The mission of the City Coordinators Office is to ...

Communications Department City of Minneapolis

Business Plan 2006-2010

September 2005

Communications Department – Business Plan Sept. 12, 2005

Communications Department Business Plan 2

Table of Contents

Section One: Department Overview Vision Statement ........................................................................................5

Value Statement .........................................................................................5

Mission Statement ......................................................................................5

Department Business Lines........................................................................6

History of Department.................................................................................6

Department Organization Chart..................................................................7

Department Alignment with City Goals .......................................................7

Significant Trends and Challenges impacting the department..................10

Section Two: Primary Business Line Overview Primary Business Lines Overview ............................................................12

Primary Business Lines ............................................................................12

Service Activities ......................................................................................12

Identification of Clients and their Expectations .........................................12

Relationship to Other Departments’ and Agencies Businesses…………..12

Assessment of Other Models of Providing Service.......................................

Section Three: Departmental Strategies, Objectives, Measures and Tactics Chart and Performance Measures Strategies, Objectives, Measures and Tactics Chart ................................20

Performance Measurement Grids with 3 year History and 2005 Estimations.................................................................................................................24

Section Four: Department Resource Plans Finance Plan.............................................................................................27

Workforce Plan .........................................................................................29

Technology Plan.......................................................................................30

Space Plan ...............................................................................................31

Equipment Plan ........................................................................................31

Limited English Proficiency Plan...............................................................34

Enterprise Information Management ........................................................42



SECTION ONE:

DEPARTMENT OVERVIEW

DEPARTMENT VISION

DEPARTMENT VALUES

DEPARTMENT MISSION STATEMENT

IDENTIFICATION OF PRIMARY BUSINESS LINES

DEPARTMENT ORGANIZATIONAL CHART

DEPARTMENT ALIGNMENT WITH CITY GOALS

SIGNIFICANT TRENDS AND CHALLENGES IMPACTING THE DEPARTMENT



DEPARTMENT VISION STATEMENT

The City of Minneapolis is admired regionally for its high quality of life and governance. It has a well-informed and engaged public that is knowledgeable of City services, processes, and issues and proud of the value and quality the City provides.

DEPARTMENT VALUES STATEMENT • Honesty • Accuracy (Consistency) • Responsiveness • Teamwork (Collaborative) • Ingenuity

DEPARTMENT MISSION STATEMENT

The Mission of this department is to assist City departments in clearly and accurately communicating information about the City of Minneapolis to key audiences. This includes providing information on and engaging the public about core services, the government process, ordinances and regulations, and utilizing opportunities to enhance the image of the City.



Department Overview

Communications has three primary Business Lines:

1) Assist elected officials and city departments with all communications functions-internal and external.

Communications staff provides strategic communications support and planning to all City departments, edits print publications, manages and oversees Internet and intranet Web content and government cable access, and oversees employee communications. It does this through direct staff support, establishing protocols and procedures for departments, conducting trainings and department-specific communications planning efforts.

2) Manage the City’s cable franchise

Communications manages the City’s cable franchise, including overseeing the current franchise agreement, negotiating of a new franchise agreement and handling consumer complaints.

3) Oversee and assist with Community Engagement at the individual department level

Per Council direction, the Communications Department is charged with overseeing the City’s community engagement efforts. The department works to maximize the consistency and effectiveness of the City’s community engagement, and any service change that results from engagement. It does this through establishing and promoting Citywide standards to departments, coordinating efforts of departments (to minimize duplicative efforts and maximize positive engagement experiences for residents), providing strategic guidance on individual engagement efforts, and training department personnel in the latest tools and techniques of community engagement.

History

The Communications Department has historically played a minor, supportive role in citywide communications. Most departments turned to Communications only sporadically for assistance on the production of publications, media relations and strategic communications planning. This was partly the result of the lack of consolidation of communications resources, complicating the process of effectively meeting all of any single department’s communications needs.

In 2003, the City Council passed a resolution allowing the City Coordinator to transfer personnel, equipment and budget resources from other departments to Communications in an effort to consolidate communications functions and responsibilities. This was in response to concern that communication with our diverse audiences was inconsistent and not as effective as desired. Following the passage of


the resolution, the Coordinator transferred communications and telecommunications resources from BIS, Planning, CPED and the Police Department to the Communications Department. This resulted in the consolidation of video, graphic design, Web oversight, CPED/MCDA and police communications under the direction of the Communications Department. Communications is now also responsible for the oversight of utility bill inserts. Responsibility for the Cable Franchise and pay phone oversight was also transferred to the Communications Director.

In the process of this resource reallocation, 3 FTE positions were eliminated, another was permanently under-filled, several interns were laid off, and travel, equipment and training expenditures were dramatically reduced. An evaluation of historic travel suggested that such expenditures were rarely justified, and did not provide added value to the performance of staff. Equipment purchases needed to be prioritized. And training resources needed to be more targeted at producing specific outcomes in terms of staff skills. This economizing saves the City more than $350,000 annually in personnel, equipment and other costs, with minimal internal service reductions.

Department Organization Chart

Communications Director

Assistant Communications Director

Media Services Graphic Design Public Affairs

Alignment with City Goals The Communications Department functions contribute specifically to the following City goals: (Goal 1) Build communities where all people feel safe and trust the City’s public

safety professionals Effective, targeted communication is essential to the perception of safety, a key component of the experience of feeling safe. In addition, trust is built, at least partially, through knowledge and transparency.




The Communications Department strives to showcase the accomplishments of Minneapolis’s public safety professionals and ensure that the City is forthcoming when conduct of staff or adequacy of service is questioned. Communications staff respond in a timely fashion to requests for public information about the functions of the Police and Fire Departments, guaranteeing transparency, and demonstrating that public scrutiny is welcome.

In addition, the Communications Department is making special efforts to more effectively reach English as a second language and other specialized audiences, which has resulted in the dissemination of information to a broader audience. Examples: production of alternative language videos explaining 9-1-1 and including key public safety initiatives in the Communication’s Departments multi-language cable program, ‘Access Minneapolis’.

