Y O U R C O M M U N I T Y, Y O U R V O I C E .

COMMUNICATIONS
STRATEGY
2 0 2 1 -2 0 2 5

COMMUNICATIONS STRATEGY 2
TABLE OF MESSAGE
Message from theFROM
CAO

CONTENTS THE MAYOR

Chief Administrative Officer Shawn Everitt

Message from the Mayor 1

Message from the Chief Administration Officer 2 Communication is a vital part of government and a rapidly evolving field. On behalf of Council,
I am proud to introduce our first formal communications strategy. In the past there were local
Message from the Communications Advisory Committee 3 newspapers, often more than one, in every community, with reporters and editors that insured
accurate and timely information was disseminated to residents.
Introduction 4
Today, we have fewer professional media, and many people seek their news and information
Alignment with the Corporate Strategic Plan 5 through digital platforms and social media. Unfortunately, on social media, disinformation can be
as common as information. It is therefore more important than ever that the Town have a robust
Communication Goal & Objectives 6 communications strategy to ensure all residents get timely and accurate information.

SWOT Analysis 7 The 2021-2025 Communications Strategy is a living document which employs a number of
creative and innovative communication tactics to provide the highest quality of timely and accurate
Residents & Communities 10 information to all of our residents. The Town is a true community of communities, consisting of
both rural and urban residents, with 60 per cent serving as full-time residents, and an additional 40
per cent of residents calling The Blue Mountains their second home. This poses communications
Our Accessibility Commitment 11 challenges in reaching all areas of our community, which this communications strategy attempts
to address by incorporating innovative approaches including the employment of online digital
Communication Department Roles and Responsibilities 12 platforms.

The Communication Divisions Toolkit 14 This strategy is a living and breathing document that will adapt as communication needs change and
evolve, with its progress being maintained through collaboration between Town Staff, the Community
Steps to Success 16 Communications Advisory Committee, and Council, and its success continually monitored to ensure
it serves our community well.
Financial Operating Contingency 17
Measuring Success 18
Maintaining Progress 19
Mayor
Appendix A: 2021 - 2025 Tactics and Deliverables 20 Alar Soever

COMMUNICATIONS STRATEGY 1
MESSAGE FROM MESSAGE FROM
THE CAO THE COMMUNICATIONS
ADVISORY COMMITTEE

On behalf of the Community Communications Advisory Committee (CCAC), I’m pleased to

present the Town of The Blue Mountains’ 2021-2025 Communications Strategy. This plan was a
On behalf of the Town, I am thrilled that Council has approved the 2021-2025 Communications collaborative effort of Town staff and CCAC members and included a survey of residents. It was
Strategy. As Chief Administrative Officer, we are entering exciting times as we move forward in approved by Council on June 1, 2021.
implementing our 2020-2024 Corporate Strategic Plan. Within the Corporate Strategic Plan, we
outlined our top strategic priorities to assist with our efforts of creating a unified community vision Like many Advisory Committees of the Town, the Community Communications Advisory Committee
and building excellence in the services we provide, including our commitment to offering high-quality is made up of five volunteers from the community appointed by Council, as well as two Council
customer service. members. The wide-ranging expertise of members encompasses a published author, corporate
communications, journalism, non-profit organizations and roles in municipal, provincial and federal
This mission remains steadfast through this first formalized communications strategy as we strive governments. As well as their active community involvement, the skills and experience of committee
to provide exceptional and transparent communication to the members of our community through a members help them analyse, critique, and make recommendations to Council on a number of
creative and innovative approach. issues. Examples include the new website, social media strategy, customer service standards as
well as communications for various Town initiatives.
Throughout this strategic document, you will see our reinforced commitment to strengthening trust
with our audiences and stakeholders through effective and robust communication tactics and an But one of the most important initiatives the committee has been working on since its inception
“early and often” approach. This strategy provides the framework and guidance for staff and will in 2018, is the development of the 2021-2025 Communications Strategy as well as its continuing
serve as a benchmark to our accountability to the members of our community. implementation.

