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HomeMy WebLinkAboutKane_Agreement_2023_Communications_Plan_3-27-23I:\Engineering\James\Public Relations\2023\Kane Agreement_2023 Communications Plan_3-27-23.docx Page 1 of 6 AGREEMENT This AGREEMENT, made on the _____ day of ________________, 2023, by and between the CITY OF OSHKOSH, party of the first part, hereinafter referred to as CITY, and KANE COMMUNICATIONS GROUP, 250 East Wisconsin Avenue, Suite 1200, Milwaukee, WI 53202, party of the second part, hereinafter referred to as the CONSULTANT, WITNESSETH: The CITY and the CONSULTANT, for the consideration hereinafter named, enter into the following AGREEMENT for COMMUNICATIONS PLAN 2023 (PROJECT). ARTICLE I. PROJECT MANAGER A. Assignment of Project Manager. The CONSULTANT shall assign the following individual to manage the PROJECT described in this AGREEMENT: Micaela Pawlak – Senior Account Supervisor B. Changes in Project Manager. The CITY shall have the right to approve or disapprove of any proposed change from the individual named above as Project Manager. The CITY shall be provided with a resume or other information for any proposed substitute and shall be given the opportunity to interview that person prior to any proposed change. ARTICLE II. CITY REPRESENTATIVE The CITY shall assign the following individual to manage the PROJECT described in this AGREEMENT: James Rabe, P.E., CPESC – Director of Public Works ARTICLE III. SCOPE OF WORK The CONSULTANT shall provide the services as negotiated between the CITY and CONSULTANT. The CITY may make or approve changes within the general Scope of Services in this AGREEMENT. If such changes affect CONSULTANT's cost of or time required for performance of the services, an equitable adjustment will be made through an amendment to this AGREEMENT. DocuSign Envelope ID: 29BD167C-DDBC-402A-8CE7-26AE72DD851D March31st I:\Engineering\James\Public Relations\2023\Kane Agreement_2023 Communications Plan_3-27-23.docx Page 2 of 6 All reports, drawings, specifications, computer files, field data, notes, and other documents and instruments prepared by the CONSULTANT as instruments of service shall become property of the CITY upon payment for those documents by the CITY to the CONSULTANT, and shall remain the property of the CITY. ARTICLE IV. STANDARD OF CARE The standard of care applicable to CONSULTANT's services will be the degree of skill and diligence normally employed by professional consultants or consultants performing the same or similar services at the time said services are performed. CONSULTANT will re-perform any services not meeting this standard without additional compensation. ARTICLE V. CITY RESPONSIBILITIES The CITY shall furnish, at the CONSULTANT’s request, such information as is needed by the CONSULTANT to aid in the progress of the PROJECT, providing it is reasonably obtainable from City records. To prevent any unreasonable delay in the CONSULTANT’s work, the CITY will examine all reports and other documents and will make any authorizations necessary to proceed with work within a reasonable time period. ARTICLE VI. TIME OF COMPLETION The work to be performed under this AGREEMENT shall be commenced and the work completed within the time limits as negotiated between the CITY and CONSULTANT. The CONSULTANT shall perform the services under this AGREEMENT with reasonable diligence and expediency consistent with sound professional practices. The CITY agrees the CONSULTANT is not responsible for damages arising directly or indirectly from any delays for causes beyond the CONSULTANT’s control. For the purposes of this AGREEMENT, such causes include, but are not limited to, strikes or other labor disputes, severe weather disruptions or other natural disasters, failure of performance by the CITY, or discovery of any hazardous substances or differing site conditions. If the delays resulting from any such causes increase the time required by the CONSULTANT to perform its services in an orderly and efficient manner, the CONSULTANT shall be entitled to an equitable adjustment in schedule. While CONSULTANT has made reasonable efforts to incorporate into their plan for the PROJECT any known current project impacts of the COVID-19 pandemic, CONSULTANT has not accounted for, and is not responsible for, unknown future changes due to the COVID-19 pandemic, including, without limitation, additional restrictions by government agencies or others (such as the availability of the site for access or the availability of CITY or DocuSign Envelope ID: 29BD167C-DDBC-402A-8CE7-26AE72DD851D I:\Engineering\James\Public Relations\2023\Kane Agreement_2023 Communications Plan_3-27-23.docx Page 3 of 6 CONSULTANT staff or others) to the extent they delay or otherwise impact the PROJECT. In that event, CONSULTANT will notify CITY and work in good faith to equitably address any unexpected impacts therefrom. ARTICLE VII. COMPONENT PARTS OF THE AGREEMENT This AGREEMENT consists of the following component parts, all of which are as fully a part of this AGREEMENT as if herein set out verbatim, or if not attached, as if hereto attached: 1. This Instrument 2. Kane’s Scope of Work dated February 17, 2023 and attached hereto In the event any provision in any of the above component parts of this AGREEMENT conflicts with any provision in any other of the component parts, the provision in the component part first enumerated above shall govern over any other component part which follows it numerically except as may be otherwise specifically stated. ARTICLE VIII. PAYMENT A. The Agreement Sum. The CITY shall pay to the CONSULTANT for the performance of the AGREEMENT the total sum as set forth below, adjusted by any changes hereafter mutually agreed upon in writing by the parties hereto:  Time and Materials Not to Exceed $198,800 (One Hundred Ninety Eight Thousand Eight Hundred Dollars).  