The Town of Georgina Communications Plan Executive Summary

The Town of Georgina Communications PlanMarch 23, 2012Page 2 of 36A. INTRODUCTION Page1. Current Communications Overview 32. Research Activity Completed 32.1 Findings 32.2 Strategic Directions 63. Broad Objectives 93.1 Metrics 94. Audiences 104.1 Local 104.2 External 125. Key Messages 13B. COMMUNICATIONS STRATEGY6. Overarching Strategic Directions 147. Design Strategy 178. Resources 189. Issues Management 2010. Social Media Strategy 21C. COMMUNICATIONS TOOLS & TACTICS11. Communications Plan Launch 2311.1 Internal 2311.2 External 2412. Plan Rollout 2412.1 Internal Communications 2412.2 Online Communications 2512.3 Media/Public Relations 2712.4 Centralized Corporate Communications 2912.5 Facilitate Conversation 3012.6 External Markets 3313. Project Calendar and Budget 34

The Town of Georgina Communications PlanMarch 23, 2012Page 3 of 36A. INTRODUCTION1. Current Communications OverviewAs a growing municipality with diverse communities and committed population, The Town of Georgina has the potentialfor strong leadership in municipal branding and communications. There is an enthusiastic internal Town audience,tourism draws, and ample opportunity for business.The Town is already making strides to educate and inform its citizens, to help attract and grow residential and visitornumbers, and entice economic investment. The current arsenal includes news pages, website, events, social mediapromotion, literature and more. Challenges include maintaining a more consistent and professional visual identity,reaching and engaging more frequently with audiences, communicating effectively within the Town’s departments,creating more bold, distinctive communications, and using both conventional and less conventional methods to buildrelationships.Two key requirements to jump-start communications are a strategic and focused communications plan and committedleadership from the top levels in the Town’s municipal government right down to the front-line staff. Barriers to thesuccessful implementation of such a communications plan are real and numerous – they include human and financialresources, ingrained methods, organizational motivation/understanding, and a geographically- and demographicallyfragmentedaudience and channels.This communications plan clearly defines essential messages, tools for consistency in look and voice, robust internalcommunications, a toolkit of tactics to reach and engage all Town stakeholders as frequently as possible, and a carefullydesigneddelivery structure to ensure focus and success.2. Research Activity CompletedThe discovery phase of this communications project included the completion of:Materials Audit – current Town department communication materials were reviewed for content, design,positioning and efficacy.Interviews – 17 staff, council and resident telephone interviews on current Town communication methods,preferred methods, information value and two-way communications.Media Audit – review of existing press coverage related to the Town in both local and regional media, and inboth traditional print media and online coverage.Best Practices – review of comparable municipalities to determine best-practice external and internalcommunication methods and structuring.Communications Survey – 382 survey responses collected to gauge residents’ communication preferences.2.1 FindingsThe discovery phase revealed some specific traits about the Town of Georgina which influence communication planning:Strategica) Lack of overarching Town strategy – There is confusion and frustration amongst stakeholders as to the Town’spriorities and overall vision. This extends to how communications fits in and how current communications are

The Town of Georgina Communications PlanMarch 23, 2012Page 4 of 36viewed. An overarching Strategic Plan supported by this Communications Plan will present a unified and goalorientedvision going forward.There is also a lack of departmental awareness and consistency on key issues of communication and whatconstitutes effective communication. An overarching communications plan for each department highlighting whatshould be communicated, how it should be communicated and by whom is essential to direct successful efforts.b) Lack of structure – It does not appear as though staff is aware of the necessity of communications, or of their directresponsibilities through an established and approved process. In some cases, it was indicated that this is due to alack of structure and guidance from Council and senior management. In others it may indicate that staff may lackthe necessary skills to direct communications.c) Lack of internal communication – In many cases staff from one department operate fully independent of others interms of communications. One is not aware of what the other is doing or saying. Communication of projects, issuesand success is spotty and inconsistent. In many cases, staff hears of Town events, etc. after the fact or from externalsources.d) Little consistency – There is a tendency amongst Town departments to “do their own thing”, which is the result of alack of an overarching strategic vision for communications. This leads to confusion and fragmentation: there is noconsistent voice or visual identity. Some departments, including the ROC and the Heritage Museum, aredemonstrating good communications practices and design, so there do exist the raw ingredients and staff whoinherently understand communications.e) Lack of impact – The majority of efforts by the Town to communicate with external audiences (based on MaterialsAudit) goes largely unnoticed and lacks impact. Other than mentioning articles in the Advocate and the Town newspages, the first response to questions on Town communication was, in many cases, “they don’t do any”. Based onthe Materials Audit however, it is obvious that a number of departments are demonstrating real success inplanning, developing and delivering communications – top among them being Fire & Emergency Services and theROC.f) Resources are limited – In many cases Town employees, in addition to their regular duties, are not able to take onadditional communication needs. There may also not be the interest or the required skills for their involvement tobe successful. Significant up-front investment in resources (such as templates and departmental plans) will be key,as well as ongoing training to ensure staff is able to offer the proper support to any successful communicationsplan.g) A fragmented community – There are real and distinct divisions amongst residents and key stakeholders in theTown’s various communities: the Town is made up of many widespread communities (physical); some residents feelmore engaged and represented than others (emotional); there are more established residents who prefer the“traditional” way of doing things, and recent arrivals and commuters who look to more advanced techniques(tactical). Communications will need to address and compromise on the very different needs/wants of thesecommunities and personalities.h) Audience engagement is difficult – With such a geographically-diverse audience, and one that contains a numberof commuters, successful and sustained two-way communications are difficult to implement and maintain: manydon’t have the time or desire to be engaged. In addition, a number of respondents expressed some dissatisfactionwith the commitment of Council to engage and communicate with them: finding new ways to breach this distancewill be important (i.e. see council engagement activities during the election).

The Town of Georgina Communications PlanMarch 23, 2012Page 5 of 36Tacticala) Limited integrated communications – Frequent and varied communications are important to continually engageindividuals and allow them to be part of the process if necessary. For example, rather than one communication onan issue or event (i.e. attend a budget meeting), several must be initiated (i.e. follow-up on meeting results, andanother on next steps) via multiple channels and mediums.b) Preferred communicationtactics exist – Respondentsthroughout all researchindicate a preference for a fewexisting communicationchannels rather thanfragmenting throughout anumber of supporting tactics(see at right). This indicatesthat stakeholders have cometo rely on these channels andimproving and repurposingthem would be morebeneficial than investing inentirely new avenues. Older ormore established residentsprefer traditional printedcommunications, whereasyouth and middle-agedresidents prefer electronicsources.In addition, residents were clear on what types of communications they prefer to receive from the Town: ratherthan high-level strategic messaging and reporting, their interest and need lies in updates on day-to-dayinformation: events, council updates, garbage pick-up information, general Town news, bylaw notices, recreationinformation, employment opportunities, library information, services (including disruptions or changes), requestsfor tender, public meetings, weather/road/public transportation updates, new developments, fees, forms andzoning. Communicating the basics of an overarching strategic vision will have to be linked to these service-focusedmessages.c) Poor media relationships and engagement – The Town is not providing necessary one-on-one engagement andoutreach to media to ensure editorial is factual and representative, or encouraging proactive or positive mediacoverage. This can be attributed to a lack of interest or comfort in communicating with media, a lack of directrelationships, and a pervasive opinion that this media relationship building is ineffective; that media has apredisposed bias against the Town. In many cases, media indicated that the absence of the Town perspective inarticles was because calls and requests for information were not returned or took too long. Effort should be madeto develop closer relationships with media and to provide good press opportunities to balance more negativecoverage.d) Communication channels are not being leveraged – The Town has a number of channels or partnerships available,such as the Chamber, community and sports groups and seniors clubs, to better and more economically