As a true community of communities, the Town must remain relevant and cut through the Communicating with and listening to the community is fundamental to open and transparent
communication noise as we move into a digital era of communications and understand the complex governance. This plan is important because it lays out how the Town will communicate with the
challenges of communicating with our diverse audiences. This strategy will serve as a living and community in a consistent, thorough, and clear manner. Equally important is the commitment of the
breathing document, and we will continue to engage and seek feedback with members of our Town to engage the community in a way that ensures every voice is heard.
community to ensure we continue to communicate both creatively and effectively.
I want to thank all members of 5the Committee as well as staff who spent many long hours
We sincerely appreciate our community’s commitment to engagement, and we look forward to on the drafting of this plan. A special mention should also be given to the CCAC’s Strategic
building a bright and well-informed future, together. Communications Plan sub-committee members, John Milne, Lyn Logan and Councillor Paula
Hope for their substantial contribution to these efforts. On behalf of the committee, I would also
like to express our deep sadness on the passing of Deputy Mayor Rob Potter. As a member of our
committee, he brought his depth of knowledge, shrewd perspective and dry wit to all our meetings.
He will be missed.
Chief Administrative Officer
Shawn Everitt Chair of the Communications Advisory Committee
Jayne Sutherland

COMMUNICATIONS STRATEGY 2 COMMUNICATIONS STRATEGY 3

INTRODUCTION
The Strategy’s four key objectives will be met through a variety of clearly mapped-out tactics.
Together, the objectives and tactics will create a more meaningful and open relationship between
residents, stakeholders and the Town – a relationship built on a foundation of respect, listening and
active engagement.
The Town of The Blue Mountains is committed to engaging and listening to all residents and
stakeholders, including full-time, part-time, seasonal, rural and urban, through a respectful, informed In alignment with the 2020-2024 Corporate Strategic Plan, the Communications Strategy follows
and ongoing dialogue. Business owners and visitors are important contributors to the conversation the Town’s core operating values of achieving full transparency and accountability while aiming to
as well. This Communications Strategy lays the foundation for community engagement over the next support the communications goal set out by the Community Communications Advisory Committee,
five years. which is to foster ‘an engaged community in which every voice is heard’.

With the assistance of the Community Communications Advisory Committee (CCAC), a public survey
and online engagement session was conducted to help guide and inform this actionable Strategy
that will encourage and strengthen communication amongst the Town of The Blue Mountains’ many
communities and staff.
ALIGNMENT WITH THE
The Strategy is a roadmap. Progress will be tracked and evaluated as each goal is achieved. Best
CORPORATE STRATEGIC PLAN
practices embedded in the process will be applied to the next. Thus, the Strategy will provide a solid
foundation for all future communication initiatives as it addresses a number of key challenges and
opportunities, including: The 2020-2024 Corporate Strategic Plan outlines four strategic priorities, which included a
priority specific to communications and engagement. The Corporate Strategic Plan highlights
the importance of enhancing communication efforts through a variety of tactics.
Establish a standard and monitor compliance Simplifying content and focus on writing in
for responding to inquiries plain language
Corporate Strategic Plan Vision Statement:
Rebuilding the Town’s website with a new and Communicating early and often with a
improved user experience proactive approach
An approachable Council and Staff serving an engaged and well-informed community
Enhancing the public survey process and Building a comprehensive email database
experience

Increasing Council and Staff face-to-face Leveraging social media with an actionable
engagement with residents and robust plan
1. Communication & Engagement 2. Organizational Excellence
Launching a quarterly, print and digital Town Clearly communicating Town priorities
newsletter We will enhance communication and We will continually seek out ways to improve
engagement between Town Staff, Town the internal organization of Town Staff and
Prioritizing AODA Accessibility Compliance residents and stakeholders. the management of Town assets.

