office of communication strategic communications plan

Office of Communication

STRATEGIC COMMUNICATIONS PLAN

table of ContentsIntroduction .....................................................05

Mission Statement 07

Values 07

Executive Summary ........................................09

Current State of Communications ...............10

SWOT Analysis 11

Communications Vehicles 12

Audit Results 17

• Branding Analysis 18

• Social Media Audit 22

• Website User Audit 28

• Website Design Audit 30

Goals, Objectives & Strategy ........................33

1: Tell Our Story 34

2: Keep up with technology 38

3: Live the Brand 44

4: Bring it to Life 50

5: Do It Together 56

6: Never Stop learning 60

Appendix ...........................................................64

Emergency Communications Plan

Social Media Policy

Brand Style Guide

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Office of CommunicationA Division of Management Resources Department | Jennifer Wichmann - Director

Jay Warren - Marketing Communications Manager

Mike Secrest - Digital Media Editor

Bill Boykin - Broadcast Specialist

Fred Oudoul - Web Developer

Sarah Barr - Communication Coordinator: Graphic Design

Renee MacQuaid - Communication Coordinator: Marketing

Reginald Lewis - Communication Coordinator: Media Relations

Ryan Hunt - Communication Coordinator: Social Media

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INTRODUCTION

How people get their news has changed dramatically over the last decade. The evening television news and the morning newspaper are no longer the definitive source of news. People now have a multitude of channels from which they receive information

– a 140 character tweet, a Facebook video, a local news blog or a live streamed video. Technology has provided us with an ever expanding host of venues for sharing information with names like Meerkat, Instagram, Periscope and Snapchat. People can download and digest information anywhere at any time with tablets and smart phones.

For a city, all of this could be viewed as a challenge. What is the best way to get relevant, important information to our community and the public? Share what’s happening in our city? Let people know about a new program or public meeting? We believe that rather than posing a challenge, this actually presents opportunities to celebrate our city, inform our residents, and educate people about topics that impact their daily lives and that of their families.

The strategic plan outlined in this document looks at the ways in which Arlington plans to leverage the opportunities that new technology offers to communicate and disseminate information. We have identified our audiences and communication platforms. We have explored new technology and social channels that can reach even more people. We have developed two-way communication to better engage our customers.

With the implementation of this plan, it is our goal to provide timely and accurate information that people can use to connect with each other and the City about what matters to them most – from spreading the word about a neighborhood party, to sharing information to fight crime, to relaying ideas and proposing solutions to community issues.

Sincerely,

Jay WarrenMarketing Communications Manager

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We’re reaching beyond our city’s limits,engaging citizens in regional and national dialogues.

MISSION STATEMENTConsistently provide effective, authentic communication through innovative means to inform and promote the City of Arlington.

Values: OUr communication will be• Accurate• Engaging• Inclusive

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• Proactive• Timely• Transparent

Office of Communication

Organizational Chart

Marketing Communications Manager

Digital Media Editor

Webmaster Communications Coordinator - Graphic Design

Communications Coordinator - Social Media and Broadcasting

Communications Coordinator - Media Relations

Communications Coordinator - Marketing

Broadcast Specialist

Camera Operator

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Executive Summary

The Office of Communications’ Strategic Plan creates a blueprint for providing the best possible communication with Arlington’s

residents, community partners, businesses and visitors.

The development of this plan happened over 12 months and is based on the following foundations:

• Consultation of Arlington leaders and city staff.

• Review of best practices in Arlington and other communities across the country.

• Multiple audits of our current state of communication including our communication vehicles, the architecture and user-end functionality of the City’s website, social media and brand communications.

• The advice and counsel of the Strategic Communications Department at Texas Christian University and the university’s Certified Communicators Program.

This research assisted in the creation of a central communications mission: consistently provide effective, authentic communication through innovative means to promote the City of Arlington and its service to residents. While this mission may sound lofty, it is rooted in six, attainable goals that focus on the different ways we can get our message out. They include:

• Tell Our Story: the storytelling components of communication

• Keep Up with Technology: social media and website communication

• Live the Brand: building brand awareness

• Bring It to Life: using video to tell our story

• Do It Together: coalition building with city departments and partners

• Never Stop Learning: continuing education for our team

Inherit in the design of these goals is communication conducted on multiple platforms to reach as wide an audience as possible. There are also concrete measurements attached to each goal in order to gauge impact and return on investment.

Adaptability is critical to the success of this plan: an ability to adapt to an ever-changing media landscape, an ability to adapt to evolving technology, and an ability to adapt the goals to ensure they are continually realistic and/or meet our current needs. In that way, this plan is truly a “living document” that is meant to be regularly updated to meet the needs of our organization and customers.

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current state of communications

Over the past 12 months, the City of Arlington has brought on line a new brand, a new broadcast studio and a new, responsive website.

All of these things have greatly improved the tools available to the city to tell Arlington’s stories on multiple platforms.

And while all of these things present strengths and opportunities for the City, they can also bring potential weaknesses

and threats. As an example, the studio, website and brand projects created increased workload spread out over months

for the entire staff.

We also are seeing less and less reporting by the local media, which requires the City to produce more content about

what’s happening in Arlington. While this is a strength, given our already established communication channels, it also

requires a larger time commitment from staff and additional resources to accomplish.

Our strategic plan is geared toward maintaining our established strengths, while providing paths to create opportuni-

ties out of our weaknesses and threats.

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Weaknesses• Insufficient staff for workload, needs

• Decentralized communication system creates lack of cohesive messaging citywide

• Internal processes can hamper creativity and technology growth

• Lack of return on investment for projects assigned to the Office of Communication

Strengths• Quality video productions

• Strongly aligned with community partners

• Established news source with MyArlingtonTX.com and MyArlingtonTV

• Diverse, experienced team

• Support of City management for communication efforts

• New, responsive website• Funding source for state of the art

broadcast equipment

Opportunity• Create greater awareness of newly enacted

City brand

• Improve broadcast programming with use of new studio

• Increased communication between departments

• Community generated content

• Utilize high profile events to tell Arlington’s stories

• Continue to grow social media through reach and engagement

Threat• Competition from other news outlets/

online blogs

• Relationship with media

• Lack of a continually updated/reviewed crisis communications plan

• Website security

• Burnout due to insufficient staff levels

swot analysis

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communication vehicles

MyArlingtonTX.Com

Social Media

Media

“Message”

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TEAMWORK (noun): Cooperative or coordinated effort on the part of a group of persons acting together as a team or in the interests of a common cause.

MyArlingtonTX.comThe City’s news site was designed as a place for citizens

to learn about the latest happenings in this dynamic city

we call home. It’s also a place to engage. This is where

the content generated and distributed by the Office

of Communication is housed. Materials such as news

articles and videos about city services and community

partners are then shared across all social media platforms

and our Cable TV channel, MyArlington TV.

The City of Arlington has a long-standing commitment

to transparent government through all means of

communication. MyArlingtonTx.com is about what is

happening in Arlington. It’s about this richly-textured,

fast-paced city with friendly neighborhoods, world-class

entertainment and the services and activities which are

important to us all.

Partners

Video

Cable Channel

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communication vehicles

ELECTRONIC COMMUNICATIONSThe City recently launched a new responsive website that integrates the City’s brand messaging, colors and logo. The website was designed from the customer perspective, with an eye to making navigation and finding information as easy as possible. The City’s newsroom, called MyArlingtonTX.com, is independently marketed and housed on the website. It offers original, fresh news content, weather information and videos which are all updated daily.

