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Communications transition report   final edits (1) Communications transition report final edits (1) Document Transcript

  • Communications Report Strategic Vision By embracing a modern, effective communications plan, Jersey City can position itself as a world-class mid-sized city – one that uses both traditional channels and timely technology (including social media and the web) to give residents, business people, and visitors access to information when and where they need it. Additionally, the city will “re-brand” itself as a safe and supportive place to live, work and visit. Executive Summary While Jersey City government lags behind in many fundamental areas of communication, some successful systems and practices are solidly in place. This provides the new Administration an opportunity to make meaningful short- and mid-term advances, with focused efforts aiming to: Build communication leadership in city government A relatively simple restructuring of the Mayor’s Office of Communications – along with modest, budget-appropriate staff increase as needed – will make the city more responsive to traditional and newer media, as well as unite departments and agencies in a more cohesive message. Engage residents with their city The city will connect with more residents by communicating across a broader range of social media channels, expanding the number of city services available online, and initiating conversation with key community spokespeople. Promote Jersey City as a tourist, cultural and commercial destination Jersey City should receive a focused “rebranding” effort in the areas of tourism, business, cultural identity, and responsiveness to residents. Better utilize technology that facilitates communication Broadened and improved use of web-based and social-media communications can make the city much more user-friendly to residents and businesses. General communication landscape Research into the general landscape shows that traditional means of communication are on the decline. Fewer people get their news from newspapers, turning instead to web-based news sources, blogs and social media. Reliance on "landline" telephones has also declined, with mobile usage rising both for calls and internet access. Websites are increasingly crucial ways to inform, create efficiencies and engage audiences. Facebook, for example, had 1,100,000,000 users as of March 2013 –with 156,000,000 members in the United States alone., or about 70 percent of all U.S. Internet users. Jersey City government
  • has fundamental social media systems already in place - including a Facebook page and Twitter account - but they need expansion. Additionally: • Mobile by total population - In the US, 79% of the population uses the internet. • Mobile by Race/Ethnicity – Roughly two-thirds of black and Latino cell owners go online using their mobile phones, compared with half of whites. • Mobile by location - 77% of mobile searches take place at home or work (places likely to have a PC available to them), only 17% on-the-go. Communication trends in government Meanwhile, municipalities worldwide are working to provide information in multiple formats, new ways for users to submit requests or complaints, and to enhance overall dialogue between government and citizens. Obstacles to Good Communication with Citizens Local government has been handicapped by declining citizen confidence and decreased civic involvement. Opinion polls and a growing docket of initiatives signal citizens’ belief that government officials neither listen to them nor believe they have significant influence on community decisions. This discontent is partly a reflection of the failure of local governments to communicate well with its citizens. Much of the contact that citizens have with their government is related to the services they receive. A greater level of responsiveness will increase the level to which people value their local government. Studies show that cities nationwide need to communicate more effectively about the value of government and its services and programs. A national survey conducted for the Council for Excellence in Government found that, while, nine out of 10 respondents could cite examples of the "biggest problems" with government, 42 percent could not name a success. Strategies for Reconnecting Citizens with Government Cities benefit from establishing multiple communication channels for citizens to engage in conversation with government, rather than receiving one-way contact from government. The best-supported government policies result from collaborative efforts among government, citizens, stakeholders, and the civic and religious organizations. Government must communicate regularly with community organizations and engage and listen to citizens and key stakeholders. Citizens will be more inclined to become involved if they believe that their efforts can make a difference. The most effective community involvement programs use a combination of approaches to reach a cross section of citizens. A rapidly changing world – and equally rapidly changing technology