Attached fee schedule shall be firm for the duration of this AGREEMENT. B. Method of Payment. The CONSULTANT shall submit itemized monthly statements for services. The CITY shall pay the CONSULTANT within thirty (30) calendar days after receipt of such statement. If any statement amount is disputed, the CITY may withhold payment of such amount and shall provide to CONSULTANT a statement as to the reason(s) for withholding payment. C. Additional Costs. Costs for additional services shall be negotiated and set forth in a written amendment to this AGREEMENT executed by both parties prior to proceeding with the work covered under the subject amendment. D. Indirect Costs. Indirect costs such as computer time, printing, copying, cell phone charges, telephone charges, and equipment rental shall be considered overhead and shall not be invoiced separately to the PROJECT. DocuSign Envelope ID: 29BD167C-DDBC-402A-8CE7-26AE72DD851D I:\Engineering\James\Public Relations\2023\Kane Agreement_2023 Communications Plan_3-27-23.docx Page 4 of 6 E. Expenses. Expenses may be billed with up to a maximum of ten percent (10%) mark-up. All invoices with expenses shall include supporting documentation of the expense. Failure to include the supporting documentation will result in the reduction of payments by the amount of those expense(s) not including documentation. ARTICLE IX. STANDARD PROVISIONS The CONSULTANT agrees that, in all hiring or employment made possible by or resulting from this AGREEMENT, there will not be any discrimination against any employee or applicant for employment because of race, color, religion, sex, sexual orientation, gender identity, or national origin. ARTICLE X. HOLD HARMLESS The CONSULTANT covenants and agrees to protect and hold the City of Oshkosh harmless against all actions, claims, and demands to the proportionate extent caused by or resulting from the intentionally wrongful or negligent acts of the CONSULTANT, their agents or assigns, their employees, or their subcontractors related to the performance of this AGREEMENT or be caused or result from any violation of any law or administrative regulation, and shall indemnify the CITY for all sums including court costs, attorney fees, and damages of any kind which the CITY may be obliged or adjudged to pay on any such claims or demands upon the CITY’s written demand for indemnification or refund for those actions, claim, and demands caused by or resulting from intentional or negligent acts as specified in this Paragraph. Subject to any limitations contained in Sec. 893.80 and any similar statute of the Wisconsin Statutes, the CITY further agrees to hold CONSULTANT harmless from any and all liability, including claims, demands, losses, costs, damages, and expenses of every kind and description (including death), or damages to person or property arising out of re-use of the documents without consent where such liability is founded upon or grows out of the acts or omission of any of the officers, employees, or agents of the City of Oshkosh while acting within the scope of their employment. ARTICLE XI. INSURANCE The CONSULTANT agrees to abide by the attached City of Oshkosh Insurance Requirements. DocuSign Envelope ID: 29BD167C-DDBC-402A-8CE7-26AE72DD851D I:\Engineering\James\Public Relations\2023\Kane Agreement_2023 Communications Plan_3-27-23.docx Page 5 of 6 ARTICLE XII. TERMINATION A. For Cause. If the CONSULTANT shall fail to fulfill in timely and proper manner any of the obligations under this AGREEMENT, the CITY shall have the right to terminate this AGREEMENT by written notice to the CONSULTANT. In this event, the CONSULTANT shall be entitled to compensation for any satisfactory, usable work completed. B. For Convenience. The CITY may terminate this AGREEMENT at any time by giving written notice to the CONSULTANT no later than ten (10) calendar days before the termination date. If the CITY terminates under this Paragraph, then the CONSULTANT shall be entitled to compensation for any satisfactory work performed to the date of termination. This document and any specified attachments contain all terms and conditions of the AGREEMENT and any alteration thereto shall be invalid unless made in writing, signed by both parties and incorporated as an amendment to this AGREEMENT. ARTICLE XIII. RE-USE OF PROJECT DOCUMENTS All reports, drawings, specifications, documents, and other deliverables of CONSULTANT, whether in hard copy or in electronic form, are instruments of service for this PROJECT, whether the PROJECT is completed or not. Subject to individual review, CONSULTANT’S reports, drawings, specifications, documents, or other deliverables will generally be considered public records that are available to the public upon request. Neither the CITY nor the CONSULTANT, therefore, has control of these documents once they are disclosed as a public record. It is understood between these two (2) parties, however, that CONSULTANT does not intend to state or imply that the PROJECT documents it creates have any