The Town of Georgina Communications PlanMarch 23, 2012Page 6 of 36disseminate information. It will be important to properly identify these opportunities and clearly define how eachcan be utilized.e) Overreliance on electronic communications – Given the ease and reduced expense with electroniccommunications, there can be a tendency to over-rely on them in many municipalities. Some residents in the Towndo not use, or have access to, electronic media. Effort should be made to streamline and economize printedcommunications, but to nevertheless ensure a strong commitment to them in addition to electronic.f) The website is and will remain a key communication tool – In almost every case respondents were aware of andhad visited the website. An almost equal number consider it a highly useful, easy-to-navigate and successfulresource that contains relevant information, as those who consider it difficult to use, not appealing and in need of areworking.g) Social media use is limited – Although a number of Town departments are maintaining fairly successful Twitter andFacebook pages, and the majority of those interviewed were aware of them, they were generally uninterested,citing their preference for the other communication channels or a lack of desire.2.2 Strategic DirectionsThe directions below were determined after review and analysis of the findings of our research. Equal weight was givento each research activity and these summary directions represent the majority of opinions, not the outcome of learningsfrom one stakeholder group.Strategic Leadership1. Overall vision. A Communications Plan draws on and supports a Strategic Plan. In the case of the Town of Georgina,it has been indicated that no Plan currently exists. This has led to some confusion and frustration from stakeholderswho question the Town’s direction and priorities (and therefore the communications that promote them).2. Top-down approach. Information should start with Council and Directors and be pushed out to staff before thegeneral public. As such, a renewed commitment to communications is essential at the highest levels. Mayor,Council and departmental Directors play an important role, both with the public and internally, and so this groupcan lead by example, to ensure more consistent communications efforts and results.3. Communications department. It is strongly recommended that a full-time Communications Manager beconsidered. Many of the tactics proposed in the plan require dedication and specialized skills that are not currentlyavailable within all departments. The role would include managing internal communications and Corporatecommunications (Mayor/Council), directing media inquiries, managing issues, providing support to departments asrequired (copy/graphic work), and providing strategic direction, leadership and oversight to departments throughthe creation of separate communication plans.4. Up-front investment. Current budget allocation for Town communications is too low to make a significant impact,and adding additional staffing and tactical resources will require a significant increase. This increase will be moreup-front than sustained: a higher initial investment will be required in the first year to implement the plan anddevelop tactics, with investment in subsequent years being lower. It is anticipated over time (24-36 months) thatsavings will be realized through reduced communication activities by departmental staff, and the efficiencies ofpooled resources and economies of scale.

The Town of Georgina Communications PlanMarch 23, 2012Page 7 of 36Communications Delivery5. Centralized expertise. By hiring a Communications Manager the Town will be able to streamline communications,provide a consistent voice and visual identity, ensure more strategic and focused communications (and thussuccessful) and ensure communications support an overall strategic plan. This individual would also serve as acentral resource for departments by offing expertise and guidance, for media by a general awareness of all Towninitiatives/issues and for staff when overseeing internal communications.6. Centralize content around easy-to-recognize user themes. Focus on presenting information as one voice from theTown rather than as information from various departments. Establish communications around simple,understandable themes that are relatable to the majority: “Your Home”, “Your Property”, “Your Business”, etc.7. Recommended external communications process. Clearly define roles, responsibilities and Town spokespersons.This will ensure communications remain focused, structured, consistent and successful. Create multi-use materialsfor use by all departments to ensure visual consistency. These materials should be developed as templates thatcarry the same core communications branding look and feel.8. Departmental communications liaison and oversight. It is recommended that one key individual from eachdepartment be selected to serve as a communications liaison. The responsibilities of this person would be to meetwith the overarching Corporate Communications Manager, collaborate on development of the department’s initialstrategic plan, ensure the plan is executed, and to serve as the department’s liaison with the Manager whenmaterials or support is necessary. Core communication skills training for these Departmental Liaisons should beconsidered.Commitment to Internal Communications9. Refine internal communications. Clear up and repurpose internal boards, locations and intranet to focusspecifically on Town communications. Clearly define the purpose/allowable uses of each resource and implementadditional tactics to address perceived gaps in internal opportunities. Examine additional opportunities to furtherengage staff through monthly or quarterly newsletters, EBlasts, internal town hall/CAO events and internaltradeshows.Proactive, Planned Approach10. Departmental communication plans. The Communications Manager would develop plans with each departmentthat addresses their specific communications needs, media contacts and protocol, proactive communications,messaging, etc. The plans would also indicate upcoming issues/events/programs and focused tactics tocommunication both internally and to the communities, and through partnership opportunities.11. Multi-purpose initiatives. Key to the successful implementation of the departments’ various strategiccommunications plans will be ensuring that tactics are streamlined and multi-tier. It is not enough to simplypromote the grand opening of a facility with a press release. Rather, the communication initiatives will need to beinclusive, wide-reaching and hit the intended audiences through multiple platforms in order to be effective.12. Encourage public input. Although research to-date has determined that two-way communications should not be astrong area of initial focus for the Town, input should still be solicited from audiences where appropriate, andmethods be put in place to easily capture and review it. Residents will feel more involved and positively vested inTown initiatives if there is the opportunity to influence decisions.

The Town of Georgina Communications PlanMarch 23, 2012Page 8 of 36Take the News to the People13. Grassroots approach. Keep communications simple, succinct, informative and focused on the day-to-day concernsof residents. If additional information is required or input requested, contact and feedback information should beclearly visible, and the contacts accessible.14. Celebrate successes. It is important to communicate why current residents and businesses chose the Town ofGeorgina and to promote those reasons – this will require some “bragging”. Highlighting achievements such asresident or business accomplishments, Town awards, infrastructure improvements, or events are easy ways to bragwithout being too overt.15. Remote council outreach. Revisit how Mayor/Council meets and communicates with residents, and explore newand different opportunities to engage them – particularly those living or working at a distance from the civic centre.Although Councillors seemingly make themselves available via phone and email, additional tactics will help toensure all avenues of engagement are utilized.16. Direct-to-home delivery. Given the geographic fragmentation of the Town as well as the busy lives of residents andbusiness owners, ensuring that news and information gets directly to them is essential. For those unable orunwilling to pursue information, having it made directly available to them at their home/office is important toensure at least the most rudimentary awareness exists.Balance Modern and Traditional17. Focus on what works right now. There needs to be success in strengthening existing communications beforeintroducing new and inherently more complex methods. Stakeholders have come to rely on certain channels andimmediate change would be difficult and unwelcome in many cases. Part of the role of the CommunicationsManager will be to research and evaluate new opportunities (see Microsoft’s Town Hall software for moderatedonline forums). It should be noted that in the survey, of the 200 responses to the question on “usefulness, ease-ofuseand accessibility of communications from the Town”, 88 respondents indicated that they had no issues.18. Allow choice. Communications should not be made available in only one method or medium. It is supportedthrough research that a large majority of Town residents and stakeholders rely on a number of key resources to gettheir information. As such, when information is made available in one format, it must also be introduced in others.19. Encourage participation in low-cost e-communications. Using measurable electronic communications is key, asthese are more budget and resource-friendly. This includes website, web ads, links, mentions in related websites,EBlasts, Enewsletters and social media. A number of residents and external audiences do primary research online,so it is essential to ensure a presence there to meet information needs.20. Revisit website resources. Research has indicated a reliance on the Town’s website for information which is onlyexpected to increase. A fairly equal number found the site adequate as those who felt it needed a design, layoutand functionality reworking. It is recommended that oversight of the website and general brand or content updates(copy, graphics, etc.) be transferred to the Communications Manager. The site’s initial overhaul and anysubsequent features/functionality (i.e. rotator programming, RSS feeds, etc.) would be managed by IT as it is now.21. Rely on newspapers and direct mail. A focus on measurable electronic communications is important as citedabove, but given the geographic diversity of the community and access to electronic resources, an equalcommitment to streamlined print communications is also essential.

The Town of Georgina Communications PlanMarch 23, 2012Page 9 of 36Strengthen and Sustain Media Relations22. Create and promote positive news. Minimize advertising and maximize media relations – ink is still valuable. Ratherthan putting budget into advertising, put effort into positive public relations – provide media stories, columns andrelevant, timely information; host interesting events and tell those stories; seek out and enter awards or other ‘lists’that increase credibility and visibility.23. Strengthen relationships. Creating relationships with local media is critical to raising the profile of the Town. Thiscan be accomplished through traditional means such as one-on-one meetings, follow-up calls and generaldiscussions on upcoming Town news to foster a closer relationship as well as a renewed commitment tocommunications through making information (and spokespeople) easily and quickly available.External Markets24. Don’t neglect this important audience. Although a key focus of the Plan will be internal and community, it isessential that provision also be made for external communications: key to the Town’s success is continued growth,tourism and economic investment. External audiences (potential residents, businesses and tourists) can be reachedthrough advertising and corporate initiatives.Monitor and Modify25. Communications will always be a work-in-progress. Accurate measurement of the communication strategy andtactics is essential to ensure resources are being used effectively and results are being realized. It is anticipated thatthis Plan will be a working document as the Town grows – continued evaluation of opportunities and tactics by theCommunications Manager will be important. This can be accomplished through community surveys, requests fromCouncillors for public input, independent audits and review by internal departments.3. Broad Objectives1. Proactive and preventative. Empower Town departments to take an individual and fresh look at theircommunications with an eye to improving development, dissemination and follow-up.2. Centralized and consistent. Streamline communication through a centralized department to eliminate fragmentedand inconsistent communications.3. Strategic and focused. Ensure each communication provides clear, relevant and timely information to stakeholders.4. Open and collaborative. Provide upfront and forthcoming communications that provide opportunities to answer orsolicit stakeholder questions or comments.5. Available and accessible. Provide information via multiple communication mediums to ensure all audiences areable to access it in an easy and timely manner.3.1 MetricsBelow are recommended measurement activities to support the Plan and its ongoing evolution by gauging theeffectiveness of communications as a whole, as well as individual activities.