  • – offers local governments ever quicker and more cost-effective ways to disseminate information, provide services, and receive feedback. Other cities have made effective use of open houses, block parties, keynote speakers, microsites (for adults and kids), social media, mobile sites, mobile apps, email notification, cable TV, citizen academies, staff training, and other approaches for providing information and starting conversations. Local governments are trying new approaches to make it easier for citizens to express their opinions and for local officials to understand citizen needs. More open ways for the city to receive complaints and requests from the people living in them will make government more responsive and efficient. Cities and counties can use data from multi-channel contact centers to identify high complaint areas, specific needs for workload and resource allocation, trends in business processes, customer communication requirements, and government effectiveness and timeliness in addressing problems. Internal analysis Jersey City residents and business owners do not know all of the communications channels currently available, nor do they feel they are getting all of the information they need from those channels. Additionally, the channels available are one-way and are not responsive. The City of Jersey City needs to improve the residents' experience of communicating with the City (in person, over the phone, on the website, via social media) and grow and diversify its media platforms, including increasing social media channels. To improve residents' experience of communicating there needs to be a restructuring within the City's Communications Office. In particular, there is a need for additional public relations professionals and social media and website professionals. The City needs to create a robust media operation that includes a press operation with defined roles for each staff member. (See attached org charts in Appendix.) Training and continuing analysis of technology and communications trends is also necessary. Police Department communications with both the press and the public are frequently untimely, outdated, and ineffective, as well as reactionary rather than proactive. As a result, the City needs to consider the creation of a Public Safety Public Information Office - similar to that of other cities its size - to improve the dissemination of police information on a timely basis. The Police Department press office also needs to work with community groups, develop website and social media content, and educate residents and businesses about proactive safety measures. Perhaps at no other time than during emergencies does effective communication matter. During Hurricane Sandy, residents felt there was a lack of communication from the City. They instead turned to other cities (Hoboken) or to commercial sites (PSE&G). The City clearly needs to improve communications strategies around emergency situations such as hurricanes and other natural or manmade disasters. A dedicated Office of Emergency Management public information officer would help improve this situation. Based on input from the community, we have found that many residents either don't know about the media channels the city employs or do not feel they are getting the information needed or wanted via those channels.
  • The Transition’s survey found that more than 50 percent of the nearly 700 respondents did not know that the City has a Facebook page, 70 percent did not know the City had a Twitter page, and 90 percent were aware that the City has a website. Most respondents would prefer to communicate with the City via email (followed by website, social media, and then phone). Many people responded that they would like to be able to access services - order parking and building permits, for example – online and would like to see an updated website and increased in social media. Community Feedback Community feedback on communications was received in a variety of ways including at the public transition meetings; and in a survey shared online, on social medial and published by the Jersey Journal. The following survey results are also supported by information garnered at the public transition meetings. Resident satisfaction with their last 3 interactions with the city • • • The majority, 55% of residents, rated their satisfaction as worse than “all right” 26% of residents rated their satisfaction as just “all right” Only 19% of residents rated their satisfaction as better than “all right” Resident understanding of technology the city uses to communicate • • Most residents know that there is a website Far fewer residents know there is a Facebook and Twitter feed Actual vs. desired ways residents communicate with the city The largest numbers of residents want to get information by email, followed by website and social media, but there is a gap between how they want to get information and how they actually get information. The city performs best at the phone and in person, but there are still ample opportunities to improve those channels’ performance.
  • What drives the gap in how people want to communicate with the city versus their use of that communication channel? Based on discussions with residents in public hearings and in follow ups to the survey, three factors contribute to the problem: • lack of response from city government to inquiries through the channel; • lack of quality information delivered through the channel; • lack of knowledge that the communication channel existed. Recommendations We have identified four major categories and highlighted both short-term actions (“Quick Wins”) and strategic recommendations to improve communications. Build communication leadership in city government Quick Wins: • Restructure Mayor’s Communications Office.
  • • Develop an internal communications protocol for employees (e.g. all employees must use and respond to email) Strategic Initiatives: • Identify key spokespeople in the city (and outside of city government as appropriate) and offer senior management media training • In conjunction with each department, develop an external communication plan to facilitate knowledge sharing with constituents • Develop an internal communications plan to facilitate knowledge sharing across departments Engage Residents with their city Quick Wins: • Establish monthly or bi-monthly community forums (similar to transition community meetings) in each ward to hear directly from the residents • Establish regular/weekly office hours for Mayor and City Council members • Create a Public Safety Public Information Office (envisioned above) to (as part of its mandate) engage with community groups on public safety issues Strategic: • Constituent conversation will also benefit from improvement of such traditional (though sometimes less effective) service-access methods as telephone, email and walk-ins.