Emergency Preparedness activities also contribute to fulfilling this goal. The Communications Director and Assistant Communications Director are involved in ongoing Emergency Preparedness communications planning within the City of Minneapolis and with numerous regional public health and public safety agencies.

Performance Measures: # of hits to LEP Web portals; # of proactive (police) communications issues handled to positive outcome;

(Goal 3) Deliver consistently high quality City services at a good value to our taxpayers

Quality core services are most appreciated when residents thoroughly understand how to successfully benefit from these services. Snow plowing is an important example of how Communications Department efforts in supporting this goal. The City delivers excellent snow plowing services, which are most effective when residents understand how to and comply with Snow Emergency parking rules.

The Communications Department has significantly increased efforts to assist departments in communicating about core services and will continue to look for ways to help residents learn how to benefit most from these services. In 2003, the department began collecting survey responses from those who have had their vehicles towed during snow emergencies. The information gleaned from this process is a valuable tool in improving this core services and the communications department plans to explore new opportunities to gather data directly via customer surveys. The department intends to conduct Snow Emergency surveying at the Impound Lot for every snow season. Results of each year’s surveys will be shared with Public Works.

Reaching specialized audiences (those with unique communications needs) is a significant priority of the Communications Department. Communications staff is making a significant effort to reach English as a second language and other specialized audiences. Examples: Snow Emergency “how to” videos in Spanish, Somali, and Hmong and written materials in those languages and



Lao, Oromo and Vietnamese; working with BIS to create prominent “entry points” on the City’s Web site for Spanish, Somali and Hmong speakers.

Performance Measures: # of hits to LEP Web portals; # of proactive communications issues handled to positive outcome; # of departments’ Web sites reviewed and/or enhanced; # of department communications supported.

(Goal 4) Create an environment that maximizes economic development opportunities within Minneapolis by focusing on the City’s physical and human assets

When the City of Minneapolis does great things, the Communications Department has a significant role in sharing these accomplishments with the public. It is part of the department’s mission statement to utilize opportunities to enhance the City’s image. Telling the City’s story, in terms of its healthy business environment and diverse, talented work force, will ultimately help create the environment that encourages economic development.

In the coming year, the Department is increasing its role in proactively enhancing the City’s image. Communications is working with departments to better serve this proactive strategic need.

Performance Measures: # of proactive communications issues handled to positive outcome; # of department communications supported.

(Goal 8) Strengthen City government management and enhance community engagement

The consolidation and reorganization of the Communications Department has improved the cost effectiveness of communications involving every city department and has resulted in more than $350,000 annual savings in personnel, equipment and other costs, with minimal internal service reduction.

While Communications staff have contributed to the community engagement efforts of most departments in the City by providing assistance in making strategic decisions about how best to engage particular groups that role is expanding through the new Community Engagement function and staff position within the department. Communications advises departments about effective community engagement tools and their limitations. This includes evaluating the appropriateness of public meetings, on-line feedback forms, surveys (face-to-face, telephone and mail-in), cable-access opportunities and other methods.

Communications currently provides assistance in crafting and/or planning engagement strategies (editing letters, writing survey questions, planning effective public meetings, setting up on-line surveys). This community engagement function is now formalized by the addition of an FTE to Communications to oversee and develop City standards and protocols for the community engagement function in every city department.



Performance Measures: # of departments using CE process; # of hits to LEP Web portal sites; # of departments’ Web sites reviewed and/or enhanced; # of department communications supported; % increase of departments that rate services average or above; % compliance with EIM policy; % compliance with Loss Prevention policy.

The Communications Department Business Lines have indirect influence over the following City Goals:

(Goal 2) Maintain the physical infrastructure to ensure a healthy, vital, and safe City.

(Goal 5) Foster the development and preservation of a mix of quality housing types that is available, affordable, meets current needs, and promotes future growth.

(Goal 6) Preserve and enhance our environmental, economic, and social realms to promote a sustainable Minneapolis.

(Goal 7) Promote public, community and private partnerships to address disparities and to support strong, healthy families and communities.

Significant Trends and Challenges Communications has identified significant trends and challenges facing the department now and through the 5-year planning cycle. They are as follows:

1) The City needs to think – and act – regionally and as a regional leader, which requires that our message reach beyond Minneapolis borders.

2) The consolidation of the communications department, staff and resources requires that we continue to solidify our image and staff as a cohesive unit (internally and among City departments).

3) Technology is advancing rapidly and we need to advance with it. It is essential that we move steadily towards computer-based communications, reaping savings and efficiencies in the process.

4) Crime rates (locally, regionally and nationally) are rising, which will make public safety communications efforts more critical and the messages harder to deliver.

5) Communicating with an ever more diverse population requires making special efforts to reach residents who speak English as a second language.

6) Local media is increasingly focused on coverage of suburban issues, which will make it more difficult for the City’s proactive and positive messages to be delivered using standard media outlets.



SECTION TWO: PRIMARY BUSINESS LINE OVERVIEWS

PRIMARY BUSINESS LINE DEFINITIONS

SERVICE ACTIVITIES

IDENTIFICATION OF MARKETS, CUSTOMERS AND THEIR EXPECTATIONS

RELATIONSHIP TO OTHER DEPARTMENTS’ AND AGENCIES’ BUSINESSES

ASSESSMENT OF OTHER MODELS OF PROVIDING SERVICES



Business Line 1 - Definition 1) Assist elected officials and city departments with all communications

functions-internal and external

Communications staff provides strategic communications support and planning to all City departments, edits print publications, manages and oversees Internet and intranet Web content and oversees employee communications. It does this through direct staff support, establishing protocols and procedures for departments, conducting training and department-specific communications planning efforts.

Business Line 1 – Service Activities 1) Communications planning

This service is provided proactively to prioritized City departments in 2005 to create strategic and effective annual communications plans and strategies for their departments and initiatives. This involves conducting audits of departments’ current internal and external communications needs. Planning also will involve helping identify the goals the department is seeking to achieve, core messages, key audiences, choosing effective tools for reaching those audiences, and finally to ensure consistent standards across all departments. This service is provided upon request to other City departments.