The Town of Georgina Communications PlanMarch 23, 2012Page 10 of 361. Track and measure year-over-year increase in on-message media columns and articles, front-line communicationrequests, social media mentions and related public relations ‘chatter’. Analyze which themes or approachesgenerate the greatest pick-up. Analyze any shift in objectivity, accuracy or ‘friendliness’.2. Roughly determine the advertising dollar value of favourable PR and media activity, versus the approximated cost(staff, consultants) of the effort.3. Track staff access of intranet communications portal and which posts or areas are of the greatest and least interest.4. Monitor website traffic patterns, identifying major tends - growths, dips - and understanding the most used areasto guide future development. Continue to track incoming queries via website contact form, and institute a onenumberinquiry line on the website that redirects to Town departments.5. Track e-communication subscribers, and any EBlast open and click-through rates. Evaluate which articles/featuresare most read and enhance future communication themes accordingly.6. Track overall event attendance and related leads. Follow-up all leads from shows, conferences and related events.7. Administer an annual issues, awareness and satisfaction survey with Town residents and other stakeholders.8. Evaluate year-over-year public inquiry/confusion of key issues such as budgets.4. Audiences4.1 LocalMayor, Council & Municipal Staff – Communication must be done first and foremost with Mayor, Council and internalmunicipal staff as they are the key communication ambassadors, and the front-line contact when audiences requestclarification or information. Communications with this key group must be clear, concise and frequent.ResidentsEstablished – Stalwart community fixtures and multi-generational families will respond to communications andmessages that hearken to traditional and trusted avenues. Some segments of this group will also respond tomore out-of-the-box communications.New – There is opportunity to introduce riskier messages and progressive methodologies to new residents,youth and families who tend to more greatly appreciate new ideas and new ways of doing things.Seasonal – Although seasonal residents (approx. 1,700) may not always demonstrate the greatest interest oropportunity for sustained and engaged Town communications, they are an important audience nevertheless.Effort should be made to provide them with appropriate information as determined by the CommunicationsManager and the departmental communications plans – both at home in the off-season and at the cottage inthe summer. Given that the majority may not have access to electronic communications during the summer,direct mail and traditional sources (Advocate) may be more appropriate.Family and Youth – Although this audience has been addressed above, its particular importance requiresadditional focus. Effort needs to be made to reach and engage these audiences at their point of interest – thelocations they visit as families and youth rather than through static mailed pieces. Consideration should be give

The Town of Georgina Communications PlanMarch 23, 2012Page 11 of 36to a stronger partnership with local schools and the ROC to reach youth with a stronger focus on social media,and to events and Town facilities (arena, pools and community centres) to reach families.Media - Local reporters still significantly influence public understanding and perception. Nurturing trusted relationshipswith local media remains a cornerstone of effective communications.Both of the local papers serve various needs and should be considered for placement of press releases and otherTown news.o Georgina Advocate (weekly)o Pefferlaw Post (bi-weekly)Radio still serves as a trusted source in some of the more separated communities. So while it should not be a topconsideration for paid advertising, it should still continue to serve as a communication channel.o CKDXo Georgina IslandLocal Business – Through testimonials and their participation in communications and events, businesses candemonstrate confidence and success within the Town. As such, their awareness of the Town’s communication goals willbe important. In addition, encouraging their involvement and having them be a part of Town communications willencourage ownership and loyalty to the community.Special Interest Groups/Social Groups/Community Organizations – The Town boasts a number of local groups andorganizations that could serve as communication partners or channels. This can be accomplished either through directdissemination of information through their mediums (i.e. notice in a newsletter) or word-of-mouth through contacts atthe various groups.The list below provides a high-level overview only. The Communications Manager and Departmental CommunicationsLiaison will need to evaluate and determine which specific or additional groups will best serve the needs of theindividual department communication plans.Advisory committeesAlliance for a Better GeorginaCommunity business groups (BIA)Georgina Chamber of CommerceGeorgina IslandLadies of the LakeLocal sports associationsmomstown GeorginaNeighbourhood groups and coalitionsPefferlaw Ratepayers AssociationSutton Merchants AssociationVisitor information centreYork Region Tourism

The Town of Georgina Communications PlanMarch 23, 2012Page 12 of 364.2 ExternalMediaTravel and tourism magazines, blogs and online forums with a focus on editorial and traditional public relations(resulting in travel features and profiles) rather than standard advertising.Mainstream regional and national media in newspaper, magazine and broadcast should also be targeted.Economic Development decisions can be heavily influenced by discussion and profile in business media, andmedia/blogs specifically targeting relocation influencers - site selectors, commercial real estate brokers, andprovincial representatives.Potential ResidentsThe Town of Georgina is a perfect location for families to establish themselves and take advantage of thenumerous quality of life opportunities.VisitorsThe Town of Georgina remains a hot-spot for seasonal cottagers, ice fishing aficionados and general tourists. As a fairlybroad and extremely varied audience (although visitors can be constrained slightly by an ideal target range of approx 2-3hours) the majority of these individuals are hard to hit and are best reached through channel and partnercommunications:Travel/info centres - Having information at these locations is beneficial because it allows awareness to becreated and can generate a spark of interest or a want to discover more about the Town. These centres tend toattract a wide and varied audience that traditional media may miss or may be too expensive to reach.B&Bs and hotels (regional) - Easy to reach and cheap to maintain, these channels are easy to source and providea highly-captive audience.Business (Niche & Large Industry)As with tourists, the range and type of business to attract to the Town is varied in terms of category and geography.There is strong opportunity for smaller, niche stores as well as larger industry. These individuals are also hard to hit andare best reached through channel and partner communications:Lead Generators – This group is the primary influencer group for companies wishing to locate or relocate inOntario. Their job is to take the requirements of the company, research possible locations and makerecommendations on communities that would fit. The primary concerns of this group are available space, costand ease of doing business. Lead generators include site selectors, the Province of Ontario,commercial/industrial real estate agents and venture capital companiesChambers of Commerce - Potential businesses and partners reach out Chambers frequently as a channelresource to determine the feasibility of doing business in a Town.Note: External business and tourist audiences are distinctively different, with different messages and tactics necessaryto reach each group. Avoid creating dual-purpose communication vehicles which aim to attract the interest of both ofthese audiences.

The Town of Georgina Communications PlanMarch 23, 2012Page 13 of 365. Key MessagesBased on research completed to-date, these proposed key messages reflect the unique strengths that the Town ofGeorgina has the opportunity to promote to audiences. Focusing on what makes the Town unique will bring marketingand communications activities to the forefront. These key messages should remain strong areas of focus andimprovement to ensure that the Town can promote unique values.5.1 Quiet yet close by: an ideal place for businesses and families.a. The Town of Georgina is uniquely located to be close to Ontario’s major centres and amenities, but a comfortabledistance away from urban living to offer an affordable, safe and healthy lifestyle.b. The Town’s commerce provides a mix of entrepreneurial business opportunities, and land for large-scale industrialand corporate business needs.c. The Town is committed to supporting local business with effective municipal government, and competitivedevelopment and corporate tax rates.5.2 Offers a breathtaking natural environment with plenty to do for everyone.a. The Town of Georgina offers glorious views, beautiful trails and parks, and pristine water with more than 50kilometres of Lake Simcoe shoreline.b. The Town provides an everyday wonderland or an oasis away for a day, with plenty to see and do for arts andculture lovers, outdoor sports enthusiasts, discerning shoppers and diners, and more.c. Georgina is stunning in the summer and busy in the winter, long-known as North America’s ice fishing capital.d. The Town and its residents care about the local natural environment and go to great lengths to protect it.5.3 A friendly, collaborative and well-run community.a. Reliable and focused leadership from the Town of Georgina’s government provides high-quality services toresidents, businesses and visitors.b. The Town is affordable and a perfect community for families, with above-average local education, healthcare andrecreation facilities.c. The Town is committed to frequent two-way communication and civic engagement to ensure it remains a trulycollaborative community.