CABLE CHANNELThe cable channel is broadcast on Time Warner Channel 15.1, 16 and AT&T Uverse Channel 99. It provides original programming created by the Office of Communication, other City departments and partnering organizations like Mansfield Independent School District and UT Arlington. Additionally, we broadcast live and tape-delayed public meetings like Arlington City Council, Arlington Planning & Zoning and Tarrant County Commissioners Court.

SOCIAL MEDIAThe City maintains multiple social media accounts including Facebook, YouTube, Twitter, LinkedIn, Instagram and Pinterest. News, videos, pictures and features are pushed on these pages daily. Various City departments also have their own social media accounts. As of May 2015, our combined social media presence is more than 197,000 followers just on Facebook and Twitter.

PRINTED MATERIALSThe City produces a host of printed materials to communicate information and programs to the public. These include annual reports, posters, water bill inserts and brochures.

FREQUENCY• Daily

PERFORMANCE INDICATORS• Website analytics: page views• Comments• Number of eSubscriptions

KEY TARGET AUDIENCE• Arlington residents, visitors,

businesses and partners

FREQUENCY• Weekly

PERFORMANCE INDICATORS• Citizens Satisfaction Survey

KEY TARGET AUDIENCE• Arlington residents, partners and

businesses

FREQUENCY• Daily

PERFORMANCE INDICATORS• # of Facebook fans, likes, shares and

comments• # of Twitter followers, re-tweets• YouTube views• Citizen feedback and comments



FREQUENCY• Ongoing and/or as needed

PERFORMANCE INDICATORS• Number of printed materials

distributed• Number of requests for printed

materials• Citizen feedback and response to

content/actions

KEY TARGET AUDIENCE• Arlington residents, partners and

businesses14

ADVERTISING AND MARKETINGThe City works strategically to get its messaging out through print, radio and online advertising as well as PSA and paid billboards.

MEDIA RELATIONSThe City of Arlington routinely works with local, state and national media through advisories, news releases, individual story pitches and articles posted on the city’s newsroom, MyArlingtonTX.com. We also strive to foster an open, positive working relationship with the news outlets that cover Arlington by being as accessible and transparent as possible.

INTERNAL COMMUNICATIONSThrough the employee portal, global emails, training seminars and employee meetings, the City strives to keep its workforce informed about City news and initiatives. Additionally, the Office of Communications coordinates a weekly meeting of key city staff who are responsible for communication for their departments. This keeps the lines of communication open between all departments and helps to coordinate messaging.

PUBLIC MEETINGS/EVENTSIn addition to regular City Council and Planning & Zoning meetings, the City hosts a series of other meetings on a regular basis. These include dozens of boards and commissions that meet semi-regularly, town hall meetings to address specific and general citizen concerns/interests, and tele-town hall meetings conducted through the Office of Mayor and Council. Events sponsored by City departments, like Eco Fest and National Night Out, also serve as vehicles to communicate City information.

FREQUENCY• Ongoing/as needed

PERFORMANCE INDICATORS• Feedback and response to

content/actions• Analytics provided by vendor• Number of opens and/or views


businesses and partners• Surrounding communities

FREQUENCY• Ongoing and/or as needed

PERFORMANCE INDICATORS• Media coverage in newspapers

and online publications• Media coverage on TV and radio


businesses and partners• Surrounding communities

FREQUENCY• Daily and ongoing/as needed

PERFORMANCE INDICATORS• Portal analytics• Number of newsletter, global

email opens

KEY TARGET AUDIENCE• Arlington employees

FREQUENCY• Ongoing

PERFORMANCE INDICATORS• Attendance at public meetings,

city sponsored events and town halls



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“A brand for a company is like a reputation for a person. You earn a reputation by trying to do hard things well.”

— Jeff Bezos, Founder, CEO of Amazon.com

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audit results• Branding Analysis

• Social Media Audit

• Website User Audit

• Website Design Audit

Branding alalysis

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In June of 2014, after extensive research and planning, Arlington launched a new brand for the city: Arlington, the American Dream City. This was a partnership between the City and the Arlington Convention and Visitors Bureau. The theory was simple: pool limited staff and financial resources to speak with the same voice about the

city to both residents and visitors. This was the first citywide brand in Arlington’s history.

The brand included a new logo, the first major logo change in almost 30 years. The initial brand rollout included an audit of the locations of the logo and a timeline for replacing those logos. To be fiscally responsible, the City made a commitment to change things through attrition, as things wear out or are used up the new logo would be implemented. Other prominent signs were replaced as the budget allowed, to help build brand awareness.

There were many other ways to spread the news about the brand, including:

• Online and print advertising• Free media• Events• Promotional items• Street light banners• Video productions

We also made a concerted effort to start incorporating themes of the brand in the City’s written and social media communication. This included using taglines, logos, branded colors and fonts, hashtags and the brand name in publications and posts.

At the beginning of 2015, six months into the new brand,

The Office of Communication conducted an internal content analysis of its written communication to see how effectively the brand was being used. This four week analysis looked at posts on the City’s main Facebook and Twitter pages as well as all articles posted to the City’s news page, ArlingtonTX.com.

The rubric used for the analysis looked at appropriate use of the logo, key messaging, the tone of the article, linkage to the City’s Council priorities and if proper distribution channels were followed. Each article or post was then given an overall rating.

MyArlingtonTX.com

Jan. 12, 2015 - Feb.15, 2015

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The content analysis was conducted by members of

the Arlington Office of Communication staff with

assistance from UT Arlington intern, Ana Enriquez,

and oversight from Marketing Communications

Manager Jay Warren.

REGINALD LEWIS

MyArlingtonTX.com Branding Analysis

Over the past 25 years, Reggie has worked in TV

newsrooms, public relations firms and in government

communication positions. Currently, he handles media

relations for the City and is responsible for managing

the content provided on MyArlingtonTX.com.

OOCFrom January 12-February 15 a total of 93 articles were analyzed from MyArlingtonTX.com. 87% of stories were rated as either very consistent or somewhat consistent. 100% of the time, we found appropriate tone and logo usage. Also, all articles followed our prescribed methods for distribution, which helps ensure accurate release of information. However, key messaging was found in only 20% of stories.

The Office of Communications can significantly improve its use of the brand in articles by better integrating the overall American Dream City

brand, the taglines provided with the brand and/or more subtle links to the brand. Additionally, while 80% of the articles had some connection to the City Council’s priorities, it was discovered that we could provide a more direct link to those priorities to better demonstrate the rationale behind projects and initiatives and how they help achieve the overarching goals of City Council.

branding Analysis

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The social media content analysis looked at posts to the City’s main Facebook and Twitter pages. Between

January 12-February 15 a total of 225 Facebook posts and 160 Twitter posts were reviewed. 71% of the time,

we found the posts to be either very consistent or somewhat consistent. Roughly 25% of posts were given a

mixed rating. Many of these posts contained shared content from City partners or were about events not sponsored by

the City.

In all cases, the logo was appropriately used, in large part because these pages are branded with the City’s logo and

The American Dream City. And, as with MyArlington.com articles, all social media posts had the right tone for

City communication and followed our designated channels for distribution. 25% of the posts could have been better

branded with the American Dream City and between 19% (Facebook) and 32% (Twitter) could have provided a

stronger linkage to the City Council’s priorities.