2) Media/public affairs This service is provided upon request to all city departments and elected officials and involves proactive efforts to gain media attention for the good work of the city and responding to media inquiries; arranging interviews; collecting and distributing data; media training. The Communications Department fields an average of 600 media inquiries per month.

3) Providing strategic communications guidance This service is available to all department/division heads and elected officials and involves advising on response to media/public inquiries regarding issues surrounding city services, employee conduct and policy decisions. It also includes crafting proactive communications strategy regarding such issues.

4) Oversight and production of citywide communications tools and materials The Communications Department advises departments on effective communications tools (and language) to reach intended audiences, including assessing the need for developing printed materials and identifying opportunities to fully utilize the Web to deliver information and messages. In addition, communications staff formats, designs and edits materials determined to be necessary and effective. Communications also facilitates the broadcast of Council and committee meetings and produces original programming for government access cable. Finally, the Communications Department is responsible for content oversight of the City’s Web site.



5) Proactively enhancing the image of Minneapolis This involves helping departments and elected officials create and take advantage of opportunities to enhance the image of the City, through media exposure or communications directed at targeted audiences. It is the intent of the Communications Department to increase the level of staff time devoted to this activity. This will be accomplished by identifying significant issues, initiative and opportunities each year and addressing them as staff projects, utilizing all department resources in a coordinated effort.

Business Line 1 – Customers & Their Expectations

Identification of Clients and their Expectations 1) City Departments

The Communications Department works most closely and most frequently with those departments that have the highest level of interaction with the public, including Public Works, Police, CPED and Regulatory Services.

Public Works has extensive public contact and provides among the most visible core services impacting residents and visitors. Communications assists the Public Works staff with communications planning, media relations, issues management, media training, crafting and editing materials and public meeting preparations.

The Police Department also requires a resource-intensive effort. One FTE is devoted exclusively to responding to media inquiries about police and criminal activity. In addition the larger communications staff consults on strategic police communications, publications and Web content.

Regulatory Services is also a significant customer. Work with Regulatory Services involves a mix of media relations, strategic communications planning and direct communications with residents (warning/notification letters).

The City’s emergency preparedness planning and operations – a cross-departmental effort – requires significant communications involvement. This involves a mix of strategic communications planning, training, collaborating with other local, regional and state jurisdictions and some media relations and general communications outreach (Web materials, news releases, etc.).

Communications Department efforts are fairly evenly divided between other City departments, including (but not restricted to) the City Attorney’s office, Human Resources, Intergovernmental Relations, Health and Family Support and Finance.

Expectations for service vary from client department to client department. Because the most visible City departments are those which deliver core services, the bulk of communications resources and efforts have been directed to meeting the needs of these departments. In 2005 the Communications Department is meeting with individual City department leadership to evaluate service needs and gauge level of satisfaction with Communications. Overall feedback from interviewed departments indicates that they are currently receiving a substantially higher level of service than



they have experienced in the past. They also express significant satisfaction with the quality of that service. Communications is also distributing satisfaction surveys to other City departments’ staff and leadership to gage satisfaction with project based-work and overall communications support provided by Communications’ staff.

The Communications Department anticipates that there will be an increasing demand from other departments for communications support primarily due to the launch of 3-1-1 and the pressures of departments to create efficiencies and save resources (which requires smarter, more effective communications work.

The needs of these departments include: communications planning, writing and design of material for which there is a clearly identified audience, media relations or editing letters to residents. On rare occasions there have been requests for the production of material to be utilized in pursuit of grant funding or private sector support. The Communications staff has been able to meet those needs.

2) Elected officials Four or five times a week elected officials request services from communications staff. These requests fall into all service activity areas. In addition, the Communications Department’s graphic designers occasionally assist with the production of newsletters for Council Members. Other staff provides strategic consultation and responds to media inquiries for elected officials.

Elected officials as a client group are particularly challenging when it comes to meeting expectations. There appears to be no consensus regarding the appropriate functions of a municipal communications department. The communications staff struggles to confine services to elected officials to those that can be clearly defined as City business. The department will continue work with our elected officials to clarify these definitions of appropriate City business.

3) Media Communications staff has daily contact with the media. While it is a department goal to meet the needs of the media and readily provide public data to them, this can sometimes be an adversarial relationship and it is challenging to satisfy this client. Communications staff has made strides in proactively addressing specific media concerns.

4) Residents The Communications Department is making it a priority to identify the specific areas in which residents are not receiving enough information and whether the Communications Department can play a role in addressing deficiencies. This effort was begun with Impound Lot surveys during Snow Emergencies. The Communications Department also plays a role in ensuring that the material other City departments are providing to the general public are appropriate, easy to understand and are easily accessible. This includes assisting departments in identifying materials that should be proactively prepared for LEP residents and customers. The implementation of the Community Engagement Process Model in



City departments, with the support of the Department’s Community Engagement Coordinator, is expected to help improve the way we reach residents.

Business Line 1 – Relationship to Other Departments

& Agencies Businesses City government exists to serve the people of Minneapolis. Central to providing services and ensuring public safety is providing ongoing communications, information and feedback about the role of city government (and departments); its policy making; and its services. The Communications Department exists to assist each City department in providing appropriate information to its stakeholders.

Since the consolidation of communications resources in 2003, the Communications Department is the primary provider of communications planning and staff support (writing, editing, graphic design, video production, media relations, etc.) for the City of Minneapolis. In rare situations departments secure a contractor to handle significant, long-range public education/awareness campaigns or specialized communications services.

The Minneapolis Public Housing Authority does not have a dedicated communications staff member within its organization. The MPHA and the City’s Communications department have a service agreement so that if the MPHA has a need for intensive communications staffing, it can be provided by the communications department.