3. Community

“
4. Quality of Life

We will protect and enhance the community We will foster a high quality of life for full-time
feel and the character of the Town, while and part-time residents of all ages and stages,
The Town of The Blue Mountains is committed to ensuring the responsible use of resources while welcoming visitors.
engaging and listening to all residents & stakeholders. and restoration of nature.

COMMUNICATIONS STRATEGY 4 COMMUNICATIONS STRATEGY 5

COMMUNICATION GOAL SWOT ANALYSIS
The Communications Strategy is aligned with the Corporate Strategic Plan. The Strategy has a single As a primary step, the Town and the Community Communications Advisory Committee conducted
goal that underscores the importance of listening and proactive communication that includes all a SWOT analysis to evaluate strengths, weaknesses, opportunities, and threats related to the state
residents and stakeholders in The Blue Mountains community. of the Town’s current communications efforts. Conducting a SWOT Analysis allows Town staff to
consider factors from both an internal and external perspective and aims to provide valuable insight
and reflection into the formation of the Strategy as well as assist in identifying the tactics necessary
to improve the Town’s efforts.
An engaged community in which every voice is heard.
Strengths Action Items

Council and Staff dedicated to strengthening • Increase visibility

COMMUNICATION OBJECTIVES communication and public engagement •

•
Enhance response times and standards
Continually improve and be proactive

Clearly identified communication standards, • Share with public

protocols and workflow processes • Ensure staff trained
The Communications Strategy is based on four objectives. The objectives are interdependent and
linked to the Corporate Strategic Plan and its vision. The objectives were derived from the SWOT Engaged Community Communications • Leverage skills and experience
Analysis detailed on the next page. Advisory Committee • Deploy internally as needed
• Seek out and act on advice
As the Strategy is implemented and the objectives are realized, they will strengthen one another and
collectively help achieve the communication goal. Engaged media and community email • Continue to develop partnerships
distribution lists • Leverage with breaking news or times of crisis
Through establishing a strong communication baseline, the Town will enhance its presence and
authority as being the primary source for information on Town news, which will help to address the
spread and concern of misinformation. In addition, through strategic communication efforts that
Weakness Action Items
values and prioritizes flexibility, courtesy, and respect, the Town will foster a true culture of active
listening and two-way engagement with the community.
Lack of engagement and participation • Increase visibility
amongst hard-to-reach residents • Enhance response times and standards
The following chart details the objectives and how they will be realized: • Continually improve and be proactive

Selective resident engagement with • Share with public

Objectives Means of Achievement participation focused on specific topics of • Ensure staff trained
interest
#1: Establish a communication baseline Define standards against which progress will be measured
Reliance on surveys as an engagement tool • Leverage skills and experience
#2: Cultivate communication excellence Consistently deliver all Town communication in a factual, • Deploy internally as needed
transparent, relevant and timely manner. • Seek out and act on advice

#3: Develop creative and multi-platform Bring creativity and innovation to all aspects of how the Lack of face-to-face engagement with • Continue Town Hall meetings and community
content that enhances all communication Town engages residents across all media platforms residents engagement sessions
activities
Low number of email addresses • Launch email address collection campaign
#4: Foster engagement and uphold public Actively listen and engage residents to instill public • Improve email system
trust trust and confidence

