COUNTY OF SAN MATEO

Inter-Departmental Correspondence

COUNTY MANAGER’S OFFICE

DATE:

March 19, 2007

BOARD MEETING DATE:

March 27, 2007

SPECIAL NOTICE/HEARING:

None

VOTE REQUIRED:

Majority

TO:

Honorable Board of Supervisors

FROM:

John L. Maltbie, County Manager

SUBJECT:

Internal and External County Communications Task Force Final Recommendations

RECOMMENDATION:

Accept the Final Communication Task Force Recommendations

VISION ALIGNMENT:

Commitment: Responsive, effective and collaborative government.

Goal 20: Government decisions are based on careful consideration of future impact, rather than temporary relief or immediate gain.

BACKGROUND:

In March 2006, the final County Reorganization included seven specific recommendations to improve County communications. Over the past six months the Internal and External County Communications Task Forces met to make recommendations on ways to improve communications. Three areas for improvement were identified: (1) enhance, but simplify access to County information on the web; (2) develop, adopt and implement a formal communication policy and process to ensure crisp and consistent messaging, look and feel of County information; and (3) grow organizational leadership to ensure timely flow of information and encourage departmental collaboration.

DISCUSSION:

In addition to meeting over the past six months, the two task forces came together to conduct a “best practices” session, work as a subcommittee on web issues, and conduct surveys to web users, department heads and county employees to determine unmet communication needs.

The special meeting of the two task forces on “best practices” provided insightful presentations from Gwen Mitchell, Office of Public Affairs, Santa Clara County; David Arrington, Associate Director, Corporate Relations Genetech, Inc.; and Mike McCarron, Director, Community Affairs, San Francisco International Airport. Leaders in their field, the best practices session provided a more in-depth look at communications standards for complex organizations, covering all facets of communications including crisis communications, effective internal communications, and the need for and challenges to developing a consistent message for multi-purpose organization. An additional session was conducted on the value of public agency identity projects and the use of branding. Finally, both task forces conducted surveys to determine unmet need and desired outcomes, which resulted in formation of a web subcommittee to more thoroughly review online improvements.

SUMMARY OF TASK FORCE RECOMMENDATIONS:

External County Communications Task Force

Guiding principle: effective external county communication needs reflect the mission, vision, values, beliefs and goals through a consistent message to enhance the identity of the organization with residents and stakeholders; information needs to be easily accessible, current and accurate.

External Communications Task Force priority recommendations:

• Shift the County’s internet focus from department-based to customer-driven, that facilitates easy access (“clickable”) to services using common language and recognizable icons and inclusive of a current service directory;

• Improve search capability on the web;

• Ensure translation of all county communication collateral, particularly critical information on the web in Spanish, Chinese and Tagalog reflective of cultural competence;

• Develop a communication policy and process to ensure county message is distinctive, consistent and comprehensive through an identity project;

• Adopt a “style guide” and templates for County collateral and correspondence;

ü Consistent web presence for board and commission information;

• Establish an ongoing County Communication Committee inclusive of all department to assist in developing annual communication plan;

• Children’s web page and materials;

ü Develop a County video;

• Informational kiosks placed throughout the county;

• Establish a countywide public affairs association with public and private participation; and

ü Create a central County photo and video library, with a professional photographer on retainer to capture significant County events.

Identity Project

As part of the County’s “visioning project,” develop a cohesive county culture message and identity that embodies the San Mateo County vision, mission, values and beliefs. Establish a compelling community “identity,” which reflects the County’s culture of performance, innovation, accountability, and responsiveness to set a standard expectation of excellence and ensure the County is recognized and distinguished for that standard.

Web Master

Establish a year-long pilot project in the County Manager’s Office to assist in implementing the required improvements to the County’s online web presence. The pilot project would require one existing ISD employee designated as “webmaster” to ensure timely and coordinated improvements to the web.

Internal County Communications Task Force

Guiding principle: effective employee-directed communications need to come from the top of the organization; be consistent; providing opportunities for two-way dialogue and considered integral to effective operations.

Internal County Communications Task Force priority recommendations:

ü Establish a permanent county Communications committee with inclusive department participation;

ü Redesign new employee welcome and employee introduction to services and programs;

ü Coordinate current department newsletters and develop a quarterly employee “newsletter;”

• Periodic “splash screen” announcements and email notices from County Manager;

ü Create online employee directory;

• Conduct and report on periodic county employees surveys on key issues;

ü Online directory of department strategic plans;

• Online County calendar tool for County sponsored events to ensure broad, inclusive and coordinate participation;

ü Establish press release template and policy

ü Provide regular training for all levels of the organization to improve both internal and external communications.

County Manager’s Communication Program

Develop and support opportunities for greater communication among and between department, such as “Town Hall Budget Meetings” and a County Manager’s newsletter. As part of this recommendation, a County Manager’s Annual Innovation Conference is planned for Fall 2007. It will be conducted as a daylong, off-site conference/retreat with participation from each department to spot light lessons learned from innovative and collaborative County efforts.

• Recommendation in progress

ü Recommendation acted on

FISCAL IMPACT:

Estimated total cost to implement proposed recommendations is $351,500.