In general there is some confusion among Minneapolis residents, members of the media – and the public in general – about the services provided by City of Minneapolis government, versus the Minneapolis Park & Recreation Board, Minneapolis Public Schools and the Minneapolis Public Libraries. It requires that City communications staff and communications staff from these agencies have working relationships that ensure clarity in responsibilities.

Business Line 2 - Definition

Manage the City’s cable franchise and oversight of pay phones

Communications manages the City’s cable franchise, including overseeing the current franchise agreement, negotiating a new franchise agreement and handling consumer complaints.

Business Line 2 – Service Activities



1) Regulatory oversight This service involves overseeing the City’s franchise agreement and ensuring that the cable provider adheres to the cable franchise agreement. In addition Communications oversees contracts with companies that operate pay phones in the public right-of-way.

2) Negotiations This service involves negotiating with the City’s cable provider on any outstanding franchise issues, as well as leading the City of Minneapolis team negotiating a new franchise agreement for a cable provider on behalf of the City of Minneapolis.

3) Customer Service This service involves handling consumer issues and complaints related to the cable service and the operation of public payphones. Communications works with the service provider and the consumer to negotiate fair resolutions to these issues.

Business Line 2 – Customers & Their Expectations The primary customers for this business line are the Minneapolis Cable subscribers and those who use public pay phones. In addition, City departments (Public Works, Regulatory Services and the Convention Center) are also clients as they have roles in the public pay phone regulation enforcement and placements. In addition, the taxpayers of Minneapolis are customers as the Cable franchise is a revenue source for the City. The City is currently in negotiations for a new cable franchise agreement and during those negotiations, this business activity will be increasing. The demand for public pay phones is decreasing. In large part this is due to the overwhelming increase in cell phone usage, which reduces the need for public telephones. In addition, public telephones can become a neighborhood livability issue as they frequently attract graffiti taggers, loiterers and other problems.

Business Line 2 – Relationship to Other Departments

& Agencies Businesses The City of Minneapolis (Communications Department) is the sole provider of this business line. The City Attorney’s Office, Finance, BIS and Public Works have some role in aspects of the cable franchise and its negotiations. Regulatory Services (regulatory/violations function regarding neighborhood livability issues), the Convention Center (which is the site of many of the public payphones located in the City) and Public Works (which has responsibility for maintaining the pubic right-of-way) have roles within the public payphones aspect of this business line.



Business Line 3 - Definition Per Council direction, the Communications Department is charged with overseeing the City’s community engagement efforts. The department works to maximize the consistency and effectiveness of the City’s community engagement, and any service change that results from engagement. It does this through establishing and promoting Citywide standards to departments, coordinating efforts of departments (to minimize duplicative efforts and maximize positive engagement experiences for residents), providing strategic guidance on individual engagement efforts, and training department personnel in the latest tools and techniques of community engagement.

Business Line 3 – Service Activities 1. Implementation of Community Engagement Process Model

With a new Community Engagement Coordinator (CE Coordinator) and Final Process Model (developed by independent consultants) to guide the role of the Coordinator, much work will needed to implement the Process Model throughout the City. It is expected that the new CE Coordinator will work with all departments in the first year to develop a working relationship on how best to support and oversee, in a consultative role, the Process Model’s implementation.

2. Provide training to departments in Community Engagement tools and techniques

The CE Coordinator will work with City departments to identify training needs for community engagement and provide or facilitate the provision of needed training in departments. The goal of this training will be to improve the quality and consistency of training in accordance with City standards and expectations of engagement.

3. Oversee and support Community Engagement activities in departments

Following satisfactory implementation of the CE Process Model in City departments, the role of the Communications Department and the CE Coordinator should become a more routine and supportive one. The CE Coordinator will help leverage the full resources of the Communications Department (publications, media relations, and cable access) to enhance the effectiveness of department engagement efforts. In addition, the Coordinator will oversee engagement activities city-wide to look for enterprise efficiencies (avoiding duplicative efforts by departments) an ensuring that minimum engagement standards are upheld in all departments.

Business Line 3 – Customers & Their Expectations



The main customers of this business line are departments, and not the general public. Communications recognizes that while departments are the main customers of Community Engagement coordination and standardization, the general public and those who are engaged are also important stakeholders and benefactors of this service. However, since this business line is consultative, and because only a single FTE will have primary oversight responsibility, supporting internal customers in their engagement efforts is the most effective implementation of this business line. The CE Coordinator will be responsible for monitoring and measuring department satisfaction with services, as well as ensuring CE standards are upheld citywide.



SECTION THREE: DEPARTMENTAL STRATEGIES,

OBJECTIVES, MEASURES AND TACTICS CHART AND PERFORMANCE

MEASUREMENTS

STRATEGIES, OBJECTIVES, MEASURES AND TACTICS CHARTS

PERFORMANCE MEASUREMENT GRIDS WITH 3 YEAR HISTORY AND 2005 ESTIMATIONS



Departmental Strategies, Objectives, Measures and Tactics Chart and Performance Measurements

Strategies Objectives Measures: Outcome and Driver

Tactics

1.1 Create system to identify and strategically analyze issues, challenges & opportunities facing the City of Minneapolis.

# of proactive issues identified and managed to a positive outcome for the City.

1.1.1 Establish staff function to project manage major, positive City initiatives.

1.1.2 Devise work plan and protocols for identifying issues and project management.

1.1.3 Seek partnerships with GMCVA on key marketing/event planning.

1. Proactively enhance the City’s image.

1.2Create individual (annual) departmental communications plans & make ongoing communications recommendations for City departments.

# of department communications supported.

1.2.1 Conduct needs assessments/audits with departments.

1.2.2 Develop process to identify and analyze issues, challenges & opportunities facing City departments on communications programs & opportunities.

1.2.3 Conduct annual reviews with departments.

1.2.4 Create communications materials (that could include: media materials, news releases, advisories, media events, etc.).