COMMUNICATIONS STRATEGY 6 COMMUNICATIONS STRATEGY 7

 Opportunities Action Items Threats Action Items

Improve and strengthen the Town Corporate • Improve design and layout Audiences are inundated with • Make Town story more compelling
Website • Focus on the end user experience communications and marketing from other • Demonstrate commitment
• Ensure full accessibility compliance organizations resulting in engagement • Encourage feedback
fatigue
Increase community engagement to foster • Work with local ski clubs, groups and associations to
transparency and public trust improve outreach Misinformation on social media • Focus on the Town’s story
• Be forthright and respond quickly
Increase community involvement by • Leverage skills and experience • Focus on facts
engaging hard-to-reach residents • Deploy internally as needed
• Seek out and act on advice
Lack of understanding between different • Leverage skills and experience
Make Communications Division part of all • Strengthen project planning and workplans levels of government and their priorities and • Deploy internally as needed
Town project and initiative planning • Provide communications training to all Town staff mandates • Seek out and act on advice
• Proactive budgeting and resource allocation
Unforeseen issues that impact project • Continue Town Hall meetings and community
Leverage local knowledge and resident • Seek feedback timelines and resources engagement sessions
engagement to increase transparency • Encourage resident participation at Town gatherings

Increase communication with tourists and • News boxes / Suggestion boxes

visitors • Municipal podcast
• Text messaging tool
• Digital Screens in Municipal Facilities

Explore new methods of public engagement • News boxes / Suggestion boxes

• Municipal podcast
• Text messaging tool
• Digital Screens in Municipal Facilities

Leverage social media • Draft and execute detailed strategy

• Leverage high level of community usage
• Encourage ongoing feedback

Strengthen youth engagement • “Work at Town Hall for a day”

• In-school presentations by Council and Staff
• Encourage participation from other levels of
government

“
The Town will foster a true culture of active listening and
two-way engagement with the community.
COMMUNICATIONS STRATEGY 8
Through establishing a strong communication baseline, the Town
will enhance its presence and authority as being the primary
source for information on Town news.
COMMUNICATIONS STRATEGY 9
RESIDENTS & COMMUNITIES OUR ACCESSIBILITY
COMMITMENT
The Town of The Blue Mountains is well-known as a community of communities that includes
large rural areas, hamlets, agricultural villages and towns. Each community is home to a variety of
residents from diverse backgrounds:
The Town of The Blue Mountains is committed to building an inclusive community, with all of its
communication and engagement deliverables accessible to all residents. The Town also aims to
Permanent Full-Time Residents Year-Round Part-Time Residents
ensure that all individuals have access to programs and services in a way that respects the dignity
and independence of persons.
Seasonal Residents Tourists and Visitors
The Communication Division strives to ensure that accessibility standards are achieved in all
Business Owners & Employees Groups, Associations and Service Clubs
communication material through ongoing staff training, proactive monitoring and scheduled
evaluation and review.

The Town of The Blue Mountains is expected to

The Town supports the goals of the Accessibility for Ontarians with Disabilities Act (AODA) and has
see steady growth. In addition, there has been an
in place established policies, practices and procedures that are consistent with AODA standards.
unanticipated influx of new residents and visitors
These include accessible customer service, information and communication; employment;
brought on from the COVID-19 pandemic. Through
transportation and the design of public spaces, that are consistent with the core principles as
significant growth, understanding how various
outlined in the AODA- Dignity, Independence, Integration and Equal Opportunity.
audiences receive and engage with information
is even more critical in developing and delivering
the Town’s message and connecting with hard-to-
reach audiences.

In addition, the Town communicates regularly

with a variety of media outlets and government
agencies.

Thus, the Town employs multiple tools and

channels to deliver its messages and news. In
the first year of the Strategy, research will be
undertaken to provide insights into the best means
of engaging each of the groups outlined above.
Over the term of the Strategy, the learnings will be
refined and built upon.

“
Understanding how various audiences receive & engage with
information is critical in developing the Town’s message.
COMMUNICATIONS STRATEGY 10
The Town is committed to building an inclusive community, with
all of its communication & engagement deliverables accessible to
all residents.
COMMUNICATIONS STRATEGY 11
COMMUNICATION DEPARTMENT
The Communication Division plays the central role in the Town’s communication efforts. The Division
acts as the ‘internal specialist’ that helps various departments create and implement communication
campaigns to engage and share news and information with residents and stakeholders. The Division
ROLES & RESPONSIBILITIES is also responsible for supporting Town Departments with public engagement efforts, including
surveys and public engagement sessions to ensure consistency of standard deliverables.

