received information about
the City from traditional sources, and with the advent of the internet, many now also receive
information from online sources.
However, with the rapid growth and transformation of the City in the last two decades, and
rapid advancements in information technology, sharing information has changed. For example,
social media is the new "normal', if not primary, form of communication for many people.
Furthermore, these realities have not only changed the tools people use to communicate, but
also their expectations for communication. An example of this would be that more people
now rely upon peer reviews found online rather than experts, and they expect to have input
and feedback opportunities because technology has made it relatively easy to do so. In this
context, public agencies have limited staff and resources, and expenses for communications or
public information can seem extraneous in this environment.
In the end, the success of the City's communication program will also rely on measuring the
outcomes of the program. The next community survey will do just that by gauging changes in
perceptions about the City and how people get their news about their government. Continued
monitoring of online information, social media sites, and associated analytics will also provide
feedback for our efforts. According to an old adage, virtually all problems are communication
problems. As a result, we must continuously strive to build trust in government through our
communications with our community.
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