Social media

Jan. 12, 2015 - Feb.15, 2015

Jan. 12, 2015 - Feb.15, 2015

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RYAN HUNT

Social Media Analysis

Ryan’s background includes three years as a

television news producer where he was responsible

for incorporating the station’s brand throughout

newscast scripts, teases and marketing materials.

Currently, Ryan manages the City’s social media pages

and several of its broadcast franchises.

Arlington’s American Dream City Brand Campaign won

First Placeat the Texas Association of Municipal Information Officers (TAMIO) conference in 2015.

The American Dream City Brand Campaign also won the

Savvy Award at the City-County Communications Marketing Association (3CMA) conference in 2015.Additionally, the American Dream City Logo received 3CMA’s

Award of Excellencefor design.

#AmericanDreamCity

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social media audit

Increasingly, social media is becoming one of the

primary channels of communication for the City of

Arlington. The City’s main Facebook page has close

to 24,000 followers and more than 13,000 people follow

the City’s main Twitter page as of May 2015. Those

pages speak for the majority of Arlington’s departments

including Code Services, Economic Development,

Community Planning and Development and Public

Works and Transportation.

Other departments have sought approval from the Office

of Communications to build their own social media

presence. This was allowed when a compelling business

argument was presented by the department. Police,

Fire, Parks and Recreation, Convention Center and

Libraries are a few of the departments that maintain their

own pages. As of May 2015, Arlington’s total reach on

Facebook and Twitter was nearing 200,000, or more than

50% of the city’s population.

Colin Burns, an Arlington resident with an extensive

background in social media, was hired to review the

City’s presence on Facebook, Twitter and other social

media platforms. Burns provided an analysis of the City’s

content on those pages, what worked and didn’t work,

and the audiences we were reaching.

FacebookPart of Burns’ research looked at how Arlington stacks

up to other similar sized cities on social media. Currently,

Arlington has one of the largest presences on Facebook

of any city in the United States.

Burns research on the City’s Facebook page found:

• Our content is consumed in the Newsfeed, with

an average of 216 people going to our actual page

per day.

• 78% of our fans log in to Facebook daily.

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• 50% of our fan base sees our content once a

week; 20% sees it twice a week.

• Posts with pictures and videos did considerably

better in terms of reach and impressions.

• Our users follow the City’s Facebook page

because it is topical, provides news and is

informative.

At the time of Burns’ research, we had 5,230 followers.

Based on his findings, Burns suggested we could grow

50% annually on Facebook. Arlington far surpassed that,

reaching 23,000 followers in 15 months, a 339% increase.

This was accomplished through a combination of:

• Targeted posts

• Consistent content

• Page boosting techniques

• Connecting with partner organizations

• Utilizing the brand

78% OF OUR FANS LOG IN TO FACEBOOK

DAILY.

Arlington’s total reach on Facebook and Twitter is more than 50% of the

population of the City.

social media audit Continued

TwitterOver the last 18 months, we have seen steady, organic

growth on Twitter. We started at 5,300 followers and

now have more than 13,000, a 141% increase. That far

exceeded Burns’ estimate of 50% growth annually. Still,

Arlington lags behind other cities on this platform.

His research showed:

• Our followers are mainly interested in business,

news and politics.

• 71% are in DFW.

• 56% are men.

• Many also follow the Rangers, Mark Cuban,

Dallas Morning News, WFAA, UTA and AISD.

The tweets that worked best were timely, topical and

informative. We have also found that posts with video

attached do better and are more likely to be retweeted.

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COLIN BURNS

Social Media Audit

Colin Burns is an Arlington native with degrees from

TCU and UT Dallas. His expertise is in social media,

where he has helped large and small companies like

AT&T, Chipotle and Match.com develop strategies

to increase their online engagement with customers.

Currently, Burns is the regional director for client

success for Sprinklr, which helps global brands drive

business outcomes and manage customer experiences

across all touch-points. Burns was awarded the CIO

100 Winner by CIO Magazine for his work creating

AT&T’s “social listening platform.”

Other platformsBurns analysis showed that the City has room for

significant growth on Google+, LinkedIn, and Pinterest.

We have also seen a large uptick in the use of Instagram

and the need to expand our base on this platform. These

websites all cater to different audiences and can help the

City reach a larger demographic base of our population.

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Facebook Analytics

social media engagement

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23,682 Fans

Averages since April 2015.

@cityofarlington

983 Daily

engaged users

5,203 Weekly

engaged users

11,965 Daily reach

47,059 Weekly reach

153 Daily logged in

page views

63% Female

226,060 Weekly

impressions

28 days:

112,538reach

857,515impressions

89% of fans log in

daily

Twitter Analytics

Our followers are:

• Interested in business and news (72%), Movies and

television (71%), Politics and current events (64%),

Music (60%) and Sports (48% NFL Football, 42%

Baseball and 40% Sports News).

• 35% hold professional/technical occupations, 25%

homemaker, 23% self-employed, 17% white collar

worker, 16% health services, 13% retired, 11% student

• 43% completed high school, 40% completed college,

16% completed graduate school

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YouTube Analytics

For some perspective: In 2013,

Colin’s benchmarks were to average

.63 favorites, 1.7 retweets and .24

replies per day. Since April 2015, we

have averaged 19 favorites per day,

16 retweets per day and 3 replies

per day. That means in two years,

we’ve surpassed those benchmarks by

2,916% in favorites, 841% in retweets

and 1,150% in replies.

14,001 Followers

630,100 Impressions

8,200 Impressions

per day

Averages since April 2015.

@cityofarlington

285,814 Views

175% Increase in Views

since 2013

May 2014 to May 2015. 69% Male

492,110 Minutes watched

46% watch on computer

38% watch on a mobile phone

12% watch on a tablet

58% Male

website user audit

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In June 2014, after a yearlong effort to development process and content migration, the City debuted a new website

that prominently featured Arlington’s new brand and logo. The website, which was designed by Dallas based

Imaginuity, is responsive and designed from the user’s perspective. It uses WordPress which has enabled the Office

of Communications to train representatives from the City’s various departments to be administrators of their sites.

This is intended to allow departments to manage their own pages.

The Office of Communication hired two different firms to provide an audit of the new website. Ciber, A global IT

consulting firm, was asked to conduct an analysis of the design of the website, looking specifically at the coding. We

wanted to make sure that the website was fully optimized. Matt Gillmore, owner of Interactive Media Design, was

brought in to provide an analysis of the website from the user’s perspective.

User AuditInteractive Media Design’s review of the website looked

specifically at the news page, home page, global navigation

and top tabs including Residents, Business, Visitors,

Government and Departments. Gillmore, praised the

layout, theme design, colors and iconography of the

website, noting that the “patriotic colors” provided good

contrast. Gillmore wrote, “It is a very good theme and one

of the better public-office websites I’ve seen.”

Describing the site as intuitive, Gillmore singled out

the responsive design of the website as one of its best

features. Overall, he said the “functionality, the layout,

and the interfacing are intuitive and contemporary.” He

noted that the website “looks great, is appropriately

design and laid out, responds well between resolutions

… and does a good job contextually of dividing

information into a categorized architecture to serve the

“It is a very good theme and one of the better public-office websites I’ve seen.”