The Town of Georgina Communications PlanMarch 23, 2012Page 14 of 36B. COMMUNICATIONS STRATEGY6. Overarching Strategic DirectionsThe vision for the Town of Georgina’s communications is of a community-based, personable, engaging butencompassing feel. The new direction of communications has moved from infrequent, limited and ineffective delivery ofmessages to a strategic, planned and targeted approach.6.1 Introduce increased electronic communication.Include electronic communication (website, EBlast, email, social media) while being careful to ensure an equal balancewith traditional tools such as the Town’s newspapers. Increasingly residents, potential visitors and investors completeprimary research online, so a strong, but strategic presence is essential to stand out with a well-built website.1. Create a central Town Facebook page and formalize a long-term social media communications strategy to definecontent, manage responses and determine a long-term vision and goal for its success. Consider amalgamating allthe Town’s various existing pages into offshoots of this central page. This will ensure that those who sign up for thelibrary’s Facebook page have an opportunity to view and keep up-to-date on general Town posts as well.2. Focus on creating a revamped website that is easy to navigate, intuitive and promotional. Avoid use of PDFs toensure more effective search engine optimization and ease-of-use.3. Establish email as a first line of defense for local stakeholders and issue regular, timely EBlasts/Enewsletters.Strongly promote subscriptions to build the email database through other communication channels.4. Create a “How to get involved” information section on the website communicating how residents can providefeedback and/or participate in a number of ongoing initiatives.6.2 Minimize advertising and maximize media/public relations.Rather than put budget and energy into print advertising, redirect efforts into traditional public and media relationsactivity. The Communications Manager can establish more objectivity and overall coverage than even a robustadvertising budget can afford.1. Develop and maintain an informal one-on-one communication relationship with local media - i.e. calling to provideinformation or to follow-up on articles, etc., ensure responsive and honest communication with reporters/editorialstaff, and provide constant media stories, columns and interesting information;2. Tell your good news stories. More aggressively identify and promote community examples and stories that mayhelp to balance perceived negative coverage.3. Focus on developing and supplying fulsome media information packages, or press releases at the very least, onupcoming topics or events. Consider creating and disseminating agendas well in advance of council meetings as wellto ensure media have advance awareness and can follow-up with the benefit of initial facts/information.4. Host interesting events (charity runs or Town fundraising barbeques) and tell those stories.5. Seek out and enter awards or other ‘lists’ that increase credibility and visibility.

The Town of Georgina Communications PlanMarch 23, 2012Page 15 of 366.3 Establish centralized, consistent, multi-use communications.The Town is a growing and engaging investment and destination location. A larger local population means morestakeholders without the history to connect fragmented communication pieces together. As such, a memorable andprofessional visual identity is essential to compete effectively and best present the Town’s communications.A decentralized approach to communications and its resources - both money and staffing - propagates fragmentation.Therefore, all communications planning and the majority of tactical execution should be centralized under a CorporateCommunications Manager, as will be detailed later in this Plan.1. Ensure one overseer (Manager) for all activity, supported by a properly qualified delivery team of internal andoutsourced resources. Website, copywriting, design, email communications, and media and public relations shouldall fall under this purview.2. Focus on presenting information as coming from one voice at the Town rather than as information from variousdepartments.3. Use the most straightforward language as possible (i.e.: rather than “waste” or “trash” simply state “garbage”.)4. Create brief, action-oriented messages for initial public communication, and offer access to more detailedbackground and FAQ documents online or by visiting the Civic Centre.5. Communication materials should be developed to serve as multi-use pieces across various channels. Similarly, mostcommunication vehicles can effectively serve the needs of many departments rather than one. Look to combinedstrategies to make the most of all activity.6. Print materials should be produced as succinctly and as inexpensively as possible. Leverage print budgets througheconomies of scale – group as many similar projects such as postcards or flyers together as possible, forconsiderable savings in printing and potentially distribution.6.4 Facilitate engaging interaction.The Town has already begun to develop its social media presence as a tool for direct engagement. Build on this withquality face-to-face interaction with citizens to nurture more fulsome conversations. Balance use of electronic media bycreating more (and fun and different) opportunities for public participation and interaction.1. Create in-person opportunities to bring municipal staff, elected officials and public together for interaction. Try toinject some newness, excitement and fun with out-of-the-box ideas such as travelling council meet-and-greets andinformal Civic Centre information sessions.2. Have ongoing online surveys, or a “Question of the Week” to encourage brief input and participation in dialogue onselected issues.3. Let others communicate for you. The beauty of two-way communication and social media is that once yourmessage is caught, it’s distributed with a life of its own at generally no additional cost to you.4. Encourage community-based issues management. Create a randomly populated committee comprised of staff,citizens and politicians to forecast critical issues, anticipate public opinion and guide communication priorities.

The Town of Georgina Communications PlanMarch 23, 2012Page 16 of 365. Formalize an approach to communication partnerships with established local organizations (business groups,Chamber) with a concise, targeted and cost-efficient strategy.6. Reaching groups in public spaces fosters discussion. Balance use of electronic media with communications instrategic locations throughout the community. Place these in areas where the audiences are open to receiving them(i.e. events bulletins at ROC and library, etc.)6.5 Enhance internal communications.Throughout the research phase staff indicated they are often the last to hear important information. These people areall potential ambassadors, and present the opportunity to have an army of communicators on the street armed withtimely – and most important, accurate – information.1. Ensure brief weekly updates between department managers and their staff on communications, issues, upcomingevents and opportunities for engagement or input.2. Create biannual functions that bring all staff together to interact with senior managers and political leaders3. Create a communications committee comprised of liaisons from all departments. These people will act as a twowaychannel, helping to identify key issues, new opportunities and opportunities to streamline initiatives.4. Centralized, internal content management. Have one person manage the Intranet in an organized fashion, andensure that what is acceptable to be posted is clear, well-communicated and in line with the communicationsstrategy.5. Initiate spot quizzes and challenges to bring an atmosphere of “fun” to staying abreast of Town news.6.6 Don’t lose sight of the external markets.Municipalities must ensure internal stakeholders, taxpayers and constituents are a top focus for communications.However, it is essential that external audiences not be forgotten when communicating.1. For each key internal communication, apply a lens that looks at how the information can be leveraged anddistributed to external audiences to the Town’s benefit.2. Participate in important forums, publications and related opportunities that put the Town of Georgina on a largerstage.3. Apply ongoing, focused media relations on targeted external markets.4. Create website sections specifically for these audiences and tailor existing information/messages to them.

The Town of Georgina Communications PlanMarch 23, 2012Page 17 of 367. Design StrategyIt is recommended that the Town’s current logo continue to be retained as there is significant equity in it. Although arefreshing at some point may be advisable, it serves the Town’s current needs quite well.In order to project a consistent and more professional image amongst target audiences, the Town must develop aconsistent identity for materials and develop a number of key templates to be used for communications wheneverpossible.1. The Town logo must always be used on any communications piece. It should be placed in a location of prominenceand on the front and top-left whenever possible.2. The corporate colours can look heavy when used exclusively. Consider updating the overall look through the use ofa bright and bold supporting colour palette. Careful use of these colours together with images will create a balanceof a corporate-looking but fresh look and feel.3. Update the Town’s Brand Guidelines and make them readily available to all staff. The Guidelines should includevisual examples of positioning, acceptable/unacceptable alterations to the logo, a supporting colour palette,corporate fonts, usage of the logo on various mediums (i.e. shirts, mugs, etc.), clear space rules, size restrictionsand co-branding principles. Create a short fact sheet that quickly outlines the general look of the brand for thevarious individuals creating materials.4. Ensure a strong commitment to white space in design. Develop a clean and minimal look to materials to ensure thefocus remains on them as tools of communication – as the logo is graphically simple and straightforward, a designwith simple lines, white space, geometric shapes (blocks or circles of colour) and sans serif fonts will be mosteffective.5. A strong effort must be made to include minimal copy – each piece should undergo scrutiny to determine what canbe trimmed or removed. The more copy and clutter, the less likely it is the message will be received.6. Create a number of key templates that follow an established brand look/feel. These may include an ad, pressrelease, Eblast, poster, email, email signatures, memo and newsletter.7. Images should be of actual Townspeople or locations whenever possible and must be of acceptable quality toreproduce effectively both in electronic and high-resolution printed materials. Consideration should be given tohiring a professional photographer to create a photo library or enlisting residents via a photo contest.8. Services areas, such as finance and human resources, which represent the Town as a whole, to a primarily internalaudience (residents and employees) should also use the Town logo and visual identity. Departments such asEconomic Development & Tourism, which promote the Town as a whole, but to a distinctive audience can continueto use their own distinctive looks and logos, but must use the Town’s corporate logo in a strong supporting position.