purpose unrelated to the PROJECT. To the extent the CITY may re-use or reference any part of the CONSULTANT’S documents or information on unrelated projects, the CITY agrees to independently verify their applicability for unrelated projects and further agrees the Standard of Care applicable to the documents for this PROJECT will not apply to their re- use or reference in unrelated projects. ARTICLE XIV. SUSPENSION, DELAY, OR INTERRUPTION OF WORK The CITY may suspend, delay, or interrupt the services of CONSULTANT for the convenience of the CITY. In such event, CONSULTANT's agreement price and schedule shall be equitably adjusted. DocuSign Envelope ID: 29BD167C-DDBC-402A-8CE7-26AE72DD851D I:\Engineering\James\Public Relations\2023\Kane Agreement_2023 Communications Plan_3-27-23.docx Page 6 of 6 ARTICLE XV. NO THIRD-PARTY BENEFICIARIES This AGREEMENT gives no rights or benefits to anyone other than the CITY and CONSULTANT and has no third-party beneficiaries. In the Presence of: CONSULTANT ____________________________ By: _____________________________ ____________________________ Kimberly Kane (Seal of CONSULTANT President and CEO if a Corporation) By: _____________________________ _____________________________ (Specify Title) CITY OF OSHKOSH _____________________________ By: _____________________________ (Witness) Mark A. Rohloff, City Manager _____________________________ And: _____________________________ (Witness) Jessi L. Balcom, City Clerk APPROVED: I hereby certify that the necessary provisions have been made to pay the liability which will accrue under this AGREEMENT. _____________________________ City Attorney ___________________________________ City Comptroller DocuSign Envelope ID: 29BD167C-DDBC-402A-8CE7-26AE72DD851D City of Oshkosh Department of Public Works Communications Plan 2023 February 17, 2023 DocuSign Envelope ID: 29BD167C-DDBC-402A-8CE7-26AE72DD851D TABLE OF CONTENTS Situation Overview 3 Key Audiences 4 Vision, Goals and Objectives 5 Strategies 6 Integrated Content Strategy 7 Content Calendar Template 9 Social Media Strategy 10 Digital Strategy 13 Crisis Communications Strategy 16 In-Language Strategy 19 Translation Grid Template 21 Collateral Strategy 22 Collateral Template 24 Technical Glossaries Strategy 25 Technical Glossary Template 26 Media Strategy 27 2024 Planning Strategy 28 Evaluation 29 Timeline 30 Kane Communications Group Page 2 DocuSign Envelope ID: 29BD167C-DDBC-402A-8CE7-26AE72DD851D Situation Overview Background The City of Oshkosh Department of Public Works (the Department) generates a large amount of information on an array of topics that impact residents and stakeholders. Some content is strictly informative, while other outreach requires resident action, and still other information is required by regulatory agencies. Examples include construction projects that impact traffic, upgrades to the Wastewater Treatment Plant, inspections to determine if homes have lead water services, and ongoing communications about emerging contaminants and their impact on water drinking systems. Currently, the Department does not have an individual or a team dedicated to strategic communications, public outreach and public relations. To service ongoing communications needs, the Department works with Oshkosh Media, the City television and radio media service, to inform the general public. Oshkosh Media has a small team of three persons, including the Citywide Communications Coordinator, and together this team is responsible for fulfilling all of the City’s communications requirements, including the Department’s communications requirements. Process In December 2022, Kane Communications Group concluded the first portion of the Intelligent Start research and intelligence gathering process, culminating in the Findings Report.The following strategies are driven by the insights we obtained while answering the following questions: ●What is the Department already doing well? ●Where are there opportunities to improve and optimize existing processes? ●What are the current impressions of the Department by residents, members of the media and other stakeholders such as neighborhood association leaders? ●Where are there opportunities to introduce new practices to improve strategic communication? Kane Communications Group Page 3 DocuSign Envelope ID: 29BD167C-DDBC-402A-8CE7-26AE72DD851D Key Audiences External ●Oshkosh residents and property owners ●Oshkosh business owners ●Travelers to and through Oshkosh ●Local and regional media ●Oshkosh Neighborhood Associations ●Elected officials ●Partners from regulatory agencies, county and state government Internal ●Department divisions ●Other city departments ●Oshkosh Media Kane Communications Group Page 4 DocuSign Envelope ID: 29BD167C-DDBC-402A-8CE7-26AE72DD851D Vision, Goals and Objectives Communications Vision Create a well-informed public who is engaged with and aware of Department matters that affect them. Communications Goals ●Demonstrate the value of the Department’s current services. ●Achieve the degree of public engagement required to achieve Department deliverables and fulfill regulatory requirements. ●Optimize current Department communications and increase ease of access to Department-specific information. ●Increase storytelling of Department efforts before, during and after projects, with a focus on celebrating successes and completions. These goals tie into the Department’s overall business goal of supporting the City of Oshkosh Strategic Plan including improving and maintaining City of Oshkosh infrastructure and strengthening neighborhoods. 