— Matt GillmoreConsultant, Website User Audit

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MATT GILLMORE

Website User Audit

Matt Gillmore has worked with computers and

programming for 35 years. He owns his own IT

and E-commerce consulting company specializing

in web design, production, development, support,

hosting, SEO, marketing and consultation. Some of

his clients include IMC2, Integer, Elie Tahari, Pizza

Hut and Crest. He’s won awards for customer service,

illustration, design and development.

purpose of navigating multiple website entities coexisting

under one roof.”

Room for improvement was found in several key areas

of the website including the site’s architecture, navigation

and legal page. Gillmore noted that the site “breaks down

due to the vast quantity of compartmentalized content

and the complexity of non-linear navigation.”

Gillmore made the following recommendations to

improve the website:

• Breaking up the Terms of Use page

• Use of Webmaster Tools to correct 404/Page

Not Found/Bad Link errors

• Elimination of individual email addresses on the

website

• Enforcement of a style guide to achieve design

consistency across the site

• Build in consistent indicators of how links

function.

• Creation of “breadcrumbs” to allow the user to

immediately understand where they are on the

website.

website design audit

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Design Audit

The following recommendations were made to improve the website’s design, security and functionality:

• Setup a SSL VPN connection to fully restrict all server access to internal connections only.

• Reset all user passwords for all COA servers.

• Review and restrict WordPress administrator access to required personnel.

• Double the amount of CPU’s and memory to make the site less vulnerable to “denial of service” attacks.

• Update WordPress and the GravityForms plugin to the latest versions and put a process in place to

periodically check for the latest versions of the software.

• Configure the firewall to deny access from the following countries based on the Akamai advisory report:

China, Brazil, Russia, Romania, Netherlands, Taiwan, and Turkey & North Korea.

After a two month review, Ciber determined that the website

“lacked the necessary ruggedness at the infrastructure and

the application layers.” Some of this was based on the content

management system (CMS), WordPress, employed by the website. Ciber

noted that “WordPress has historically exhibited vulnerabilities that

have been addressed by newer versions of the software and its associated

plug-ins. This introduces a release management process that needs to be

incorporated as part of the management of the City of Arlington website.”

CIBER

Website Design Audit

Ciber is an IT consulting firm with 6,500 employees

across the globe. The company provides both technical

expertise and industry knowledge to small and

large businesses including business intelligence, IT

outsourcing, application development and management,

and talent services.

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Ciber recommended a redesign of the website using a

different, “commercially viable CMS “which will make

it much less vulnerable to hacks and attacks, it will also

make the site much easier to maintain, manage and

enhance.” They noted that a different CMS would also

increase the speed of page responsiveness and refreshes.

The City of Arlington’s website was named

Best Government Website by the Internet Advertising Competition at the ad:tech conference in San Francisco on May 2015.

The website also won the

Award of Excellence at the Texas Association of Municipal Information Officers (TAMIO) conference in Houston in June 2015.

goals | Objectives | strategygoalsobjectivesstrategy

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“Quality is never an accident. It is always the result of intelligent effort.”

— John Ruskin, Artist, Philosopher

GOAL #1: TELL OUR STORYCommunicate City news and information in a timely, transparent and accurate manner so that citizens, businesses, visitors and City employees are knowledgeable about what’s happening in Arlington.

Objective: StorytellingBroaden the reach and impact of the City’s storytelling.

STRATEGY:Provide meaningful, diverse and conversational content

for MyArlingtonTX.com, the City’s news site, to

showcase the good things happening around Arlington

and in city government.

• Foster stronger working relationships with

departments and city partners to develop original

content to populate MyArlingtonTX.com.

• Expand the City of Arlington “Communicators

Group” (made up of representatives from various

City departments) to include unrepresented city

departments.

• Create and implement a standardized “news

form” to be filled out by departments to improve

accuracy, context and speed of content creation.

Measures:• Average four original stories a day on

MyArlingtonTX.com.

• Complete expansion of the Communicators

Group by 3rd Quarter of FY2015.

• Goal of 75% attendance at Communicators

Group by participating departments.34

• Publish a minimum of one original story per

strategic department per month on the City’s

website, social media and/or cable channel.

• Create and use the “News Form” by 3rd Quarter

of FY2015.

STRATEGY:Provide a long range strategy to ensure comprehensive

coverage of City of Arlington events, projects and

business.

• Utilize the Office of Communications Editorial

Calendar to better coordinate coverage of City of

Arlington events, projects and information.

Measures:• Maintain the already established Editorial

Calendar and include in the annual OOC

budget.

• Host a weekly planning meeting with key

OOC staff to populate the calendar and ensure

thorough coverage of City programs, news and

initiatives.

Objective: City EffectivenessUse established communication channels to demonstrate Arlington city government’s effectiveness.

STRATEGY:Provide context in all content about City strategies and

long-term projects.

• Connect content on MyArlingtonTX.com and

social media to Arlington City Council’s five

established priorities and business plan.

• Bring more prominence to coverage of City

Council priorities by better highlighting priority

stories.

• Use the results of the annual Citizens’

Satisfaction Survey to guide story development

in an effort to improve communication about

problem areas.

• When appropriate, link previous videos and

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collateral materials to broaden the depth of

reporting and increase the return on investment of

larger-scale projects.

Measures:• Post one story per week that communicates and/or

connects to each City Council priority and track the

publication of those stories.

• Create a blog roll of priority stories on the “Priority”

page of the website.

• Create a “featured category” on the news page

highlighting priority stories.

• Develop a scorecard to track stories that provide

strategic context on long-term projects and stories

that relate to the Citizens’ Satisfaction Survey.

“Storytelling is the most powerful way to put ideas

into the world today.”—Robert McKee, Creative Writing

Professor, Consultant

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Objective: Media Relations Build positive news coverage of City of Arlington information and projects through outreach to local, national and

specialty media outlets.

goal #1: TELL OUR STORY Continued

STRATEGY:Garner better local print, online and television news

coverage.

• Develop content posted on MyArlingtonTX.com

to attract news coverage.

• Pitch specialized stories to media outlets to

garner positive news coverage.

• Create a scorecard to track the impact of

MyArlingtonTX.com stories with a goal of three

stories a week resulting from the site.

Measures:• Place four stories a month with local media

through coverage on MyArlingtonTX.com.

• Place two stories a month with local media

through individual pitches.

STRATEGY:Foster stronger working relationships with Latino and

Vietnamese news outlets in Arlington and North Texas.

• Develop regular contact system with minority

news outlets.

• Pitch stories to minority news outlets that would

be of interest to their audiences.

Measures:• Place two stories with minority media outlets

and community organizations.

• Generate two stories and/or social media content

a month from Arlington minority media outlets

and community organizations.

37

Objective: TransparencyMaintain open and transparent communication for all

City customers.

STRATEGY:Conduct communication on multiple platforms to reach

and engage the widest audience.

• Produce multi-functional content that is

appropriate to be shared on the City’s website,

social media channels and cable channel.

• Assist in the launch and marketing of “Periscope”

to live-stream City initiatives.

Measure:• Market “Periscope” through social media and

community events.

STRATEGY:

Ensure residents can easily find ways to contact staff

members, file an open records request, access meetings,

and find documents.

• Create easier ways on the City’s homepage and

department pages of the websites for residents

and customers to contact city staff.