2 Enhance and standardize community engagement practices.

2.1 Support the introduction and institutionalization of the CE process.

# of Departments using CE process

2.1.1 Complete research and process design.

2.1.2 Establish Community Engagement Function in Communications Department.

2.1.3 Hire Community Engagement coordinator.

2.1.4 Work with departments to assess current needs and service levels.

2.1.5 Conduct annual reviews with departments.

3 Improve efficiency and effectiveness of business

3.1 Enhance City departments’ abilities to utilize the Web for communications needs.

# of departments Web sites reviewed &/or enhanced.

3.1.1 Communications Dept: 3.1.2 Update e-communications

policy. 3.1.3 Create Web content oversight

policy and protocols for departments.




Tactics

3.1.4 Develop policy options for Web and newsletter content for elected officials’ communications.

3.1.5 Training on Web-based communications for existing staff.

3.1.6 Other City Depts.: 3.1.7 Audit City Web site pages for

level of collaboration with Communications.

3.1.8 Advise departments on how to become more Web-based in partnership with BIS.

3.2 Create positive work environment that maximizes commitment to professionalism and public we serve.

% increase in employees responding somewhat/very satisfied on employee survey

3.2.1 Develop employee survey response plan for department.

Create department employee manual.

3.3 Create systems and protocols to ensure department provides quality communications services.

% of departments that rate services average or above

3.3.1 Conduct satisfaction surveys with departments on video, publications, graphics, web, media relations and overall communications services.

3.3.2 Establish service levels and standards for department.

3.4 Ensure City receives reliable and affordable cable franchise/services.

# complaints handled 3.4.1 Negotiate new franchise agreement.

3.4.2 Handle service complaints and resolve issues with provider.

3.5 Ensure that pay phones (in public right-of-way) are adding to City’s neighborhood livability.

# complaints

3.5.1 Evaluate whether pay phones (in public right of way) are contributing to neighborhood livability.

3.5.2 Handle complaints and resolve issues.

3.5.3 Pursue relocating pay phone oversight to Regulatory Services or eliminate phones from right of ways.

practices.

3.6 Examine Alternative models of

3.6.1 Examine benefits of merging government and public access cable




Tactics

service, to reduce operating expenses.

% reduction in operating expenses

facilities. 3.6.2 Study session to present

recommendations. 3.6.3 Submit applications for

applicable grants.

4.1 Provide strategic communications counsel & coaching.

# of City employees trained on communications issues

4.1.1 Evaluate and make recommendations on emerging communications issues.

4.1.2 Establish annual communications training & conduct trainings for new & existing employees through partnership with HR.

4.1.3 Establish annual media training program for new & existing employees.

4.1.4 Make recommendations, evaluate and edit all publications.

4.1.5 Make recommendations and evaluate video, graphic, media & Web requests from departments.

4.2 Ensure that LEP customers can access City services and information.

# of hits to LEP Web portal sites

4.2.1 Create protocol for evaluating materials and comm. needs for translations (publishing, posting on the Web site or producing video).

4.2.2 Develop Web portals for top level LEP languages.

4.2.3 Devise LEP work plan.

4 Enhance City departments’ abilities to effectively communicate with internal & external customers.

4.3 Improve consistency in response to media inquiries.

% increase in media contacts handled by Communications

% departments with media contact training

4.3.1 Manage media contacts through Communications Dept.

4.3.2 Arrange interviews. 4.3.3 Manage data-practices

requests. 4.3.4 Develop “fairness” media policy.

4.4 Improve customer access to information

% of information requests responded to in a timely manner

4.4.1 Support 311 initiatives as appropriate.

4.5 Implement Enterprise Information Management (EIM) practices & policies.

% compliance with EIM policy.

4.5.1 Develop EIM knowledge, skills & abilities within the department.

4.5.2 Ensure that department records are identified and have or meet retention protocols.




Tactics

4.5.3 Identify data practices expert/representative.

4.6 Implement Loss Prevention Enterprise Project practices & policies

% compliance with Loss Prevention policy

4.6.1 Develop Loss Prevention knowledge within the department.

4.6.2 Designate Loss Prevention representative

Measurement Grids with 3 year history and 2005 Estimates

Measures 2002Estimate

2003 Estimate

2004 Estimate

2005 Estimate

2006 Estimate Based on Adopted 5-yr Financial Direction

2006 Estimate based on Recommended 5 year direction

# of proactive issues identified and managed to a positive outcome for the City.

N/A N/A N/A N/A N/A N/A

# of department communications supported.


# of Departments using CE process


# of departments Web sites reviewed &/or enhanced.


% increase in employees responding somewhat/very satisfied on employee survey


% of departments that rate services average or above


# complaints handled (Cable Franchise)


% reduction in operating N/A N/A N/A N/A N/A N/A


expenses

# of City employees trained on communications issues


# of hits to LEP Web portal sites


% increase in media contacts handled by Communications


% of information requests responded to in a timely manner


% compliance with EIM policy. N/A N/A N/A N/A N/A N/A

% compliance with Loss Prevention policy


% departments with media contact training



SECTION FOUR:

DEPARTMENT RESOURCE PLANS

FINANCE PLAN

WORKFORCE PLAN

TECHNOLOGY PLAN

EQUIPMENT PLAN

SPACE PLAN

LIMITED ENGLISH PROFICIENCY PLAN



Communications - Financial Plan (dollars in millions)