The Town of Georgina Communications PlanMarch 23, 2012Page 18 of 368. ResourcesImplementation of this Plan’s recommendations requires a reasonable and sustained budget. Expenditures are typicallyhigher in the first year in order to develop and establish the various tactics and introduce the Communications team –with lesser investment in subsequent years as the plan rolls out. Estimated budgets are indicated in the Project Calendarincluded in this document, however annual detailed budgets should be developed to meet the coming year’s needs.The model recommended below puts a stronger emphasis on human resources expertise than on communicationsdisbursements such as advertising or printing. It is anticipated that reduced communications workload amongstdepartmental staff, as well as streamlined budgets for items such as advertising and printing through diversion to acentral communications team, will result in increased efficiencies, more successful communications and reducedexpenditures.Recommended staffing model:CAOCORPORATE COMMUNICATIONS MANAGER Overall strategic leadershipPROJECT COORDINATOR/DESIGNERDepartment project support, graphic designADMIN SERVICES/IT COMMUNICATIONS LIAISON Department plan implementation Website restructuring and functionalityENGINEERING/PUBLIC WORKS COMMUNICATIONS LIAISON Department plan implementation .PLANNING/BUILDING COMMUNICATIONS LIAISON Department plan implementation .REC, PARKS, CULTURE COMMUNICATIONS LIAISON Department plan implementation .LIBRARY COMMUNICATIONS LIAISON Department plan implementation .FIRE & EMERGENCY SERVICES COMMUNICATIONS LIAISON Department plan implementationTown ofGeorginaCOMMS.TEAMBimonthlyTeam MeetingsIssuesIDOngoingT&D supportECONOMIC DEVT. & TOURISM MARKETING/COMMS MGR. Marketing plan development and implementation Liaison with Corporate Comms. Manager Media relations (external)PROJECT SUPPORT for ALL PROGRAMS from EXTERNAL VENDOR POOLApproved by Communications Manager

The Town of Georgina Communications PlanMarch 23, 2012Page 19 of 36Corporate Communications Manager: 1.0 FTE Reports directly to CAO. Dedicated specialist with training and experience in marketing, communications and public relations. Responsible for overseeing the communication plan’s implementation and providing overall strategiccommunications leadership. Overall department planning leadership and works with all departments to develop communication plans thataddresses specific needs (i.e. tax rate planning, capital projects, significant program changes, etc.). Providesprogram oversight and integrated program delivery. Manages CAO and Council communications. Manages internal communications (i.e. postings, staff email/ENews/newsletter, and Intranet) Drives media relations strategy and acts as primary media liaison. Provides crisis communications and emergency preparedness leadership and easy-to-implement response plans. Overseer of the brand and related compliance. Manages vendor pool.Project Coordinator/Designer: 1.0 FTE Responsible for execution of corporate communication plan requirements, liaison with individual departmentson their communications plans as project manager. Provides copywriting, layout and graphic design, event coordination/support and media relations services asrequired. Oversees web content management and social media activity (including uploading posts and tweets fromDepartmental Communications Liaisons to corporate pages). This includes periodically reviewing websitecontent and liaising with departments on updates or items to remove. Review and analyze metrics on various tactics.PositionCorporate Comms. ManagerProject Coordinator/DesignerSalary$55,000 - $65,000$35,000 - $45,000Departmental Communications LiaisonsEach department should have an existing staff member with the necessary skill set assigned to act as a communicationsliaison with Corporate Communications. The role would not be a full-time requirement and should be able to beaccommodated amongst the individual’s current responsibilities.Collaborates with Communications Manager to develop departmental communications plans and is responsiblefor implementation of the plan and selected project delivery.General liaison between department and Corporate Communications.Participates in bi-monthly communications committee meetings.Responsible for social media content development when required and serves as departmental media liaison.In addition to the roles defined above, the IT Departmental Communications Liaison would also be responsible for anywebsite restructuring and implementing functionality features and additional resources (i.e. online streaming).Economic Development and Tourism Departmental Marketing & Communications ManagerGiven the substantial additional communication requirements for economic development and tourism communications(a large external market), it is recommended that this department operate with more autonomy.

The Town of Georgina Communications PlanMarch 23, 2012Page 20 of 36Collaborate with Communications Manager to develop departmental communications plan and is responsiblefor implementation of the plan.Liaises with Communications Manager as necessary.Review website content on a monthly basis with an eye to removing or updating content as necessary.Maintains relationships with outside vendors as needed and coordinates directly with them on projects.Serves as departmental media liaison.Communications Committee A communications committee comprised of the various Departmental Communications Liaisons should be struckto champion the corporate Communications Plan, identify issues, help support departmental communicationprojects and identify ongoing communications training and support needs. The committee should meet bimonthly,and as needed.Outsourced Vendor(s) Agency of record: The ongoing support of a full-service agency or agencies should be considered only foroverflow branding and design requirements, complex issues management and overall strategic communicationsdirection.9. Issues ManagementThe intent of a Communications Plan is to take a timely, proactive versus reactive approach to events. Earlyidentification of potential issues is one of the most critical parts of effective communications. Proper issuesmanagement is about anticipating potential public relations challenges before they become problems, so the necessarysteps can be taken to garner support, prepare audiences, clarify questions before they arise, and ensure preparedness.Issues can take many forms, from complex situations such as a tax increase or new development policies, to simplecommunications such as library closures or revised ROC hours. In all cases, public awareness and positive opinion can benurtured with preparedness and careful planning.9.1 Forecasting Issues “Potential Issues” should be on the agenda at executive team meetings and Communications Committeemeetings, addressed and with next steps determined. From there, communications staff can work with therequired departments to develop a micro plan for action. Review Council agendas in advance of meetings to identify possible issues. Review local media, website and blogs of known Town watchdogs.9.2 Analyzing Issues Review and discuss at the department level if the issue is low risk, with the micro plan being developed in theprocess. Medium or high-risk issues must be addressed by the CAO, who will be responsible for analyzing the Town’s riskfrom a communications perspective, preparing a specific strategy and communicating with Council. Micro plans should include a history and background of the issue, a list of stakeholders, statistics and facts thatmight help clarify the issue, definition of the threats and opportunities related to the issue, as well as a forecastof potential scenarios and Town actions.9.3 Acting on Issues In most cases, unless otherwise directed by the CAO, staff should be notified (before external audiences) of theissue and appropriate messages and responses relayed.

The Town of Georgina Communications PlanMarch 23, 2012Page 21 of 36Public notification should take the form of targeted media such as news releases or a conference,advertising/open letters, posted flyers, content in existing vehicles such as newsletters, etc. Appropriate tacticswould be defined in the micro plan.For critical issues, a Civic Centre or open meeting should be planned and advertised.When required, media contact initiated by the Town will be based on factual information, and will highlight theTown’s key messaging.Close monitoring of the issue is required.A concluding report assessing the strengths, weaknesses and overall effectiveness of the micro plan should beprepared for future reference.10. Social Media StrategySocial media reaches approximately 50% of Canadians (86% - age 18-34, 62% - age 35-54, 43% -age +55) and more than40% of businesses use social media. Even though social media is not a key area of interest for the Town’s variousaudiences at this time, corporate Facebook and Twitter pages are recommended to communicate when information isupdated: using social media sends the message that the Town is progressive, open, eager to engage with its audiences,and accessible through a variety of channels.However, not all social media channels are business focused or appropriate for use by the Town of Georgina. Therecommended social media tools that should be used are:FacebookLinkedIn (Economic Development)TwitterIt should be noted that while these are the recommended social media sites as of the date of the development of thisstrategy, social networking is a constantly moving target. Careful attention should be paid by the CorporateCommunications Manager to remaining up-to-date on the trends in social media with careful consideration tointegrating into new platforms as they are developed and launched, and are appropriate for the Town.10.1 Facebook PageA strategy for an all-encompassing Town of Georgina Facebook page provides a framework for quickly and effectivelyresponding to comments by visitors to the page. Establishing protocols and points of contact will allow for a speed ofresponse appropriate to the medium. However, there should not be an expectation of superior/faster customer serviceand response via Facebook if that level of response is not also standard through the Town’s telephone, email, store-levelor in-person service.Response Strategy1. Acknowledge the comment if a response will take some time to coordinate.2. Direct the inquiry to the appropriate Town contact and craft response.3. Provide a public response to the comment (may involve pointing the commenter to a section of the website orother resource).4. If the commenter is still unsatisfied, offer to connect in private (either via phone or online) to help to resolve theissue.