• Provide multiple links to the open records

request on the City’s website.

• Create an “Open Arlington” section on the City’s

website to highlight Arlington’s transparency.

• Maintain Vietnamese and Spanish translation

services on the City’s website.

• Stream more meetings and events through new

web streaming technology.

Measures:• Create a “contact us” dropdown menu on the

City’s website, listing all city departments.

• Ensure 90% of all content produced by the Office

of Communications is multi-functional and

shared on multiple platforms.

• The “Open Arlington” section is created and

regularly updated.

• By the end of FY2015, investigate the use of new

web streaming technology and implement the

best streaming platform for key City events and

meetings.

STRATEGY:Create online, written and video communication to

highlight the City’s recently passed bond program, the

cost of the projects and the timeline for construction.

• Create a “Bond Tracker” webpage and interactive

map on the City’s website to showcase news,

events and developments with bond projects

and provide a visual tour of where and when

construction will happen.

• Produce regular video and written stories

highlighting the bond package and progress on

its projects.

• Where appropriate, provide context in all content

about the City’s brand and the totality of the

bond program, to increase awareness of both

initiatives and show the brand in action.

Measures:• Launch “Bond Tracker” webpage, map and

content by the end of the 3rd Quarter of

FY2015.

• Produce four web stories and two video stories

for the “Bond Tracker” program annually.

38

GOAL #2: KEEP UP WITH TECHNOLOGYExplore and utilize multiple technologies to enhance the delivery of the City’s communication channels.

Objective: Social Media ContentCreate greater transparency while providing additional channels for citizen input and communication by building the

City of Arlington’s social media presence through innovative content, creative outreach and consistent engagement.

STRATEGY:Provide compelling, diverse content that engages social

media followers and increases reach.

• Craft more action statements and questions for

use on Facebook and Twitter.

• Create more video stories geared specifically to

social media.

• Post regular programming videos directly to

Facebook’s video sharing program to increase

viewership.

• Develop new and/or enhance current picture

sharing programs.

Measures:• Maintain current engagement levels and increase

post reach on Facebook and Twitter.

• Post three short, social-media geared videos a

week.

• Post five videos a week directly to Facebook.

• Launch “Pic of the Week” on Facebook and

Instagram in the 2nd Quarter of FY2015.

38

39

STRATEGY:Increase our base of followers on Arlington’s established

social media pages and expand to new, targeted social

media platforms.

• Use advertising and “page boost” to build

Arlington’s follower and fan bases.

• Increase the content on the City’s Instagram,

Pinterest and LinkedIn pages.

• Create a social media marketing campaign to

increase followers on all social media pages.

Measures:• Increase followers on Facebook and Twitter by

25% each fiscal year.

• Increase Instagram followers by 50% in FY 2015

and 25% each following fiscal year.

• Link posts on Facebook, Twitter and Instagram

to increase content and reduce workload.

• Develop a method to track return on investment

on boosting pages, videos and posts.

• Launch social media marketing campaign

including posters and video PSA by the end of

2nd Quarter FY2016 and update annually.

39

“The Internet is becoming the town square for the

global village of tomorrow.”—Bill Gates, Co-Founder, Microsoft

GOAL #2: KEEP UP WITH TECHNOLOGY continued

Objective: Social Media PartnershipsProvide increased coordination between the City of Arlington social media accounts and the social media accounts

of the City’s departments and partner organizations to provide greater awareness of City information, maintain site

security and enhance the quality of content, engagement and reach.

STRATEGY:Ensure quality content and adherence to City social

media strategies on all City of Arlington social media

sites

• Provide an updated training handout for all City

social media moderators on how to appropriately

manage their accounts.

• Maintain a running list of all passwords, user

names and administrators for all departmental

social media sites.

• Conduct an annual review of the Social Media

Standard Operating Procedures (SOP) to

ensure appropriate use of the City’s social media

channels.

• Conduct an annual review of all City of

Arlington social media pages to ensure they meet

the City’s Social Media SOP.

Measures:• Update the social media training handout

annually and provide to all new moderators.

• 100% departmental compliance with social media

password/administrator list.

• Review of Social Media SOP completed at the

end of each fiscal year.

• Review of City of Arlington social media

pages completed at the end of each fiscal year

and results provided to each department/

administrator.

STRATEGY:Provide a pipeline to share social media content with

City of Arlington departments and partner agencies to

increase reach and engagement.

• Make specialized pitches to Arlington

departments and partner organizations to share

social media content.

Measure:• Feature at least three posts a week on Facebook

and Twitter that would appeal to City of

Arlington partner organizations and share with

them.

STRATEGY:Track and provide regular reporting of social media

growth, reach and engagement for all City of Arlington

departments.

• Create and provide a scorecard for City

departments to encourage regular, standardized

reporting of social media growth, reach and

engagement.

Measure:• Create scorecard for City of Arlington

departments by the end of 4th Quarter FY2016.

40

WooHoo!

Yea for our volunteers. We appreciate all

you do!

Thanks for the weather update!

Great news..!

Yahoo! Keep up the great

work.

GO, RANGERS!!

Wow! This looks like so much fun!

Thanks for sharing!!

I love #Arlington!

Living the #AmericanDream

#ArlingtonTX

Congratulations! Your photo is the #ArlingtonTX

Pic of the Week!!

@MyArlingtonTV #WeekendBuzz

@CityOfArlington @utarlington exciting!

Amazing Story! A true #americandream

#AskArlington

Meet the Pets of the

Week!

MyArlingtonTV News

LOL!

41

#Americandreamcity

Hope to see you

there!

Objective: WebsiteContinue the development and enhancement of the City’s new responsive website to boost its use and engagement.

STRATEGY:Ensure that the newly launched website is up-to-date and

comprehensive.

• Migrate all department pages and other content

to the new website format/brand.

• Create pages for the Library, Parks and

Recreation and Convention Center.

• Complete the migration of all remaining content

from the City’s former website.

Measures:• Have all pages migrated to the new website by

the end of the 2nd Quarter of FY2015.

• Library, Parks and Recreation and Convention

Center pages migrated by Dec. 2015.

• All remaining content migrated to the new

website by 3rd Quarter FY2016.

STRATEGY: Maintain quality control of the overall site and

departmental pages.

• Ensure all City of Arlington department

administrators are trained on the new site for

content creation, updates and branding and

provide them with a website training/style guide.

• Conduct monthly reviews of department pages.

Measures:• Complete individual training of departmental

webpage moderators by May 2015.

• Complete the website training/style guide and

distribute to moderators by May 2015.

• Start monthly departmental page review by May

2015.

• Utilize SiteImprove weekly to ensure proper

grammar and links.

42

GOAL #2: KEEP UP WITH TECHNOLOGY continued

STRATEGY:Ensure we have a long-term strategy for content

maintenance, hosting and future website needs.

• Conduct a user experience audit of the website.

• Conduct a design functionality audit of the

website.

• Acquire a consistent, reliable and affordable

hosting environment for the City’s website.

• Continue to make modifications to the current

website to improve functionality.

• Plan for a redesign of the current site in FY2016

to provide an enhanced user experience and stay

current with technological advances.

• Plan for a new website to launch in FY2018.

Measures:• Complete user experience audit by April 2015 and

implement recommendations by end of the 3rd

quarter of FY2015.