2003 2004 2005 2006 2007 2008 2009 2010

Actual Actual Budget Forecast Forecast Forecast Forecast Forecast

Direct Revenue

Cable Franchise Fees $1.80 $2.70 $2.00 $2.20 $2.24 $2.29 $2.33 $2.38

Contributions $0.30 $0.30 $0.30 $0.30 $0.30 $0.30 $0.30 $0.30

All other charges $0.10 $0.10 $0.02 $0.02 $0.02 $0.02 $0.02 $0.02

Total $2.20 $3.10 $2.32 $2.52 $2.56 $2.61 $2.65 $2.70

2003 2004 2005 2006 2007 2008 2009 2010

Actual Actual Budget Forecast Forecast Forecast Forecast Forecast

Expenses

Salaries & Wages $0.80 $0.70 $0.90 $0.87 $0.89 $0.91 $0.92 $0.94

Fringe Benefits $0.20 $0.20 $0.25 $0.26 $0.29 $0.31 $0.35 $0.38

Contractual Services $0.50 $0.90 $1.10 $1.07 $1.09 $1.11 $1.14 $1.16

Operating Costs $0.40 $0.05 $0.10 $0.09 $0.09 $0.09 $0.10 $0.10

Equipment $0.10 $0.10 $0.05 $0.05 $0.05 $0.05 $0.05 $0.05

Reductions in the five year direction n/a n/a n/a $0.00 $0.00 $0.00 $0.00 $0.00

Total $2.0 $2.0 $2.4 $2.3 $2.4 $2.5 $2.6 $2.6

NOTES: In 2004 and 2005, the Department received a $15,000 grant to prepare the City's annual report. The contributions line reflects pass through revenues from the cable franchise to the Minneapolis Telecommunications Network. The drop in all other charges reflects the implementation of the general fund overhead model - internal services provided formerly were billed directly. The majority of these charges are now included in overhead model, although the department anticipates $20-30,000 in other direct revenue.

The five-year financial direction for the City of Minneapolis allows for an approximately three percent increase in resources on an annual basis. The biggest resource challenges facing the Communications Department in staying within those parameters are to replace expensive video equipment, keeping pace with evolving technology, and



enhanced training for existing staff particularly in the area of Web development. Current available strategies are short term. Staff regularly forgoes purchases to save in anticipation of future capital needs. The department will always have to make strategic choices about such purchases. However, we will exam possible revenue sources on an ongoing basis.

Communications has expanded City meeting broadcasts to include the Planning Commission and Park Board meetings from Council Chambers and is generating revenue to support that service. This would contribute to technology upgrade needs in the chambers. The department obtained a two-year grant from the National Center for Civic Innovation to produce a citywide annual report for 2003 and 2004. We will continue to seek out grant funding.

Most of the Communications Department budget is dedicated to personnel costs and more than $600,000 in funding paid to the Minneapolis Television Network or MTN. Much of the remaining resources are devoted to maintaining and updating video and graphic equipment. Finally are the costs associated with the Cable Franchise and pay phone oversight.

Workforce Plan

Communications has one current vacancy, which is the newly created Community Engagement specialist. With this and all vacancies, the Communications Department will work with Human Resources to actively seek applicants from diverse racial and cultural backgrounds and to include multi-lingual capability in the considerations or qualifications in job announcements.

Another workforce challenge facing the Communications Department during the next five years is training. As the City becomes more web-based, as graphic design moves towards computer-created design and as Crisis Communications becomes a more essential skill for all staff, resources will need to be devoted to continuing education for the entire department.

Work with HR to have multilingual capability a consideration or qualification in job announcements


Communications Department Busine

5.9

0 0

0

5

10

15

20

25

%

Year

Disabled

12/31/1998 12/31/2002 12/31/2004

52.9

71.4 80

47.1

28.6

20

0

10

20

30

40

50

60

70

80

90

100

%

Female Male

Workforce Composition by Gender (%)

12/31/1998 12/31/2002 12/31/2004

88.3

71.466.7

5.90

13.3

0 0 0 0

14.36.7 5.9

14.3 13.3

0

10

20

30

40

50

60

70

80

90

100

%

White Black Hispanic Asian Am. Indian

Workforce Composition by Ethnicity (%)

12/31/1998 12/31/2002 12/31/2004
ss Plan 2812/31/1998 Full-time regular employees = 17
12/31/2002 Full-time regular employees = 7

City of Minneapolis - Workforce Diversity – Communications/Public Affairs

Percent of Workforce



Technology Plan

The Communications Department’s primary technology initiatives will be in the area of application development in order to more efficiently disseminate information to residents and the media. This will involve collaboration with City of Minneapolis Web site staff in BIS. An example of a partnership that is already underway, is the development of an online ‘newsroom’ which would allow the media to access up-to-date information on a developing situation, as well as archived background data on a situation or event. The site has been established and media materials are posted to the address; the final step is to receive the technology upgrades (Stellent Upgrades) from BIS that have been purchased by the Department, which will allow for immediate postings to the newsroom. Again, the Communications Department fields more than 600 media contcts a month, often from reporters simply seeking updates.



Space Plan

The Communications Department is not anticipating any significant staff growth in the foreseeable future. The space currently allocated for the department is adequate. However, as the asbestos abatement process continues, it is a department goal to bring staff into closer proximity to each other. The department currently has staff located on four different floors in City Hall. This is a long term goal that could take five years to accomplish.

This would involve relocating the video studio and edit bays, which requires significant equipment accommodation. The same is true of moving the graphics function, involving the need for a spray booth, sinks and other unique accommodations.

Equipment Plan

Again, the most costly equipment for the Communications Department is that used in video services. Despite purchases in 2004 and 2005 there will still be the need for major purchases into 2006 and beyond; particularly if the department is able to centrally locate all divisions in one area within City Hall. As current video technology becomes obsolete, it will be necessary to develop an equipment purchase strategy. It is, however, very difficult to anticipate the speed with which this will happen. Below is a basic outline of needs just through the year 2008.

Office of Media Services 5-Year Budget Forecast

Media Services Equipment Description Cost Renew/Order

Government Access

Video Encoder Video on Demand $? 2008

Video Decoder Intelligent TV (PVR) - digital set-top and other connections

$? 2008

Video

Cable upgrade Replace r5 cables to modulator - HVAC $5,000 2007

Production

Studio • Move from existing space for HVAC upgrade

• Either move to a temporary or permanent location (Armory) - address storage needs

$? 2007

HD upgrade Upgrade to digital format; monitors & sound systems

$30,000 2007

Replace Studio Lighting System – HVAC move $40,000 2007

Post Production



Location Equipment

Remote 3 camera switching system $10,000 2008

Upgrade DSR300 camera’s $10,000 2008

Tapeless recording system $10,000 2008

Some of these needs will be funded by savings gleaned from leaving vacancies unfilled for periods of time. However, ultimately it is likely that Communications will have to look for another source to pay for one time upgrades.