The Town of Georgina Communications PlanMarch 23, 2012Page 22 of 36Content GenerationCorporate Communications will draw from Departmental Liaisons, news releases and other activities to create a corerepository for updates and detailed information on key themes. A number of departments currently manage their ownsocial media sites. Where possible these should be brought under the umbrella of the Town’s corporate pages andwhere not, overseen by Corporate Communications with content created/updated by the associated department.Additional Considerations1. Unless they contain slander or other inappropriate content (e.g., racism, homophobia), negative posts shouldnot be deleted. Social media users are skeptical of corporate sites that contain no negative reviews.2. Banning users for negative content on the page should be considered only as a last resort.3. Over the long term, users of the Facebook page may police some negative comments themselves. It is importantto encourage this ‘community spirit’, while ensuring (1) only Town personnel speak for the organization and (2)incorrect information is corrected as soon as possible.Sample inquiry direction chartComment Town Contact Corresponding Website Page/Resource1. General complaint2. Service inquiries3. Tax question/concern4. Rec Program inquiries5. Positive comments6. Legitimate complaints7. Illegitimatecomplaints/slander

The Town of Georgina Communications PlanMarch 23, 2012Page 23 of 36C. COMMUNICATIONS TOOLS & TACTICSThe tools and tactics outlined are presented in a manner that allows the Town of Georgina to alter, customize andevolve them over the long term. This is a guideline of operation designed to provide information on ‘what to do” ratherthan “how to do it”. Execution of the recommended tactics is within the abilities of a Corporate Communications teammarketing and Departmental Liaisons.Stars noted at the end of each tactic, along with the estimated budgets required to complete the tactic, allow the Townto prioritize its communications going forward. Four stars is top priority. One star is lowest priority.11. Communications Plan LaunchIt is anticipated that the launch tactics will not be postponed until the hiring of a Communications Manager. As such,their development budgets anticipate that the Town will outsource these initial requirements. Tactics that assume Towndevelopment (i.e. departmental meetings) will not require outsourcing.11.1 InternalAnnounce finalized Communications Plan to staff first, detailing discoveries, action items and anticipated staffparticipation.11.1a) Meeting with Directors, Mayor, Council and CAO: Provide a high-level overview of the audit and plandevelopment process and identify key findings and resulting actions. Most important will be indicating theTown’s commitment to proactive, open and clear communications and all staff’s role in ensuring this.External Vendor Costs Expenses Priority$2,000 $200-$300 ****11.1b) Departmental meetings: Directors meet with departmental managers and staff to introduce the newcommunications plan and rationale, clearly detail how staff will be affected, how they can access resources andinformation, and their new role in proactive and meaningful communications.External Vendor Costs Expenses Priority$0 $100-$200 ****11.1c) Postings: Promote the Town’s new communications direction on the staff Intranet and internal bulletin boards,and reiterate where resources and additional information can be found. The tone and impact should be one ofexcitement, boldness and uniqueness.External Vendor Costs Expenses Priority$1,200 $50 ****11.1d) Staff newsletter: Launch a monthly ENews for staff (make available in print format for staff common areas aswell) to help ensure everyone stays up-to-date and aware of what is going on in the Town before reading aboutit in the local media. The newsletter should include a set area for each department to provide updates on 1-3key projects, issues or developments. It may include:

The Town of Georgina Communications PlanMarch 23, 2012Page 24 of 36Message from the CAODepartment profileGreat communications examplesSignificant anniversaries and accomplishmentsFrom the field – contributions from staffEvent calendar11.2 ExternalExternal Vendor Costs Expenses Priority$2,500 for templates$200-$500***$3,200 per issue (content from client) $1,000-$2,000 ***Media Relations: Start off on a strong foot through a release to local targets (paper, partners, Chamber, etc.) thatprovides high-level overview of audit and discoveries, and highlights direction, commitments and next steps. The Townshould follow-up with media directly to offer clarification and additional information.12. Plan RolloutExternal Vendor Costs Expenses Priority$600 $0 ****Roll out the full Communications Plan to audiences through a detailed tactical plan that support the overarchingstrategic directions. It is anticipated that these rollout tactics will be overseen by the Communications Manager. In mostcases therefore, they will require minimal-to-no outsourcing. Tactics that assume Town development (i.e. creation andmonitoring of a Facebook page) will not require outsourcing.12.1 Internal Communications12.1a) EBlast (updates, communication info, etc.): Create a clean and simple EBlast template – that can easily bepopulated and sent to Town staff in order to provide immediate and important updates.External Vendor Costs Expenses Priority$1,200 for template$200****$400 for each Blast$150***12.1b) Communications Best Practices: Craft a succinct two-page document that reiterates to all staff the 10 bestpractices for effective communication. Practices should touch on best resources for information, the proper wayto use email, how to field inquiries, etc.External Vendor Costs Expenses Priority$0 $150 **12.1c) Engagement Events: Hold bi-monthly staff events, such as luncheons or groups sessions, to solicit feedback oncommunications, identify issues and in general, keep staff aware and up-to-date on Town initiatives and plans.These can be held once every quarter depending on resource availability. Each session should be followed up

The Town of Georgina Communications PlanMarch 23, 2012Page 25 of 36with a summary/action plan that keeps staff aware their insights and opinions are crucial to the continuedgrowth of Town communications and its success.External Vendor Costs Expenses Priority$2,500-$5,000 for planning and devel. TBD **12.1d) Intranet: Evaluate existing content on the Intranet with an eye to clearing out inappropriate or overly-personalpostings and information. Ensure that each department is adequately represented. This tool should focusspecifically on Town communications (departmental programs, news, events, etc.). Create and distribute clearguidelines on allowable postings and monitor the site regularly for adherence.External Vendor Costs Expenses Priority$0 $150 ****12.1e) Bulletin Boards: Evaluate existing content on internal bulletin boards as per above and create and distributeclear guidelines. Boards should also focus exclusively on Town communications because they are accessible tothe public as well. Personal messages or postings should be relegated to staff lounge areas only.External Vendor Costs Expenses Priority$0 $150 ****12.1f) Additional Resources: Consider introducing information computers/kiosks in facilities for staff that do not haveaccess to electronic communications.External Vendor Costs Expenses PriorityTBD TBD *12.2 Online Communications12.2a) ENews Template: Monthly Town updates such as events, closures and updates for deployment to residents andother key stakeholders. E-Newsletters are useful because they are easily and inexpensively sent to a number ofrecipients and are important to keep readers informed and feeling connected. E-Newsletters are also importantin encouraging engagement and two-way communication.As subscriptions must be done by request, ensure a fulsome advertising approach (“Sign up for our ENews!”)through a high-prominence Ad in local media, notice in Town news pages and existing departmental e-newsletters, posting on website and in Town facilities, insert in next tax bill or direct mail piece, and throughsocial media.External Vendor Costs Expenses Priority$1,600-$2,000 for promotion$1,500 for template$0 per issue (internal development)$2,000-$3,000$200$150************12.2b) Website: It is anticipated that only a “reskinning” of the current website will be in order at this point with amore fulsome reworking to follow when a Communications Manager has been procured. The reworking shouldtake into account the majority of complaints against the site centring on organization (ease of findinginformation), too many clicks/links, too many PDFs and a cluttered, busy look.

The Town of Georgina Communications PlanMarch 23, 2012Page 26 of 36The reskinning may include some reworking of the layout and visual look with the consideration of installing orexpanding a number of features highlighted by respondents throughout the research process:Rotator to better highlight key Town news and informationAdditional functionality and increased accessibility to online streaming of council meetings (keyconcerns being lack of on-screen updates – when council goes closed-door or meeting is late to start –and infrequent or broken access)Reworking of content to highlight top results according to Analytics: employment, search, calendar,contact, mail page, leisure (programs/pool), services, leisure (skate times)RSS feeds for event updates, notices, etc.One single interactive events calendar to which departments and the general public can postIncreased number of services online (i.e. dog license renewals)Removal of PDFs to increase SEO and ease-of-useConsider implementing read-aloud and other features to address requirements of those with specialneedsOngoing updates are critical to maintaining not only Search Engine Optimization (SEO) but mostimportantly value to the visitors. Create a regular schedule of updates (every other day isrecommended) to the website that also includes set days to review content with an eye to keeping it upto-dateand relevantConsider Microsoft’s Town Hall software – it provides for moderated online forums that allowgeographically-spread communities to provide input on issues of importance at their leisure. At thispoint in time, this resource is far too advanced for audiences not familiar with it and who prefer moretraditional avenuesCreating the website to be mobile-friendly is also an important consideration. While a full mobile version wouldbe expensive and not offer the ROI expected, it is recommended the revamped site be created with an eye tomobile accessibility. This can be accomplished easily through a number of Content Management Systems withintegrated mobile platforms.Although there is a strong reliance on electronic information resources, a large majority of the population stillrelies on printed informational pieces. As such, efforts should be made to ensure that materials and updatesmade to the website are also pushed out via newsletter, direct mail, press release, postings, etc. where possibleand appropriate.External Vendor Costs Expenses Priority$10,000-$15,000 for reskinning $500 ***12.2c) Facebook: As the most popular of the available social media sites, the Town should consider a corporateFacebook page that is strictly event-driven. This can include information and photos on events hosted orattended by Town members, lighter information on Town news and updates on fun things happening forresidents.Frequency: As events happen and photos become available, they should be shared on Facebook. Uploadingphotos, tagging those in the photos, linking staff to the event etc. are all important parts of a Facebook post.This will only be required for upcoming or recent events. This can include internal as well as public events,creating the feeling that your contacts “know” you better.