• Complete design functionality audit by April 2015

and implement recommendations by the end of the

3rd quarter of FY2015.

• Sign new, long term hosting and content

maintenance contract by March 2015.

• Provide a quarterly review of the website’s “up time”

with a goal of 99% reliability.

• Improve user navigation of the website by creating

“breadcrumb” trails and colored backgrounds

behind location texts to cue a visual change.

• Identify funding for content upgrades/redesign of

current website.

• Identify funding and process for development of

new website.43

STRATEGY: Build traffic and engagement on the website.

• Create a marketing campaign with PSA

billboards, advertising, social media and email

blasts to increase the use of the website and

newsroom.

• Integrate the City’s branded WeatherBug weather

station on to the news page of the website.

• Approve all comments in a timely manner,

responding to and engaging with residents on a

regular basis.

Measures:• Increase the page views on arlingtontx.gov and

myarlingtontx.com by 15% in FY2015 and each

following year.

• Provide a quarterly review of the website’s “up

time” with a goal of 99% reliability.

• Launch website marketing campaign in May

2016.

• Ensure that all appropriate website comments

approved and posted within four hours of

submission.

www.MyArlingtonTX.com

GOAL #3: LIVE THE BRANDBuild awareness of the City’s authentic, identifiable brand image to further strengthen Arlington’s distinct

positive image locally, regionally, nationally and internationally.

44

“Your brand is what other people say about you when you’re not in

the room.”—Jeff Bezos, Founder, CEO of

Amazon.com

45

Objective: Brand Storytelling Use creative storytelling and technology to showcase the brand.

Measure:• Conduct content analysis for one month each

year, to determine usage of the brand.

• Show the brand video during New Employee

Orientation.

• Show brand chapters during the monthly

Employee Anniversary Breakfasts.

STRATEGY:Develop and implement a marketing plan to get people

to write their own American Dream story on the Dream

Wall of the City’s website.

• Ask City departments and partner agencies to

share the American Dream Wall ad on their

social media pages.

• Create a t-shirt contest and other social media

marketing efforts to increase the number of

participants.

Measure:• Average 10 posts on the Dream Wall of the City’s

website a week through August 2015.

STRATEGY:Use video and website content to tell the American

Dream story in Arlington.

• Create written and video stories of Arlington

residents, businesses and groups who are living

their American Dream in Arlington and share

with the City’s network of partner organizations

and departments.

• Create video stories of Arlington residents,

businesses and groups who are living their

American Dream in Arlington and share with

the City’s network of partner organizations and

departments.

Measures:• Through 2015 release a new written

American Dream story every other week on

MyArlingtonTX.com.

• Through 2015 release a new American Dream

video every other week and track their viewership

on YouTube, with a goal of a minimum of 4,000

views per video.

STRATEGY:Where appropriate, integrate the brand into City of

Arlington content, marketing, advertising, social media

and internal communications.

• Create a content analysis to see how the brand is

being used in communications from the Office of

Communications.

• Provide information/training to current and new

staff members on the brand and its purpose in

communicating Arlington’s message.

“A Dream Come True in America’s Dream City:

My husband and I opened The Thornton Inn Bed

and Breakfast in May 2014. A historical building

with a welcoming front porch as its signature

feature, we host guests from around the world.

Thanks Arlington for building a Dream City!”

—Sunny Graham, Citizen, Dream Wall Winner

Objective: Brand Awareness Connect our brand to City of Arlington communications with appropriate messaging in media relations, marketing and

advertising.

GOAL #3: LIVE THE BRAND continued

STRATEGY:Ensure consistent use of the City’s new logo and brand

organization-wide and by City partner organizations.

• Where appropriate, integrate the brand into City

articles, media releases and social media.

• Regularly update branding materials for

departmental internal and external use.

• Conduct annual content analysis reviews of City

departments’ communication to track consistent,

appropriate usage of logo and messaging.

• Complete the logo transition for the new brand.

Measures:• Through content analysis, track the usage of the logo

and messaging with a goal of 80% correct usage by

the Office of Communication and 60% by other City

departments.

• Provide every department with brand style guide and

provide support for transition of logo.

• Starting in the 2nd Quarter FY2016, conduct an

annual content analysis for one week each year, to

determine usage of the brand with City departments.

46

STRATEGY:Find key, cost effective places for advertising that

highlight the brand.

• Create a PSA billboard campaign showcasing the

brand.

• Create a 15 second, 30 second and 45 second

video PSA of the brand to be used internally and

by partner organizations.

Measures:• Place four different PSA billboards a year.

• By the end of FY2015, develop and launch video

PSAs to play on MyArlingtonTV, at sporting

events, UT Arlington and Movie in the Park

showings.

• Start showing the main brand video at all

employee orientations.

• Show brand chapters each month at Employee

Anniversary Breakfasts.

• Integrate brand messaging into major video

projects.

Objective: Brand Partnerships Utilize City of Arlington partner organizations to build awareness and buy-in for the City’s brand.

47

STRATEGY:Continue regular communication with the ALIGN

Committee (a group that is made up of representatives

from all of the major brands in Arlington) and provide

opportunities for them to ALIGN with the brand.

• Provide continuous communication with the

ALIGN Committee and other partner organiza-

tions.

• Put together a quarterly brand update to send to

partner agencies.

• Shoot American Dream City brand stories that

showcase the individuals, achievements and/or

initiatives of the City’s partners.

• Provide an annual report on branding efforts to

City Council and management.

Measures:• Host meetings for the ALIGN Committee as

needed.

• Send four brand updates a year to the ALIGN

Committee.

• By the end of 2015, release a video that features

a story from each brand partner.

• Annual report presented at the end of each

fiscal year.

Objective: Brand ProjectsIn an effort to build the brand identity and awareness, host events that showcase the City’s brand and the brands of the

City’s partner organizations.

STRATEGY:Develop communication tools that can be used by

Arlington realtors to educate prospective residents about

the City’s brand and amenities.

• Create a “Live in Arlington” webpage and social

media accounts.

• Create a welcome gift for new residents to

highlight the City’s brand.

Measures:• “Live in Arlington” webpage and social

media accounts launch in August 2015 and

communicated to the Arlington Board of

Realtors.

• Start to distribute the welcome gift by the end of

FY2015.

• Create a communication network to relay regular

information to Arlington realtors.

STRATEGY:Build events that can highlight the brand to diverse

audiences across the city and to visitors.

48

• Launch a 5K run to showcase the brand.

• Develop an American Dream City Scholarship

Program that will assist Arlington students

achieve their educational/career dreams.

• Develop a public art program to showcase

the brand across the Cultural Arts District,

Downtown and the Entertainment District.

• Integrate the City’s brand into Arlington’s Annual

July 4th Parade.

Measures:• Find a partner agency to create the “American

Dream City 5K.”

• Launch and market the American Dream

City 5K in April 2015 with a goal of 2,000

participants in its first year.

• Partner with the AISD Foundation, AISD and

the Arlington Tomorrow Foundation to create

the “American Dream City Scholarship Program,”

to be launched in Aug. 2015.

• Secure money to fund the “American Dream City

Scholarship Program” for five years.

• Partner with the Arlington Museum of Art to

create and launch the public art program with a

target launch date of Aug. 2015.

• Coordinate with the Arlington July 4th

Committee to use The American Dream City as

its theme for the 2015 parade and that the brand

is integrated in future parades.