Limited English Proficiency Plan Communications Department

Limited English Proficiency Plan

Background:

Nearly one in five Minneapolis residents speaks a language other than English in their homes. This means that more and more, City of Minneapolis employees are providing services to individuals with limited or no English. In October 2004, the Minneapolis City Council approved an enterprise-wide plan (http://citytalk/policies/LEP_Policy.asp) to ensure equal access for those who speak limited English and requested departments to build on this framework and develop their own individual plans with strategies and tactics customized for their business lines and needs. Using federal guidance and best practice research, departments completed or will complete environmental scans based on the following six key LEP service areas:

Notice of Rights Notice means proactively informing LEP residents of Minneapolis that they are entitled to

LEP services and includes at minimum: Information about available LEP services

Instructions on accessing services, including directions to city offices Assurance of free and timely interpreting and translation service

Notice can be given in a variety of ways-minimally it should include: Signage “I speak cards” or language blocks

City staff will initiate an offer of language assistance City staff will also ask if the LEP customers might need audio and/or video aid or

sign interpreter

Identification Identification means collecting relevant information about who the LEP persons in Minneapolis are and what services do they need. This means collecting data regarding LEP interactions in reporting functions. Interactions that involve Multicultural Services are tracked using their collection system. Telephonic or face-to-face interpretation encounters with contracted vendors can be tracked through the invoicing process. Interpretation Interpretation is the act of listening to something in one language (source language) and orally translating it into another language (target language). The City of Minneapolis must provide a competent interpreter free of charge to people with limited English proficiency if needed to access City services. The City discourages using family, friends or children to interpret except in the most serious of emergencies, when no other options are available. If individuals do choose to use their own interpreter, or not use any interpreter they will need to sign a waiver. The right to interpretation

http://citytalk/policies/LEP_Policy.asp



should not be waived if service is compromised, or the LEP person’s confidentiality may be violated. Currently City staff can use bilingual program aides in Multicultural Services, the Language Line and other services with whom the City has contracts-please see Language Tools on CityTalk. http://citytalk/multicultural-services/index.asp

Translation

Translation is the replacement of a written text from one language (source language) into an equivalent written text in another language (target language).The City must provide a translation of vital documents, free of charge, if they are needed to access City services. Vital documents are those that are critical for accessing services and include but are not limited to:

Notices that offer free language assistance Applications Consent forms Notices that require a response

Staffing

City hiring for LEP needs is done two ways under the current Civil Service rules: By making bilingual or multilingual capability a “highly desirable” qualification in job

announcements By hiring full time interpreters and translators within departments

Training

Training means ensuring that City staff is familiar with mandates requiring equal level of customer service for LEP persons and may address issues including working with

interpreters and how to better communicate across cultures.

Considerations and Service Activities Communication will complete and refine its LEP plan in 2006. LEP services will also be incorporated into redesign of the City’s Web site in 2006. In addition, public access for LEP persons will be impacted by the Citywide initiatives of Minnneapolis One-Call (311), Minneapolis One-Stop Service area.

Communications acknowledges the assistance of the Minneapolis Multicultural Service office in completing 2005 translation requests and the development of this LEP plan.

Staff rates the frequency of use or need for telephone vendor interpreters and contracted or Multicultural Services staff interpreters as generally low. In general, the Communications Department has relatively little direct contact with LEP persons. However, the department plays a key role as an advisor and gatekeeper for departments’ development of communications strategies and messages. This year Communications will also launch its Community Engagement initiative, including a new

http://citytalk/multicultural-services/index.asp



staff person. This resource will also play a role in advising departments about LEP considerations while planning community engagement efforts and activities.



Limited English Proficiency

o In October of 2004, the Minneapolis City Council approved a plan to ensure equal access for those who speak limited English and requested departments build on this enterprise wide plan and develop their individual departmental plans in phases.

o In 2005, the following departments completed plans: City Attorney, City Clerk, Fire, Health and Family Support, Human Resources, Police

Public Works and selected divisions of Regulatory Services. While timelines for plan development varied-

most departments reported completion within 40-60 hours.

Budgetary note:

In 2005, Minneapolis Multicultural Services (Department of Civil Rights) has some dollars available to assist with

translation projects.

In 2006, all departments are expected to budget for: telephonic interpreting ($1.12 or $2.85/hour); face to face

interpreting for public meetings and investigations ($50.00/hour) and translation ($.27-$.40 per word or approximately

$110.00 per page, depending on language, jargon and layout)

Strategies, Objectives and Tactics>>>> Enterprise level

Mission: Ensure equal access to City services for people with limited English proficiency

Strategies Objectives Tactics Department Specific Tactics

Integrate practices of

language access into

operations of every City

department

Build awareness about legal mandates

of language access services in each

department

Designate LEP liaisons in department Define liaison responsibilities Establish and support on-going departmental

LEP workgroup(s)

(Workgroups usually meet once per month

for 2 hours)

Communications has designated an LEP liaison for the Department.

Communications has begun defining the responsibilities of the LEP liaison to include attending LEP meetings and participating in workgroups. Additional responsibilities and definition will be established in 2006.

Define protocols and

service activities for

language access

compliance in each

department

Provide notice to limited English

speakers of their right to free service

Utilize multiple communication channels(signage, language blocks,website, bulletins, etc.) to disseminate information about how to obtain and use language services

Use its role as an advisor to City departments to ensure departments consider LEP populations in their communications materials and strategies.

Establish standards and protocols to ensure that materials (generated by other departments) reviewed by Communications will be evaluated for possible LEP needs (translation of document or language block addition)

In partnership with BIS, establish Web portals on the City’s home page for Spanish, Somali and Hmong Web visitors.

Work in partnership with Multi-cultural services to seek new ways provide our LEP customers and residents with necessary information.


Identify the LEP persons living in

Minneapolis and the City services they

use

Assess level (low/medium/high) of frequency and intensity of LEP interaction in department to determine service gaps

Develop mechanisms to track services provided to LEP individuals

Communications has assessed level of frequency and intensity of LEP interaction.