The Communication Division currently consists of three full-time staff members, with two additional
full-time positions scheduled to start in July 2021. The Division reports to the Chief Administrative Day-to-Day Communication Activities Include:
Officer and is responsible for leading the Town’s communication efforts while supporting
department-specific communication projects and activities.
Strategic Communications Media Relations

Staff Position Key Responsibilities Issues Management and Crisis Community Engagement, including staging
Communications Public Sessions and Town hall Meetings
Manager of Communications & Economic • Leads the management of all external and internal
Development communication efforts; seeks new means of
community engagement; keeps the Strategic Plan Website Management Advertising & Promotional Material
up to date; leads the Town’s Economic Development
activities.

Communications & Economic Development • Plans and implements external and internal Social Media Management Town Brand Standards
Coordinator communication efforts and supports the Town’s
Economic Development activities.

Communications Coordinator • Plans and implements external and internal

communication efforts related to capital and municipal
infrastructure projects.

Communications Coordinator • Plans and implements external and internal

communication efforts related to planning and
development projects.

Communications Assistant • Supports external and internal communication efforts.

“
The Communication Division plays the central role in the Town’s
communication efforts while supporting department-specific
communication.
COMMUNICATIONS STRATEGY 13
THE COMMUNICATIONS Town Website:

DIVISION TOOLKIT The Town’s website (www.thebluemountains.ca) serves as its primary communication tool and
is often the first touchpoint for residents and stakeholders. The website is in the process of being
rebuilt. The CCAC – and through it, the community at large – will be integral to the buildout as it
takes place through 2021.
To meet the diverse needs of residents and stakeholders, the Town employs a number of
communication tools and platforms. The list is subject to constant review and is modified as
Upon relaunch, the website will:
circumstances change or dictate.

The breadth of tools encourages flexibility. The tools can be used in a multitude of combinations – Improve the end-user experience Improved content searchability
spontaneously or in a measured manner, depending on the need and to whom the message is being
targeted. The list of tools currently being employed includes:
Feature a new and improved Full AODA accessibility and security
design and functionality compliance
Newspaper Advertisements Press Releases Roadside Signage

Municipal Information Guide TV Screens Town Website Employ streamlined and simplified Enhanced and simplified staff
site navigation processes
Tax Bill Newsletter Digital Advertising Social Media

Email & Print Newsletters Direct Mail Surveys & Polls

Email Newsletters and E-Services
Hand Delivered Notices Public Information Town Hall Meetings As the Town’s website is under development, plans to improve the email newsletter and
Centres & Public communication services will be implemented. Central to this is a professionally led campaign to
Focus Groups & Workshops Meetings build and maintain the Town’s email address database. This is key to driving the traffic to the Town
website.