2023 Communications Objectives ●Create and execute integrated content according to an established content calendar. ●Launch the Department’s official social media presence. ●Increase the number of total residents who signed up to receive Department emails by more than 100%; or from approximately 450 in December 2022 to 1000 in December 2023. ●Establish and introduce initial standard operating procedures (SOPs) including collateral templates, technical glossaries and in-language communication standards that will lay the foundation for executing Department communications efforts in subsequent years. ●Develop the 2024 strategic communications plan. Kane Communications Group Page 5 DocuSign Envelope ID: 29BD167C-DDBC-402A-8CE7-26AE72DD851D Strategies 1.Integrated Content Strategy a.Content Calendar Template 2.Social Media Strategy 3.Digital Strategy a.Website Communications b.Email Marketing 4.Crisis Communications Plan 5.In-Language Communications a.Translation Grid Template 6.Collateral Strategy a.Collateral Templates 7.Technical Glossaries a.Technical Glossary Template 8.Media Strategy 9.2024 Planning Kane Communications Group Page 6 DocuSign Envelope ID: 29BD167C-DDBC-402A-8CE7-26AE72DD851D Strategy #1 - Integrated Content Consistent, relevant content that can be deployed across messaging opportunities is one of the cornerstones of a strategic communications plan. In the Department’s case, integrated content should be developed and organized from the onset of the project, with the understanding that additional content will be added to the project’s library on an ongoing basis. Tactic #1: Create a content calendar to produce, organize and manage key messages and seasonally-relevant content across messaging platforms. ●Develop and organize initial core key messages by month, with a focus on: ○2023 construction projects and impacts. ○Public involvement requirements, such as Public Information Meetings (PIMs) and comment periods for future planning and construction projects. ○Calls to action to sign up for Department emails. ○Seasonal messages from sanitation, such as leaf and Christmas tree pick-up schedules, and winter weather reminders. ○Partner content, such as that from Tri-County Recycling and Wisconsin Salt Wise. ○“Good News” stories that begin to celebrate the Department’s successes and inspire trust in the Department’s presence and work with residents. Initial examples could include: ■Tax savings resulting from the Department’s recycling program. ■Professionalism of water meter technicians. Tactic #2: Compile and create frequently addressed questions (FAQs) documents that can both standalone and provide content to populate new collateral or messaging opportunities. ●Focus on simplifying and distilling the most timely information that is asked the most frequently. ●Create a FAQs tab on the Department website. ○Feature links to this information prominently on the homepage. ○Optimize keywords. ●Notify public-facing City representatives of the existence of the FAQs and that they are a dynamic document that will be updated as needed. ●Weave a FAQ-answering campaign such as “DPW Did You Know?” or “Question Corner” into the above content calendar. Tactic #3: Create a one-page decision tree reference tool to help Department staff Kane Communications Group Page 7 DocuSign Envelope ID: 29BD167C-DDBC-402A-8CE7-26AE72DD851D determine optimal mediums of information dissemination. ●In graphic format, provide a visual aid that walks Department staff through the process of choosing an appropriate communications vehicle depending on the following elements in the target audience: ○Number of recipients ○Location ○If the impact is localized ○If follow-up action is required ○Other considerations Kane Communications Group Page 8 DocuSign Envelope ID: 29BD167C-DDBC-402A-8CE7-26AE72DD851D Content Calendar Template Kane Communications Group Page 9 DocuSign Envelope ID: 29BD167C-DDBC-402A-8CE7-26AE72DD851D Strategy #2 - Social Media For 2023, Kane recommends the Department focus on launching their official Facebook presence and contributing content to other social media platforms. Subsequent efforts in following years can include the launch of official Department accounts on other social media platforms such as Twitter, YouTube and Instagram. Tactic #1: Launch an official Department presence on Facebook. ●Create an official Facebook page with the following key elements: ○Department branding including colors and logos. ○A succinct and professional introduction/biography to inform visitors about the Department and link to other resources, such as Oshkosh Connect. ○Links to the Department website and contact information including preferred email and phone number. ●Using the existing content calendar, delineate which posts will be strategically scheduled for Facebook. ●Report the existing “imposter” Facebook page for removal. ●Link the Facebook page to the Department webpage. ●Include link information or a QR code for the official Facebook account in e-blasts, digital and print collateral. ●Utilize Facebook’s cross promoting capabilities to boost other media and reinforce calls to action: ○Post YouTube videos pertaining to the Department on Facebook to increase reach. ○Post links to calls to resident action including: ■E-blast subscription page. ■Cross connection and