  • • Volunteer clearing house for grassroots involvement in government services Promote Jersey City as a tourist, cultural and commercial destination Quick Wins: • Establish tourist-oriented web pages • Initiate a tourism marketing campaign & a business development campaign in collaboration with appropriate city departments and agencies • Provide information and tools online for small businesses Strategic: • Rebrand Jersey City • Partner with HC Chamber of Commerce and NJ Division of Travel and Tourism on outreach to businesses and residents • Partner with city attractions like State of Liberty, Loew's, Barrow Mansion etc. to leverage the city's importance as a metropolitan area destination. Better utilize technology that facilitates communication Quick Wins: • Revamp content on website on a department by department basis • Adopt social listening tools to keep its attention on relevant social media (e.g. Facebook, Twitter, the blogosphere, message boards and on-line news portals). • Create a City of Jersey City “YouTube” channel with video from council meetings, city events and press conferences, as well as mayoral blog • Promote existence of existing social media channels • Expand social media channels to include Instagram, tumblr, Flickr, and Pinterest Strategic Initiatives: • Bringing technology that supports communications into the 21st Century • Redesign city website • Explore constituent feedback and communication services (e.g. 311, email, text, SeeClick-Fix, etc.) Appendix Successful Examples: FAQ microsite http://answers.honolulu.gov Social media: https://twitter.com/austintexasgov (Austin was recognized for its creativity with Twitter, including live-tweeting of Council meetings and events, and its ability to use humorous language to engage and provide information to residents) Special event: http://austintexas.gov/imagineaustin
  • Mobile apps: http://www.calgary.ca/CS/CSC/Pages/Mobile-Apps.aspx?redirect=/mobileapps Tourism mobile app: http://www.visitoslo.com/en/oslo/apps/ Civic group: http://www.openaccessphilly.com Feedback Examples: 1. Since launching SpeakUpAustin! (http://speakupaustin.org), productive two-way community engagement has surged. Austin has engaged more than 1,100 citizens, generated 424 ideas, put 50 ideas into action and fully implemented 18 of them. Also, by fully integrating their online forum with traditional civic engagement channels, they have been able to attract more than 10,000 citizens to participate in City Planning efforts. 2. Boston’s multi-channel contact center handles 94.9 percent of the more than 260,000 annual calls to the city and, in 2011, answered 98.65 percent of calls within 30 seconds. The city also engages residents using social media and a new live online chat service, so they can become the “eyes and ears” of the city. Through the “Citizen Connect” mobile app, residents report problems and submit service requests to the call center, online and through mobile phones, using a downloadable smartphone application with texting or tweeting. Case Study: Digital communication during an emergency - Ocean City, MD Ocean City, MD leveraged digital communications to keep its citizens safe and informed during Hurricane Sandy - http://govdelivery.com/pdfs/SS_Ocean_city.pdf Citations: Smith, Aaron. Cell Internet Use 2012. Pew Research, June 26, 2012. (Accessed: June 14, 2013). . Meeker, Mary, and Wu, Liang. 2012 INTERNET TRENDS. KPCB, Published May 2012. http://www.kpcb.com/insights/2012-internet-trends (Accessed: June 14, 2013). Google. Mobile Search Moments. Understanding How Mobile Drives Conversion. Published March 2013. http://www.google.com/think/research-studies/creating-moments-thatmatter.html (Accessed: June 14, 2013). Digital Government. Center for Digital Government, Digital Counties and Digital Cities Survey, Best Practice Guide for Local Government, compiled by Paul Cosgrave, Senior Fellow for the Center for Digital Government, and edited by Todd Sander, Director of Digital Communities.© 2011. (Accessed: June 14, 2013). Business Monitor International, Q1 2013, United States Telecommunications Report, Includes 5 Year Forecasts to 2017 Monmouth University, Polling Institute and Graduate Program in Public Policy. NEW JERSEY E-GOVERNMENT: BEST PRACTICES FOR MUNICIPAL WEBSITES. http://www.monmouth.edu/assets/0/84/159/2147483694/4fd02537-cd3c-4ff3-9a91f52ba3d49f65.pdf (Accessed: June 14, 2013).