Develop systems and/or protocols to address any gaps that exist based on assessment.

Offer free, timely spoken language

interpretation services for LEP

individuals

Establish decision tree for determining whether to use internal or external interpreters

Set up telephonic interpreting account Use work tools and guides for working with

interpreters

Establish a protocol/decision tree for determining whether to use internal or external interpreters.

Establish a telephonic interpreting account or pursue a shared account with the City Coordinator.

Utilize “I Speak” cards at the front desk for any walk-in customers.

Provide free written language

translations of vital documents

Select which documents are vital and will be translated

Use checklists for preparing documents for translation

Assist departments in identifying when documents are vital documents.

Ensure that any vital documents created by City Communications are translated for LEP customers (as an internal service, it is not anticipated that the department will generate any vital documents).

Hiring to meet multilingual needs Work with HR to have multilingual capability a consideration or qualification in job announcements

Work in partnership with HR to determine whether multi-language capabilities should be a qualification or consideration for vacancies.



Train to ensure that City staff is familiar

with legal mandates and best practices

for serving LEP individuals

Identify and utilize training opportunities to promote an increased understanding and awareness of improved communications through language access (e.g. new employee orientation, videos, departmental presentations and discussions) available to City staff

Work with MMS to customize training based on department needs/business lines when appropriate

Encourage use of resources and tools posted on CityTalk to facilitate consistent LEP service

Ensure Communications employees receive regular LEP training through existing training opportunities.

Establish opportunities for LEP presentations at Communications Department all-employee staff meetings to create and maintain awareness about available resources and tools and department standards and protocols.

Work in partnership with Multi-cultural services to seek new ways to communicate city employees’ roles and responsibilities to our LEP customers.



Loss Prevention Tactics for the Communications Department

Strategy Objective Tactics

A. Develop structure and define accountability for loss prevention. o Assign Department Loss Prevention Coordinator o Establish safety committee o Attach loss prevention template to business plan

B. Create a loss prevention culture through expectation, communication, and training.

o Define loss prevention responsibilities o Identify/implement relevant training

I. Integrate the philosophy and practices of loss prevention into daily operations

C. Maintain written safety system that defines various programs, policies, procedures

o Develop written safety & health program

A. Develop written process for reporting workplace injuries/illnesses o Complete Supervisor’s Report of Injury (SRI) forms in a timely manner and forward to supervisor for action

B. Develop written process for reporting and tracking workplace hazards o Report all hazards to Department Loss Prevention Coordinator

C. Perform Workplace Survey/Hazard Analysis o Survey workplace for unsafe conditions/work practices

II. Workplace Survey/Hazard Analysis

Systematically identify potential loss exposures and means to control same.

D. Appraise workplace hazards that could lead to occupational disease. o List physical, biological, and chemical hazards and evaluate employees’ exposure(s)

A. Review loss data to identify trends and potential loss exposures o Review and discuss department’s OSHA 300 log and Risk Management’s quarterly loss reports

III. Accident and Data Analysis

Identify loss exposures based upon claims history

B. Complete accident investigations for all claims o Supervisors conduct accident investigations following all incidents leading to loss.

A. Based upon hazard, develop effective safety programs and review same annually.

o Develop and implement effective safety programs

B. Create a written system for tracking and abating hazards o Department Loss Prevention Coordinator tracks hazard abatement

C. Administer system of accountability to ensure employees are performing jobs, tasks as instructed.

o Review policies, procedures with employees o Observe employees’ work practices

IV. Hazard Prevention and Control

Implement prevention measures to control hazards.

D. Develop written maintenance/repair programs o Compile list of equipment requiring preventive maintenance andevelop maintenance schedule based upon manufacturer’s recommendations.

o Budget adequate resources for maintenance program

V. Emergency A. Protect City assets prior to, and preserve City assets following an o List perils & identify processes to protect assets



Preparedness. Prepare for perils and preserve City assets

emergency. Assets include personnel, property and continuity of service. o Conduct periodic drills



Strategies, Objectives, Measures and Tactics

Enterprise Information Management (EIM)

Template for use by City Departments

The EIM initiative will create and maintain a standardized governance framework of policies, procedures and application tools for the life cycle management of electronic information resources across the enterprise.

Budgetary note:

• In 2006, all departments are expected to provide resources (primarily staff time) for the training and user groups defined below. • Based on the preliminary EIM Needs Assessment, Police and Public Works will have the greatest priority for 2006 for EIM

development, specifically the development of department retention schedules (see 2.1.1 below.) Required resources will include department staff time and budgeting for the Clerk's records management consultant. Please contact Craig Steiner (673-3282), Clerk's Department, for assistance in developing an estimate of required resources.

Strategies Objectives Objective Definition Measures: Outcome and Driver

Tactics

1.1.1 Complete EIM Needs Assessment to identify priority areas for development and improvement

1.1.2 Integrate EIM into 5 year business plan

1.1 Integrate EIM requirements into all department activities, services and systems

1.1.3 Include EIM requirements as part of system development projects

1. Ensure enterprise compliance and accountability

1.2 Develop EIM knowledge, skills and abilities within

1.2.1 Develop department EIM competencies and specific EIM



Strategies Objectives Objective Definition Measures: Outcome and Driver

Tactics

roles and responsibilities department

1.2.2 Assign membership to the EIM user group

2.1 Ensure that all department records are identified and scheduled in a current City retention schedule

2.1.1 Develop department operational retention schedules based on the priority order from the EIM Needs Assessment (see 1.1.1)

2.2 Develop a department data practices program to ensure compliance with the Minnesota Government Data Practices Act (MGDPA)

2.2.1 Identify data practices representatives to be department expert in understanding requirements of MGDPA

2. Ensure legal accountability and admissibility

2.3 Create an department classification/taxonomy and metadata standard to manage electronic data

2.3.1 Develop department detailed taxonomies based on the priority order from the EIM Needs Assessment (see 1.1.1)


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