lead pipe services scheduler. ●Upload Facebook reels (short-form videos) to update the public about important information and events. ○Facebook reel content could include: ■Recap of important Department-specific news from City Council meetings. ■“DPW News” of Department leaders updating the public about projects. ■Behind the scenes content: “A Day in the Life of (Department Division).” ■Build your own rain garden tutorial. ■Build your own rain barrel tutorial. Kane Communications Group Page 10 DocuSign Envelope ID: 29BD167C-DDBC-402A-8CE7-26AE72DD851D ○Post reels monthly in the first quarter of implementation. ■Reels will be included in a monthly content calendar. ■If successful, increase to bi-weekly in the following quarter. Tactic #2: Use native social media analytic services to schedule content and respond to public feedback. ●Measure engagement and actions taken including: ○Number of likes/followers ○Post reach ○Post engagement ■Reactions ■Shares ■URL clicks ●Use these analytics to drive periodic adjustments in social strategy. Tactic #3: Provide training for Department staff on how to monitor and respond to social channels,in the event that this service is not provided by Kane. ●Train relevant Department staff on Facebook native analytic tools and where to find page comments. Kane Communications Group Page 11 DocuSign Envelope ID: 29BD167C-DDBC-402A-8CE7-26AE72DD851D ●Develop and implement a standard operating procedure for responding to Department-specific inquiries or complaints. ○Include pre-approved language for common inquiries. Tactic #4: Contribute content to the City of Oshkosh Twitter page and respond to citizen’s inquiries pertaining to the Department. ●As the Department’s social media focus in 2023 is launching Facebook, the Department’s efforts on Twitter should be limited to continuing to use the City of Oshkosh’s existing Twitter presence to: ○Respond to citizen inquiries. ○Share significant earned media. ○Cross-post calls to action originally posted on Facebook. ○Cross-post YouTube videos. Tactic #5: Contribute content to the City of Oshkosh YouTube channel, managed by Oshkosh Media. ●Develop and launch two engaging content campaigns: ○A “How Do I” series teaching residents how to navigate various Department procedures and regulations. ○A “DPW Cares” highlighting the importance of the Department on the wellbeing of the community. ●Cross-post videos on the Department’s Facebook page. Kane Communications Group Page 12 DocuSign Envelope ID: 29BD167C-DDBC-402A-8CE7-26AE72DD851D Strategy #3 - Digital The Department’s digital toolbox, including the website and emails, is composed of essential tools to disseminate information to the public. As one of the primary sources the public uses for Department information, digital communications should reflect the Department’s branding to strengthen brand awareness and reflect legitimacy. These communications should also be clear and easy to navigate. Tactic #1: Work with the City of Oshkosh IT Manager to optimize content on the Department’s web pages on www.ci.oshkosh.wi.us/PublicWorks. ●Strategically add photos and graphic content throughout the Department’s pages, such as: ○Quick links attached to photos to highlight relevant articles, news and social media posts. ○Key Department leader names and photos on the landing page with phone numbers and active links to email. ●Include a description of the Department and services on the Public Works landing page. ●Create a popup on the homepage prompting visitors to subscribe to email lists. ●Link top services like streets, sanitation and water to photo icons for easy navigation on the home page. Kane Communications Group Page 13 DocuSign Envelope ID: 29BD167C-DDBC-402A-8CE7-26AE72DD851D Tactic #2: Deploy a branded email header for use with current Department emails. ●Use the City of Oshkosh logo and branding. ●In the case of emails resulting from a specific construction project, provide a project-specific email header or an additional editable field that names the project. Tactic #3: Execute a subscription campaign to increase public awareness of Department emails and drive user sign-ups. ●Core elements of the campaign should include: ○A popup on the website prompting visitors to sign up to receive communications via email. ○A QR code linked to the email signup on any printed or digital collateral the Department produces. ○Announcements on the TVs at the City Hall service counter prompting visitors to subscribe to the email list via the QR code. ○Email subscription talking points for media appearances. ○Outreach to the Oshkosh Neighborhood Associations with provision of sign-up information and QR code to share with their residents and on their personal social media. ○A Linktree with email subscription link in all Department social media biographies. ●Additional elements could include: ○Incorporating a call to sign up in the email signature block of Department staff. ○Defaulting to auto opt-in to additional emails from the Department when residents provide their email address for additional Department services. Kane Communications Group Page 14 DocuSign Envelope ID: 29BD167C-DDBC-402A-8CE7-26AE72DD851D Tactic #4: Research the optimal email provider, given City of Oshkosh IT requirements, for email migration and deployment in year two (2024). ●Recommend an email provider that tracks analytics and allows for branded content. ○Initial analysis and comparison will include