• Provide promotional materials and signage about

the brand along the July 4th parade.

GOAL #3: LIVE THE BRAND continued

Goal #4: BRING IT TO LIFEUse video technology, storytelling and MyArlingtonTV, the City’s cable channel, to ensure the best possible messaging

and presentation for City business, projects and facilities.

50

“Sometimes reality is too complex. Stories give

it form.”—Jean Luc Godard, Film

Director, Screenwriter

Objective: Video Storytelling Increase the amount of video content on the City’s various communication platforms to better inform Arlington

residents about City business and activities.

STRATEGY:Develop more diverse and higher quality video

content from strategic City departments and the

Office of Communications.

• Purchase video equipment for select City

departments to use, tied to the amount of

content they provide for the Cable Channel

and social media.

• Provide multiple editing platforms in the

City’s Media Center for staff, departments,

interns and freelancers and provide equipment

training.

• Focus on the creation of shorter news and

feature videos that are geared for social media.

Measures:• Purchase additional video equipment for

department use (as needed) by the end of the

3rd Quarter of FY2015.

• Create an editorial calendar for video content

that is produced by various departments to

ensure appropriate usage of the provided

equipment with a goal of one original video

story from each participating department a

month.

• Provide a fully functioning Media Center with

video editing capabilities by March 2015.

• Three members of the Office of

Communications trained in Adobe Premier

by Jan. 2016.

• Provide a video editing course for department

representatives in the first quarter of FY2016.

51

STRATEGY:Create a streamlined process for major video projects

to ensure the best storytelling, effectiveness, branding,

coordinated workflow and return on investment.

• Create an annual strategy to coordinate the

themes of the City’s major videos including State

of the City and Budget.

• For major projects, increase the use of graphics

and the studio in storytelling.

Measures:• By October 2015, build a calendar to coordinate

major projects.

• By October 2015, develop yearly video strategy

for major projects.

• Provide graphics training to optimize graphic

usage in major videos.

Objective: Cable Channel Programming Enhance the amount and quality of original programming on MyArlingtonTV to better inform stakeholders and grow

our viewing audience.

52

STRATEGY:Utilize the City’s broadcast studio and other tools to

create original programming to better communicate City

news and initiatives.

• Provide a fully functioning studio and train staff

on how to use it.

• Develop original programming that showcases

the City’s priorities, projects and news.

Measures:• Complete studio project by the end of the first

quarter of FY2015.

• Conduct training session with OOC staff in Jan.

2015 and periodically as needed.

GOAL #4: BRING IT TO LIFE continued

• Feb. 2015, launch “Weekend Buzz,” a weekly

entertainment/information show with content

generated from City of Arlington partners and

our weekly written version of “Weekend Buzz.”

• March 2015, launch “MyArlingtonTV News” a

weekly news show with content generated from

the stories posted to MyArlingtonTX.com.

• April 2015, launch “Ask Arlington” featuring City

leaders and employees answering resident ques-

tions about current City projects, programs and

current events.

• Create other programming as warranted, with a

goal of launching two new shows each fiscal year.

STRATEGY:Support our City departments and partners by opening

the studio for their use to create original content that can

also air on MyArlingtonTV.

• Assist each strategic department in the creation

of one show that can be shot in the studio

highlighting the work/programs of their

department.

• Create a usage plan for the studio to include

Office of Communication programming and use/

needs of other City departments and partner

organizations.

• Train strategic staff on the use of the studio and

its equipment.

Measures:• Air original programming produced in studio by

each strategic department (Police, Fire, Water,

Library and Parks) by December 2015.

• Complete usage plan by the end of the 2nd

Quarter of FY2015.

• Conduct training with key department staff by

April 2015.

STRATEGY:Improve the quality of the content of the programming

provided on MyArlingtonTV.

• Launch the City’s WeatherBug cameras and

weather station on MyArlingtonTV.

• Enhance the content and presentation of

information on MyArlingtonTV’s Bulletin

Board.

• Maintain current relationships and build new

relationship with City partners to provide

additional local video content.

• Market and promote MyArlingtonTV

programming on social media, the City’s website

and in other venues.

• Create a video PSA highlighting the content

upgrades/options on MyArlingtonTV.

Measures:• Launch WeatherBug by March 2015 and brand

with Arlington’s logo and colors by end of

FY2015.

• Ensure all slides are properly branded and

updated on a regular basis by Jan. 2015.

• Provide outside, local programming from five

different City partners on a regular basis.

• See a 10% improvement in the quality of

MyArlingtonTV on the City’s annual Citizen’s

Satisfaction Survey.

• Shoot and launch MyArlingtonTV promo by the

end of FY2015.

53

Objective: Infrastructure Upgrades Upgrade the facilities and equipment to provide better live programming and more reliable technical quality.

54

STRATEGY:Provide a consistently reliable feed of MyArlingtonTV

on Time Warner and AT&T Uverse.

• Upgrade the server to provide better picture

quality and ensure continuous on-air

programming.

• Lobby Time Warner and AT&T Uverse for high

definition output.

• Purchase a new digital switcher for the main

control room to enable digital programming.

• Create a Standard Operating Procedure (SOP)

for the City’s control rooms.

• Create a troubleshooting guide for Granicus to

be used by the City Secretary’s Office, Office of

Communication and Information Technology

(IT) to ensure the best possible functioning of

the City’s voting and online video system.

Measures:• Install a new video server and have the

equipment in place by the end of the 3rd Quarter

of FY2015.

• Purchase and install a switcher and digital

router to have digital programming by the end of

FY2015.

• Meet with the cable provider lobbyists by the end

of FY2015 to discuss options to transition to

high definition.

• Control Room Standard Operating Procedure

finished by the end of FY2015.

• Granicus Troubleshooting Guide finished by end

of FY2015.

STRATEGY:Improve the quality of all live public meetings broadcast

by the City through enhanced technology, renovated

spaces and improved A/V.

• Provide assistance, funding and oversight for

the renovation and construction of the City

Council Briefing Room (CBR) to provide a more

professional setting for live broadcasts.

• Provide guidance and assistance in the design

process for a new City Council chamber.

• Determine the best, most user-friendly A/V

system for a new City Council chamber and have

it installed during construction of the chamber.

• Upgrade hearing impaired equipment in the City

Council Chamber and Council Briefing Room.

• Hire a full time technical director to manage the

live operations of the Council Briefing Room,

City Council Chamber and Broadcast Studio.

Measures:• By August 2015, renovate the City Council

Briefing Room (CBR) to include a more

professional setting, improved lighting and

presentation displays, and upgraded A/V.

• By FY2017, upgrade all A/V and lighting for the

new City Council Chamber.

• Upgrade hearing impaired equipment by August

2015 in the CBR and by FY2017 in the new City

Council Chamber.

• By FY2017, create position job description,

secure funding and hire new technical director.

GOAL #4: BRING IT TO LIFE continued

56

Goal #5: DO IT TOGETHERLeverage internal and external partnerships and build new partnerships to foster greater

awareness of City of Arlington programs, information and projects.

“Alone we can do so little, together we can do

so much.”—Helen Keller, Author, Lecturer

and Political Activist

Objective: OOC Resources To better coordinate messaging, establish the Office of Communication as the primary resource for communication for

the organization, including marketing, graphic design and media relations.

