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Encourage the Fire Department to establish social media sites, possibly leveraging the
Police Department’s and City’s resources and expertise to form a joint “Emergency
Operations” social media presence.
5. Integrate Cohesive Communications Strategy Throughout Departments
Morgan Hill’s communication efforts currently happen on a somewhat “decentralized” basis
where Department heads are largely responsible for their Department’s external
communication efforts. As a result, there has been some variation in Departments’
Communications approaches and visuals. In this type of structure, agreed-to strategies and
policies alleviate some of the burden on a central management figure to ensure the City is
being consistent with its branding and messaging. With longer-term plans and guidelines, the
City can build out a more consistent experience when it comes to external communications
with the community.
Action Steps
o
Officially designate Department ‘Communications Champions’ and assemble regular
meetings with this core Communications group to discuss upcoming content, best
practices, and lessons learned.
o
Create a master Content Calendar that identifies stories, platforms, and timing to deliver
the City’s stories. Involve all Department heads in this planning and focus first on
identifying the biggest stories of the year.
o
Update the City’s current “Style Guide” so it can be used as the requirements document for
communications in the City. Provide this to new or existing staff who are embarking on
marketing-related activities for their Departments. Provide templates to all departments
that adhere to the Style Guide requirements and make it easier for departments to
generate their own communication collateral as permitted or endorsed by the PIO.
o
The Style Guide can incorporate an array of items, including: treatment of the City
logo in various formats, preferred, preferred colors in various identification formats
(hexadecimal, PMYK, Pantone), spacing ratios, identified permitted and pre-
selected photographic elements, and official sub-brand or program brand
elements.
o
Execute a stock photography shoot and make an iconic image library of high-
resolution images available to all departments to use in their communications.
o
Identify the current top five projects for the City and task relevant leadership to draft a
Communications Plan related to those projects, including a timeline.
o
Include external communications as a focal point in the Weekly Leadership Huddle
meetings to ensure Department heads know who is responsible for communicating what in
regards to City events, projects and other newsworthy goings-on.
o
When major initiatives are being launched in the City, they should include a
Communications component to the plan, even if the Communications plan is to not
broadcast information. (That should be a choice, not an oversight.)
o
Have Department heads review communication efforts and public outreach for
effectiveness and lessons learned on specific projects in order to share results with
leadership staff on a quarterly basis.