MailChimp, SendGrid and Constant Contact. ●Include relevant pricing information (i.e. if a professional account is required for a certain number of emails sent per time period). Mailchimp is a free email marketing platform that includes up to 500 contacts and 2,500 monthly email sends before requiring a fee. The platform is the most user-friendly with drag-and-drop features that allow users to easily customize and stylize emails. Mailchimp also provides reporting tools like click-through rates, open rates, bounce rates, and unsubscribes to optimize email marketing strategy. Kane Communications Group Page 15 DocuSign Envelope ID: 29BD167C-DDBC-402A-8CE7-26AE72DD851D Strategy #4 - Crisis Communications In the initial research phase, Department and Oshkosh Media staff noted that crisis situations, especially those driven by seasonal weather, occurred on an infrequent yet recurring basis. Staff recounted that although they had division-specific plans for some possible crisis situations, they accessed and executed these plans so infrequently that the crisis had sometimes passed before staff could locate the plan document. Department and Oshkosh Media staff assessed they would benefit from having procedures, tools and other resources codified in a dynamic crisis communications plan, and that those involved in executing action during a crisis situation would benefit from periodically practicing to do so prior to the need for real-time execution. Tactic #1: Develop a crisis communications plan for frequent crises. ●Identify crisis situations that will be covered by this initial plan. ○Crises that occur on an annual or otherwise recurring, seasonal basis such as flooding, water main breaks or snowstorms. ○Core plan will form the basis of separate, division-specific crisis communications plans (2024 and beyond). ●Establish standard operating procedures (SOPs), such as: ○Activation criteria ○Team members, roles and contact information ■Individual fielding media inquiries ■Spokespeople ■Individual responsible for relaying internal information ●Internal phone trees or other contact cascade methods ●Reminders of media and social media policies ●Establish holding messages, such as: ○Media statements (reactive) ○Press release template (proactive) ○Public advisories ○These messages should address: ■Brief description of the situation ■Cause ■Timeline for immediate plans and future plans/remedies ■Public guidance and instructions ●What to do now ●When to expect follow-up information ●Where to find follow-up information ●Appendices Kane Communications Group Page 16 DocuSign Envelope ID: 29BD167C-DDBC-402A-8CE7-26AE72DD851D ○First steps checklist ○Internal and external communication checklists ■Messaging cascade Gantt chart ○Press release template ○Fact sheets ○Media policy ○Social media policy ○Media list ○Media call log to document communication received from members of the media ○Contact information of other relevant parties ■Sister governmental entities ■Entities such as the Red Cross Tactic #2: Facilitate an employee training session, complete with a mock crisis exercise. ●Introduce the plan and review the tools it includes. ●Review roles and responsibilities. ●Initiate a mock crisis with participants filling roles and using resources in real time. ○Kane staff role play as external stakeholders, such as: ■Members of the media ■Inquiring residents ■Sister organizations Kane Communications Group Page 17 DocuSign Envelope ID: 29BD167C-DDBC-402A-8CE7-26AE72DD851D Strategy #5 - In-Language Communications The Department recognizes the value of engaging the 7.1% of Oshkosh citizens above age five, or roughly 5,000 residents, who speak a language other than English at home according to 2021 U.S. Census data.Initial efforts to reach these audiences will include establishing a1 framework for providing Hmong and Spanish versions of key resources along with the original English version and leveraging organizations that represent these populations to amplify Department messaging. Tactic #1: Provide in-language versions of printed collateral. ●As new pieces are produced, produce the Spanish and Hmong versions using the approved copy from the English version. ○English versions should include QR codes/links and an in-language plug for how and where to find the Spanish and Hmong versions. ○Depending on audience size, some Spanish and Hmong collateral may live in digital form only on the Department’s website. In these cases, the Spanish and Hmong collateral would not be printed in bulk but would be able to be printed on-demand in small quantities if required. ●Use a standard translation grid (see page 20) to coordinate and execute translations. ○These grids then form a translation glossary, which will be critical as the library of translated materials grows. Tactic #2: Identify language-capable staff to assist with additional inquiries. ●Identify internal Department or City of Oshkosh staff who can handle dynamic inquiries. ○Preference for native speakers. ●Establish a process for residents to easily contact language-capable staff, such as: ○Dedicated phone number for Spanish inquiries. ○Dedicated phone number for Hmong inquiries. ○Website submission form to request follow-up contact. ●Provide a staff toolkit including the following: ○Internal situation-specific contacts ○Resident contact log ○Reference materials such as: ■Project Briefs 1 https://www.census.gov/quickfacts/oshkoshcitywisconsin Kane Communications