External Vendor Costs Expenses Priority$0 $0 ***The Town of Georgina Communications PlanMarch 23, 2012Page 27 of 3612.2d) Twitter: Brief updates, news, road closures and trends in the Town for residents and key external audiences areall appropriate tweets for a corporate Twitter page. Tweets need to be balanced between original informationand re-tweets from related sources and bloggers. Upcoming events and developments should be shared here.Frequency: Regular and frequent posts are required. Each post should only be shared once. Posts can be foundby following those of influence in the audiences you are trying to reach. The more people you follow, the easierit will be and the faster it will be successful.External Vendor Costs Expenses Priority$0 $0 **12.2e) Surveys: Yearly communication surveys, set up online through Survey Monkey with accompanying paper surveysleft at Town facilities, will help the Town to gauge the results of their efforts, identify trends and pinpoint newopportunities and benchmark changes in public opinion year-over-year. During the most recent communicationssurvey, one-third of respondents answered via paper survey, which indicates that a link to an online survey isnot be sufficient to capture the widest possible audience.Additional surveys should also be considered every few months to gauge stakeholder feedback on current issuesor planned projects. They can be promoted via website, EBlast/email/newsletter and available at Town facilities.Although it is not anticipated that the response to all surveys will typically be high, it does provide a low-costand familiar way to allow feedback on items of note. Short one or two-question surveys can also be consideredfor the website as another method of engagement.External Vendor Costs Expenses Priority$0 per survey (internal devel.) $500 *12.3 Media/Public Relations12.3a) Media Relations: The local paper (Advocate) is the most popular source for Town news and information. Effortsshould be made to keep communications with the Advocate and the other identified media (Pefferlaw Post,SNAP!, and CKDX and Georgina Island radio stations) strong through press releases and one-on-one calls andbriefings as necessary and appropriate.Consideration should also be given to maintaining a low-level advertising program every week where a lug orbanner ad is placed to tout Town website resources and perhaps top three upcoming events or items of note.Every effort must be made to ensure that media receive clear and factual information in a timely manner, andthat the most knowledgeable, suitable and approved Town personnel/spokespeople are available for questionsand follow-up:Corporate Communications will facilitate positive, open relationships with media representatives.Corporate Communications creates and disseminate all press releases. In cases where a departmentmay draft its own release (i.e. Georgina Fire Department), Corporate would provide final approval andmanage distribution.An “all local media first policy” without preference to one media outlet is expected.

The Town of Georgina Communications PlanMarch 23, 2012Page 28 of 36People who work with media should know and respect media deadlines.Media responses should be only made by Corporate Communications, the CAO, Directors or approveddepartment experts, and should adhere to the Town’s existing Media Relations response policy. TheTown should endeavour to provide media training for these key people.Staff is not to issue corrections or contact reporters regarding misinformation without prior discussionwith Corporate Communications.12.3b) AdvertisingExternal Vendor Costs Expenses Priority$0 $500 ****Town News: It is essential that the Town maintain its weekly “News” page. This was a top information source forstakeholders, although the layout and content must be reworked: it was deemed confusing, unappealing andtoo cluttered (small copy) by the majority of respondents. It should contain informational snapshots with astrong push to the website, Facebook page and EBlast for details.A standard template should be developed with set locations for content, minimal copy size restrictionsmaintained, and extraneous copy removed so that the focus remains on its use as a tool for high-level corporatecommunications. Consider a standing banner/blow-out on the page advertising that job postings are online.Additional Paid Placements: Some advertising will be required as dictated by law (bids/tenders/public meetingnotices), fixed materials (Discover Georgina magazine) or the specific needs of a project (i.e. opening of the ROCor in tourism magazines). In general however, advertising should only be considered a support vehicle of othertactics employed in this plan and the various departmental communication plans, and not as a key means ofcommunication. When it is pursued, it should only be placed in publications that are of a high enough quality tocomplement the Town.Each opportunity needs to be evaluated for its ROI by both Corporate Communications and the requestingdepartment. Effort should be made to garner editorial coverage on openings, events and tourism destinationsrather than paid advertising, which in general has less impact and is of questionable reliance by audiences.External Vendor Costs Expenses Priority$0 for Town News and ads$800 for Town News reworkingCurrent Town News + $39,217(20% less than 2011 placements)$200********12.3c) Positive News: Brainstorm a list of potential new stories to develop and push out to media – look at doing atleast one story/release per month. These media stories, columns or snippets of interesting information shouldlook to highlight positive achievements and successes made by the Town, its staff or even residents. Ensure thata call for submissions is put out to staff through a general email or requests from the DepartmentalCommunications Liaisons. Staff is frontline in many cases and connected with residents, meaning they will be anexcellent source of the good news stories that tend to fly under the radar.External Vendor Costs Expenses Priority$0 $250 ***

The Town of Georgina Communications PlanMarch 23, 2012Page 30 of 36MemoPosterEmail SignatureNewsletterDepartment Communication (i.e. notice to residents)EBlastFaxLetterheadSmall Brochure/FlyerIt is recognized that a number of departments have already developed an overarching “look” for materials basedon their own brands (ROC, Pioneer Village, library, etc.). In these cases the ability of the department to continueutilizing its look should be addressed in each departmental communications plan (or whether the look needs tobe amended to include the new overarching Town design strategy). Final approval over any departmental pieceshould continue to be made by Corporate Communications to maintain consistency.External Vendor Costs Expenses Priority$8,000-$10,000 for templates $500 ***12.5 Facilitate Conversation12.5a) Central Response: Many large and growing municipalities have endeavoured to create a central Service Desk todirect all inquiries with notable success. Although the Town receptionist serves respectably well in a similarcapacity at the moment, later consideration should be given to developing a customer service desk that canhandle the majority of requests, or forward or seek additional information when required. For example, if aresident calls or visits requesting a specific form, this individual would provide the direct online link or provide aprintout. Electronic tracking can also be employed: Corporate Communications can call the Service Desk at anypoint to determine the “issue of the day” or what information is generating the most concern or complaint.Follow-up communications can then be developed and distributed accordingly.Consideration should also be given to establishing a toll-free Town number for external inquires. The Chamberof Commerce, which has its own toll-free number, gets a number of calls there that should be directed to theTown.External Vendor Costs Expenses PriorityTBD TBD *12.5b) Central Signage: Standard and electronic signage (Civic Centre and the Ice Palace) are important communicationchannels for stakeholders. These should be located in visible, high-traffic areas in Town and updated frequentlywith events and important information.Standard signage can take the form of bulletin boards in Town facilities where event posters can be placed andcomments can be dropped – over time, these locations will become known as places to access important, up-todateinformation. Providing communications at these locations also ensures the Town’s messaging is reachingaudiences where they already are rather than trusting more unreliable delivery methods.External Vendor Costs Expenses Priority$0 $5,000+ ****