STRATEGY:Improve marketing materials and graphics by streamlining the process in which departments request assistance from the Office of Communications (OOC) for communication materials.

• Create a “Project Form” to define projects, ensure appropriate branding, manage work flow and track return on investment.

• Ensure the brand is effectively integrated into pieces that the Office of Communications develops for City departments.

Measures:• Implement the “Project Form” by May 2015 and

ensure 100% compliance by July 2015. • Conduct an annual content analysis to ensure

the brand is appropriately incorporated into publications and graphics produced by OOC

75% of the time.

57

STRATEGY:Identify and train City of Arlington executives and employees for media interviews and on-camera appearances.

• Develop and provide a media training course for City executives and employees.

• Create a Media Relations handout to be included in the Communications Manual and to be distributed to key personnel.

Measures:• Train at least 10 executives and two departments

a year in interview techniques and media relations.

• Complete Media Relations handout by April

2015.

Objective: Emergency CommunicationsOffice of Communications will work closely with the Office of Emergency Management (OEM) to provide the most

up-to-date information possible during an emergency.

STRATEGY:Ensure there is an updated emergency communications strategy to help communicate to the public during an emergency and that staff is trained in how to implement it.

• In coordination with the OEM, update the Emergency Communications section of the City’s Communications Manual.

• Create internal and external emergency communications training opportunities for key staff and leaders.

Measures:• In FY2016, update the Emergency

Communications Plan. • In 3rd Quarter FY2015, shoot a training video on

how to handle media relations during a natural disaster.

• In each fiscal year, provide a training course to OOC staff and other key City personnel on emergency communications.

• Rotate OOC staff through the EOC during

emergency to provide cross training opportunities.

Objective: Internal CommunicationsDevelop ways to effectively communicate with City of Arlington employees.

STRATEGY:Update and improve current channels of communication

with City of Arlington employees to better inform them

of City projects and news.

• Conduct a communications survey to measure

the effectiveness of the current communication

tools, how people gather their information and

desires for improvements to communication.

• Provide assistance to Information Technology

Department in the redesign of the City’s portal.

• Hire an internal communications coordinator to

oversee all internal communications.

Measures:• Create and implement communications survey in

FY2016.

• Participate in Portal redesign, to launch in

FY2016.

• By FY2017, create position job description,

secure funding and hire new internal communi-

cations coordinator.

58

STRATEGY:Set a benchmark for all public presentations to internal

stakeholders.

• Create multiple branded templates for Power-

Point presentations to be used by all depart-

ments.

• Review all PowerPoint presentations before they

are made to City Council.

• Train select staff in the creation of meaningful

PowerPoint presentations that are rich in data,

easily understood and visually stimulating.

Measures:• Create four different, branded PowerPoint

presentations by the end of the 3rd Quarter of

FY2015.

• Set up internal review process for City Council

presentations, to begin in FY2015.

• Create and deliver presentation training seminar

in FY2015.

GOAL #5: do it together continued

goal #6: NEVER STOP LEARNINGImprove and hone the work flow, capability, leadership and creativity of each member of the Office of

Communication team through added training, recognition and team building.

“Intellectual growth should commence at birth and cease only at death.”

—Albert Einstein, Nobel Prize Winner, Theoretical Physicist

60

61

Objective: Training Provide training opportunities in the region, state and nationally for staff to build leadership skills, expand their

network and stay current on communications technology and trends.

STRATEGY:Diversify the professional training opportunities

provided to staff to ensure a greater base of learning and

experiences.

• Encourage staff to take advantage of outside

leadership training and higher education learning

opportunities annually.

• Ensure staff members are aware of internal

leadership and training opportunities to

strengthen their knowledge of city government

and build relationships with colleagues.

Measures:• Send at least three staff members to different

state and national conferences in FY2015.

• Graduation from the TCU Communicator

Program in August 2015 for the Marketing

Communications Manager.

• Have at least two staff members participate

in outside training programs like Leadership

Arlington every year.

• Have at least five staff members participate in

programs like the Arlington Executive Education

Program, Arlington Lunch and Learn Series,

Purchasing Seminars, the Supervisor Series and

other City of Arlington training programs every

year.

• Incorporate training requirements into the

annual reviews of OOC staff.

STRATEGY:Provide the necessary equipment and technical training

for staff to effectively accomplish their jobs.

• Provide necessary computer hardware/software

and A/V equipment and editing software to

develop quality content and improve work flow.

• Purchase two more video “go-bags” and one more

still-camera to increase the number of staff,

interns and freelancers who can shoot video and

train them on the usage of this equipment.

• Provide a video photography and editing training

for staff and freelancers.

Measures:• Install AdobePremier on 50% of OOC

computers by the end of 1st Quarter FY2015.

• Equipment purchased by end of 3rd Quarter

FY2015.

• Handout created and distributed by end of 3rd

Quarter FY2015.

• Video shooting/editing training course

conducted by end of 3rd Quarter FY2015.

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Objective: Recognition Ensure staff achievements are recognized internally, to the broader organization and to the community when

appropriate.

STRATEGY:Invest in award submissions for the top projects

completed by the Office of Communication.

• Compete in local, statewide and national

competitions annually to highlight the best

projects from the Office of Communications

• Broaden the submissions to competitions by

including the communications/marketing efforts

of other City of Arlington departments.

Measures:• Enter TAMIO, 3CMA and other competitions

annually with a goal of winning at least three

awards each year.

• Reach out to strategic departments to start

including their top work in competition

submissions starting in FY 2015 and continuing

annually.

STRATEGY:Provide internal awards annually and other recognitions

when appropriate for top performing employees.

• Present staff with Management Resources

Awards for outstanding performance.

• Provide recognition in email and in meetings

recognizing staff contributions.

Measures:• Hand out Management Resources Awards

annually at the 3rd Quarter department meeting.

• Send recognition emails to staff and managers

about outstanding work.

goal #6: NEVER STOP LEARNING continued

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Objective: Intern ProgramProvide internship opportunities to college students to better their education, broaden their understanding of the work

happening in Arlington and provide additional support to the Office of Communication.

STRATEGY:Work with area universities to recruit up to five interns a

semester to work in marketing, broadcasting and report-

ing for the Office of Communications.

• Update and distribute intern job descriptions to

area universities.

• Attend intern job fairs at area universities.

Measures:• Provide job description to area universities two

month before each semester.

• Attend job fairs at TCU and UT Arlington

annually.

• Enroll a minimum of three interns a semester in

the program.

STRATEGY:Provide a robust learning opportunity for the participat-

ing interns.

• Complete the Media Center in the Office of

Communications to provide multiple work sta-

tions and formats for editing video.

• Provide a mentor program, where the interns are

assigned to specific staff members to broaden

their understanding of communications in in a

real world setting.

• Provide opportunities for the interns’ work to

be utilized in a way that can assist them in their

educational/career goals.

Measures:• By April 2015, have five work stations installed

and operational in the Media Center.

• By April 2015, provide editing capabilities on

three different platforms, including Adobe

Premier, AVID and FinalCut Pro and provide

training on how to use them.

• By August 2015, implement the Intern Mentor

Program.

• Assign all interns work that can be aired on

MyArlingtonTV, published on ArlingtonTX.com

or used in internal and/or external marketing

campaigns.

City of Arlington Office of Communication 2015 Strategic Plan

office of communication strategic communications plan

Documents