Group Page 18 DocuSign Envelope ID: 29BD167C-DDBC-402A-8CE7-26AE72DD851D ■Translation glossaries ■Technical glossaries Tactic #3: Engage with civic organizations and agencies that represent Hmong and Hispanic communities in the City of Oshkosh and Winnebago County writ large to expand public awareness in these populations. ●Targeted outreach could include: ○Casa Hispana ○La Luz Del Mundo ○CAP Services - Hmong Uplift ○Hmong Service Center Inc. ○Hmong American Partnership (HAP) ○United Hmong American Association Kane Communications Group Page 19 DocuSign Envelope ID: 29BD167C-DDBC-402A-8CE7-26AE72DD851D City of Oshkosh Department of Public Works Translation Grid Template English to (Translated language) / Month XX, Year #DIRECTION ENGLISH SPANISH NOTES 1 Header This is an example.Esto es un ejemplo.Explanation for word choice, verb tense, other idiosyncrasies. Kane Communications Group Page 20 DocuSign Envelope ID: 29BD167C-DDBC-402A-8CE7-26AE72DD851D Strategy #6 - Collateral The Department’s printed and digital collateral represents the largest opportunity to introduce strong, consistent Department branding that will begin to establish initial Department brand recognition. Increased brand awareness will strengthen the relationship between the Department and those they serve, and ultimately inspire trust in the Department’s presence and work with residents and property owners. Tactic #1: Create, populate and deploy the Project Brief template (see page 23). ●Develop and deploy for 2023 construction projects. ●Ensure the following is included in each publication: ○Department Project Manager name and contact information ○Contractor Project Manager name and contact information ○Relevant dates ■Public meetings ■Key project milestones, such as estimated project start and end dates ○QR codes/hyperlinks to other Department resources (if applicable) ○Resident actions required (if applicable) ○Relevant logos, such as: ■City of Oshkosh logo ■Wisconsin Department of Transportation logo (if applicable) ■Federal Highway Administration logo (if applicable) Tactic #2: Hold an in-person training session with Department staff to introduce the Project Brief template. ●Introduce the template. ●Train staff on: ○Information to include, including preferred nomenclature. ○How to update the editable fields using software that Department staff already have, such as Microsoft Publisher or Word. Tactic #3: Create a map for each 2023 construction project that visually displays the project construction limits. ●Use these graphics in Project Briefs, emails and as a visual aid when describing the project to the media. ●Provide these graphics in a central location to project staff. Tactic #4: Develop a business toolkit using the Wisconsin Department of Transportation’s Kane Communications Group Page 21 DocuSign Envelope ID: 29BD167C-DDBC-402A-8CE7-26AE72DD851D “In This Together” program as a baseline. ●Adapt available tools at https://wisconsindot.gov/Pages/projects/in-together/default.aspx ○Promotional samples https://wisconsindot.gov/Pages/projects/in-together/promotional-samples.asp x ○Preparation roadmap: https://content.dot.wi.gov/content/itt/assets/downloads/preparation-roadmap. pdf ○Road to success checklist: https://content.dot.wi.gov/content/itt/assets/downloads/road-to-success-chec klist.pdf Kane Communications Group Page 22 DocuSign Envelope ID: 29BD167C-DDBC-402A-8CE7-26AE72DD851D Collateral Template Kane Communications Group Page 23 DocuSign Envelope ID: 29BD167C-DDBC-402A-8CE7-26AE72DD851D Strategy #7 - Technical Glossaries Communicating technical, nuanced information in layman’s terms is an essential challenge of strategically communicating with Department audiences. Technical glossaries can partially alleviate this challenge by serving as living documents that Department staff can reference prior to creating new content or engaging with residents to explain a technical situation. See the following page for a technical glossary template. Tactic #1: Create technical glossaries containing the preferred way to render and explain technical terms and concepts. ●Glossaries should minimally include: ○Any phrase that Department staff usually refer to as an abbreviation. ○Industry terms ○Agreed-upon project names Tactic #2: Inform and train Department staff on the existence and use of the technical glossaries. ●Ensure glossaries are hosted in a location where Department staff can easily locate and consult them. ●Department staff should have the ability to submit new entries or suggest additions. Kane Communications Group Page 24 DocuSign Envelope ID: 29BD167C-DDBC-402A-8CE7-26AE72DD851D City of Oshkosh Department of Public Works Technical Glossary Version 1 / March 2023 Letter P #DEPARTMENT TERM PREFERRED RENDERING PREFERRED EXPLANATION 1 PASER Pavement Surface Evaluation and Rating (PASER) scale The PASER scale is a 1-10 rating system for road pavement condition with 1 being the worst condition, and 10 being the best condition (new pavement). The Department uses the PASER scale to rate road pavement condition and determine required repairs. 