The Town of Georgina Communications PlanMarch 23, 2012Page 31 of 3612.5c) Civic Centre Meetings: It was determined that Civic Centre meetings are not a preferred form ofcommunications with residents, but given the need for municipal staff and council to connect with residents,these should not be eliminated entirely. Rather, careful consideration should be made to hold them forkey/pertinent events and information sessions, that they are held few and far between (two to three a year) andthat they take place in multiple locations to allow the various communities opportunity to participate without allhave to come to the Civic Centre.External Vendor Costs Expenses Priority$0 $200 per meeting **12.5d) Engagement Events: Hold bi-monthly events that are original and fun to encourage stakeholder engagement.These may include a Mayor/Council bus that travels the Town to meet with constituents, Mayor’s awards,informal community barbeques or a Town fair.Heavier promotion of the online council meeting streaming would also allow opportunity to see if this tooladdresses the communities concerns on lack of available information while also circumventing the geographicdistance issue throughout communities.12.5e) Direct MailExternal Vendor Costs Expenses Priority$2,500-$5,000 for planning and devel. TBD **Consider Direct Mail drops via postal code rather than direct address to ensure as complete of coverage aspossible. Although a large majority of the population relies on printed informational pieces, an increasingnumber also make online resources their first stop. As such, efforts should be made to ensure materials andupdates via newsletter, direct mail, press release, postings, etc. also be pushed out via the website.Newsletter: Introduce a quarterly paper newsletter delivered to all homes (or via the Community Guide below)that updates residents on Town meetings, events, news, recognition and community changes. It should also bemade available online as well in archived format. Content can be pulled from the monthly Enewsletters.External Vendor Costs Expenses Priority$2,500 for template/look $0****$2,200 per issue$4,000 per edition****Annual Report: It is recommended that the Town develop and distribute an Annual Report to the community.The report should summarize the Town’s success in terms of the key strategic directions as well as other notablesuccesses, and highlight numerous good news stories as well as frame the year ahead.External Vendor Costs Expenses Priority$10,000-$12,000 $8,000-$10,000 ***

The Town of Georgina Communications PlanMarch 23, 2012Page 32 of 36Additional Materials: Additional printed pieces can be developed and mailed on an as-needed to provide detailson a major or complex issue (i.e. ROC development or opening invitation).External Vendor Costs Expenses Priority$0 $2,500-$5,000 ***12.5f) Waste and Recycling Calendar: It was indicated across the research that this tool is a much-valued piece thatshould be continued. Consideration should be given to furthering its usage as a communications tool byincluding a short update/report card on relevant departmental updates or objectives, inputting Town events ofimportance and listing top contacts for key queries.External Vendor Costs Expenses Priority$5,000-$10,000 for new look $8,000-$10,000 ****12.5g) Municipal/Community Guides: It is recommended the current Municipal and Community Guides be retainedand redesigned as necessary to reflect the new visual identity strategy. Prior to their next development, eachGuide should undergo an audit to determine what else can be included in each content-wise to minimize theneed for later additional mailings or updates (i.e. Community Guide should include all facility schedules ratherthan the ROC or pool schedules developed and distributed later).Distribution would remain as it currently stands, but each Guide would be accompanied by an issue of thenewsletter and made available online through a PDF.External Vendor Costs Expenses Priority$2,500-$5,000 for new look Current ****12.5h) Public Photo Contest: To support the new design strategy of high-quality and representative images, challengethe various communities to participate in a yearly photo contest (based on pre-set criteria and differentcategories) and have winning photographers receive a prize as well as prominently featuring their photos onnew Town materials. Submitted photos/illustrations can be judged by a selected group with awards/prizes beingdistributed to the winners from each category.External Vendor Costs Expenses Priority$2,500-$5,000 for planning and devel. $2,800 *12.5i)Community Ambassadors: Consider implementing a community ambassador program that enlists volunteercitizens to promote the Town at events and tradeshows, and who may also be available to greet visitors at Townfacilities. Not only will these individuals be keen and enthusiastic community supporters, they will also beexcellent sources of information for residents and visitors and provide good word-of-mouth commentary.External Vendor Costs Expenses Priority$0 $2,500 *12.6 External MarketsAlthough the individual department plans, developed by the departmental liaison and Corporate Communications, willhighlight the specific tactical communication requirements for each, a number of tactics should be considered bestpractice when reaching out to external markets.

The Town of Georgina Communications PlanMarch 23, 2012Page 33 of 3612.6a) EBlast/ENews Template – Generic or department specific: Firm guidelines should be developed to guidecontent and overall messaging to ensure the piece serves the department most effectively.External Vendor Costs Expenses Priority$1,500-$4,200 for each template $200*$0 per issue (internal devel.)$150*12.6b) Tradeshows: These events tend to be expensive to attend and staff, but they do offer one-to-one interactionwhich is important in communicating. Consideration should be made for each event regarding ROI beforeattending. Develop multi-purpose roll-up banners or a low-cost table top display to promote the Town attradeshows.External Vendor Costs Expenses PriorityTBD for attendance costs TBD*$1,500-$2,000 graphic devel. $2,000*

The Town of Georgina Communications PlanMarch 23, 2012Page 34 of 3613. Project Calendar & BudgetThe following calendar, with the exception of the departmental communications plans, assumes that a Corporate Communications Manager and Project Coordinatorwill not be in place for year one. It anticipates that the Town will outsource initial communication requirements to external vendor/vendors. As such,the majority of the development costs below will be one-time only, or much less in later years when a full-time Manager and Coordinator are in place.Staffing BudgetCorporate Communications Manager $55,000 - $65,000Project Coordinator/Designer $35,000 - $45,000TOTAL $90,000 - $110,000+RecommendationExternalVendorTimelineExpenses Priority Q3 2012 Q4 2012 Q1 2013 Q2 2013 Q3 2013 Q4 2013 Q1 2014 Q2 2014+Communications Plan LaunchInternalMeeting with Dir./Mayor/Council/CAO 2,000 200-300 **** XDepartmental meetings 0 100-200 **** XPostings 1,200 50 **** XStaff newsletter (template) 2,500 200-500 *** XStaff newsletter (per issue) 3,200 1,000- *** X X X X X X X2,000TOTAL 8,900 1,550-3,050ExternalMedia relations 600 0 **** XTOTAL 600 0Plan RolloutInternal CommunicationsEBlast (template) 1,200 200 **** XEBlast (per issue) 400 150 *** X X X X X X XCommunications best practices 0 150 ** XEngagement events 2,500- TBD ** X X X5,000Intranet 0 150 **** X X X X X X X X

The Town of Georgina Communications PlanMarch 23, 2012Page 35 of 36Recommendation Vendor Expenses Priority Q3 2012 Q4 2012 Q1 2013 Q2 2013 Q3 2013 Q4 2013 Q1 2014 Q2 2014+Bulletin boards 0 150 **** X X X X X X X XAdditional resources TBD TBD * XTOTAL 4,100- 800+6,600Online CommunicationsENews (promotion) 1,600- 2,000- **** X X X X2,000 3,000ENews (template) 1,500 200 **** XENews (per issue) 0 150 **** X X X X X X XWebsite 10,000- 500 *** X15,000Facebook 0 0 *** XTwitter 0 0 ** XSurveys (per survey) 0 500 * X XTOTAL 13,100-18,5003,350-4,350Media/Public RelationsMedia relations 0 500 **** X X X X X X X XAdvertising (Town News and ads) 0 39,217+ **** X X X X X X X XAdvertising (Town News reworking) 800 200 **** XPositive news 0 250 *** X X X X X XEvents 2,500- TBD ** X X X X X X5,000TOTAL 3,300- 40,167+5,800Centralized Corporate CommunicationsDepartmental communication plans 0 TBD *** X XCommunication templates 8,000- 500 *** X10,000TOTAL 8,000- 500+10,000Facilitate ConversationCentral response TBD TBD * XCentral signage 0 5,000+ **** XCivic centre meetings (per meeting) 0 200 ** X X X XEngagement events 2,500-5,000TBD ** X X X X X X

The Town of Georgina Communications PlanMarch 23, 2012Page 36 of 36Recommendation Vendor Expenses Priority Q3 2012 Q4 2012 Q1 2013 Q2 2013 Q3 2013 Q4 2013 Q1 2014 Q2 2014+Newsletter (template) 2,500 0 **** XNewsletter (per issue) 2,200 4,000 **** X X X X X X XAnnual report 10,000- 8,000- *** X X12,000 10,000Additional materials 0 2,500- *** X X X X X X X5,000Waste and recycling calendar 5,000- 8,000- **** X X10,000 10,000Municipal/community guides 2,500- TBD **** X X5,000Public photo contest 2,500- 2,800 * X X5,000Community ambassadors 0 2,500 * XTOTAL 27,200-41,700+33,000-39,500+External MarketsEblast/ENews (template) 1,500- 200 * X4,200Eblast/ENews (per issue) 0 150 * X X X X XTradeshows (graphics) 1,500- 2,000 * X2,000Tradeshows (attendance) TBD TBD * X X X X X XTOTAL 3,000-6,200+2,350+GRAND TOTAL 68,200-98,300+81,717-90,717+