2 PFAS compounds per- and polyfluoroalkyl substances (PFAS) 3 PPT parts per trillion (PPT) Kane Communications Group Page 25 DocuSign Envelope ID: 29BD167C-DDBC-402A-8CE7-26AE72DD851D Strategy #8 - Media Kane recommends that the Department’s media efforts in 2023 focus only on baseline media monitoring activities. Subsequent media efforts, including planning and placement of paid media advertising and efforts to obtain earned media through media relations, will be included beginning in 2024. Media monitoring is fundamental for the Department’s long term success. It functions to measure the efficacy of the Department’s communications, identify crisis situations and manage the Department’s brand and reputation. Tactic #1: Use media tracking software Meltwater to monitor media coverage of the Department. ●Use Meltwater to track and monitor coverage, with an eye towards awareness of coverage tone and sentiment. ○Amplify good news stories and important news on Department social media. ●Monitor for possible crisis situations. ○Deploy the crisis communications strategy in a timely manner and address public concerns. ●Track and flag opportunities for additional Department messaging, either as clarification or follow-up appearances from Department representatives. Kane Communications Group Page 26 DocuSign Envelope ID: 29BD167C-DDBC-402A-8CE7-26AE72DD851D Strategy #9 - 2024 Planning In quarter four (Q4) of 2023, Kane will engage with the Department to compose the 2024 Communications Plan. Completing this review and planning at the end of 2023 allows the team to immediately execute the agreed-upon tactics beginning in January 2024. Tactic #1: Review the 2023 Communications Plan; optimize and update to create the 2024 Communications Plan. ●Compile and present a year-in-review of activities executed in 2023. ○Include year-long analytics where available: ■Social media engagement ■Email signups ■Website analytics ■Results of media monitoring efforts ●Seek feedback from Department leadership on 2024 priorities and budget constraints. ●Optimize and update 2023 strategies for 2024, including new endeavors that represent the next steps in the Department’s strategic communications efforts. Kane Communications Group Page 27 DocuSign Envelope ID: 29BD167C-DDBC-402A-8CE7-26AE72DD851D Evaluation The team will evaluate the above strategies and tactics based on: ●Baselines are established for the following: ○Social media analytics ○Website analytics ○Media monitoring ●Templates are introduced to Department staff: ○Content Calendar ○Translation Grid ○Collateral ○Technical Glossary ●Quantitative feedback ○Increase in email signups ●Qualitative feedback from Department staff ○Increases in: ■Required resident engagement (i.e. Public Information Meetings) ■Overall awareness of Department activities and programs ○Decreases in: ■Resident inquiries/complaints ●Feedback from a Q4 Polco survey coordinated with Oshkosh Media Kane Communications Group Page 28 DocuSign Envelope ID: 29BD167C-DDBC-402A-8CE7-26AE72DD851D Timeline MAR APR MAY JUN JUL AUG SEP OCT NOV DEC 1. INTEGRATED CONTENT 1.1 Content calendar 1.2 FAQs documents 1.3 Decision tree 2. SOCIAL MEDIA 2.1 Launch Facebook 2.2 Social media scheduling and monitoring 2.3 Social media monitoring training 2.4 Contribute Twitter content 2.5 Contribute YouTube content 3. DIGITAL 3.1 Optimize website content 3.2 Create and deploy branded email header 3.3 Email subscription campaign 3.4 Plan for 2024 email migration 4. CRISIS COMMUNICATIONS 4.1 Plan development Kane Communications Group Page 29 DocuSign Envelope ID: 29BD167C-DDBC-402A-8CE7-26AE72DD851D MAR APR MAY JUN JUL AUG SEP OCT NOV DEC 4.2 Employee training and mock exercise 5. IN-LANGUAGE COMMUNICATIONS 5.1 In-language collateral 5.2 Language capable staff 5.3 Partner engagement 6. COLLATERAL 6.1 Project Brief template 6.2 Staff training 6.3 2023 construction maps 6.4 Business toolkit 7. TECHNICAL GLOSSARIES Glossary creation and population 8. MEDIA Monitoring 9. NEXT STEPS 2024 plan development Kane Communications Group Page 30 DocuSign Envelope ID: 29BD167C-DDBC-402A-8CE7-26AE72DD851D Budget Below outlines the proposed budget for plan execution efforts in 2023. CATEGORY TACTICS PRICING PUBLIC RELATIONS ●Crisis communications plan development ●Crisis communications plan employee training and mock exercise ●In-language communications with language capable staff ●In-language partner engagement ●Technical glossary creation and population ●Technical glossary staff training ●Media monitoring ●2024 plan development $68,300.00 SOCIAL MEDIA ●Content calendar ●Launch Facebook ●Social media scheduling and monitoring ●Social media monitoring training ●Contribute Twitter content ●Contribute YouTube content $39,400.00 CREATIVE ●Decision tree ●Project Brief template2 ●Project Brief staff training ●2023 construction maps ●Business toolkit ●In-language collateral $30,100.00 WEB ●FAQs documents ●Optimize website content ●Create and deploy branded email header ●Email subscription campaign ●Plan for 2024 email migration $38,700.00 ACCOUNT SERVICE3 ●Monthly meetings: 1x per month in Oshkosh, 1x per month virtually ●Budget tracking ●Client Activity Reports ●Client Conference Reports $22,300.00 TOTAL BUDGET THROUGH DECEMBER 31, 20234 $198,800.00 4 Does not include pass-through expenses such as mileage reimbursement. 3 This category gained efficiencies with the Lead Service Line Inspection Campaign, including twice monthly meetings and Client Activity Reports. 2Development included in Intelligent Start contract. Kane Communications Group Page 31 DocuSign Envelope ID: 29BD167C-DDBC-402A-8CE7-26AE72DD851D DocuSign Envelope ID: 29BD167C-DDBC-402A-8CE7-26AE72DD851D DocuSign Envelope ID: 29BD167C-DDBC-402A-8CE7-26AE72DD851D DocuSign Envelope ID: 29BD167C-DDBC-402A-8CE7-26AE72DD851D