COMMUNICATIONS STRATEGY 14 COMMUNICATIONS STRATEGY 15

STEPS TO SUCCESS FINANCIAL OPERATING
The Strategy’s objectives will be achieved by following a number of clearly defined tactics over its
CONTINGENCY
five-year term. While the tactics are presented on a year-by-year basis, the Town recognizes the
need for flexibility within the implementation of the plan.
The following chart outlines the financial operating contingency that is required to implement the
tactics outlined within the Strategy. The detailed financial breakdown of each tactic is included
2021 - Year One
starting on page 18 within Appendix A: 2021 – 2025 Tactics and Deliverables.
1. Research and define resident/stakeholder personas to enable targeted engagement plans
2. Develop and implement Social Media strategy It is important to highlight that many of the tactics contain ongoing costs that will be carried
3. Implement email address collection campaign forward into future years to continue the delivery of the service. The cost of implementing each
4. Launch quarterly, printed and mailed Town newsletter focused on storytelling tactic was calculated based on the experience and understanding of staff and CCAC members, and
5. Launch new corporate Town website through reviewing comparative projects and information provided by municipal partners.
6. Evaluate public survey tool and engagement website
7. Establish standards for customer service These costs only represent a small percentage of the total annual communications budget for the
8. Develop communication work plans and review Town. Consolidated communications costs are contained in the Town’s annual budget. Changes
are being implemented to improve the tracking and reporting of communications operating
expenses and advertising expenses across Town departments.
2022 - Year Two
1. Hire research firm to assist with all Town surveys
2. Develop communication orientation package to onboard new staff and Council members Year-Over-Year Financial Requirement:
3. Launch monthly e-newsletter
4. Develop issues management communications plan
5. Conduct Citizen Satisfaction survey as identified in the Corporate Strategic Plan 2021 2022 2023 2024 2025
6. Create new resident welcome package
Tactics $4,500 $5,500 $2,500 $8,500 $8,700
Requiring a
2023 - Year Three One Time
Cost
1. Develop department-specific explainer content (How To, Did You Know, Infographics, Videos)
2. Conduct media relations training for leadership & Council
Tactics $16,000 $15,000 $8,500 $0 $0
3. Establish youth engagement opportunities through partnerships with local schools and other Requiring
levels of government Annual Carry
4. Launch resident text message communications and emergency alert tool Forward Cost

2024 - Year Four Carry

Forward
$0 $16,000 $31,000 $39,500 $39,500

1. Launch municipal podcast to share news and information with residents Cost from
2. Launch pilot project with Town ‘news boxes’ located in high-traffic areas to assist with Previous
newsletter and Town survey distribution Years

Total $20,500 $36,500 $42,000 $42,000 $48,200 $195,200

2025 - Year Five
1. Purchase and improve use of digital screens/signage

COMMUNICATIONS STRATEGY 16 COMMUNICATIONS STRATEGY 17

MEASURING SUCCESS MAINTAINING PROGRESS
To ensure the effectiveness of the Communications Strategy, each tactic will be tracked using The following chart details how the Communication Department will work on its core
the metrics below. At the end of the first year, results will be used to set a benchmark to track responsibilities while assisting the other Town departments over the course of each year covered
the success of communication efforts over the balance of the Strategy, assisting with the annual by this Strategy.
budget process and resource allocation.

Timing Action
Objective Metrics
Daily • Scan local media outlets for potential issues and coverage of Town happenings/
Establish a • Email analytics (open rate and conversion rate) events and send high-level update to members of SMT and Council (Daily News &
communications • Number of email subscribers and average open/engagement rates Issues Scan) as necessary
baseline • Response time to resident inquiries • Monitor social media accounts for resident inquiries/engagement and to ensure
• Website analytics that the platforms are reaching target audiences effectively
Cultivate corporate • Social media analytics (i.e. engagement rate, impressions, likes/favourites,
communications comments, shares/retweets, video views, optimal post times, number of
excellence followers/subscribers, traffic to website Weekly • Provide a high-level update on Town happenings through the weekly recap email
• Council/Committee/Meeting attendance subscribers
• Survey participation rate • Staff website monitoring and updating information (i.e. top website pages, items
• Identify opportunities for feedback prioritized on the homepage, urgent communication needs, etc.)
Develop creative
• Distribution of communication material/information • Communication Staff meetings to analyze the effectiveness of communication
content and
• Overall number of customer service inquiries tools and strategic planning
enhance strategic
• Number of media releases
communication efforts
• Quantity of media coverage (i.e. number of news articles, radio segments,
interviews, etc.)
Foster engagement and • Number of phone inquiries to Town Staff Monthly • Communication Staff to meet with service area managers to ensure needs are
uphold public trust • Number of Town Hall in-person visits being met and determine needs for improvement
• Participating in monthly Community Communication Advisory Committee meet-
ing to ensure communication needs are being met
• Review Q&A document to assist staff in responding to public inquiries
• Review website content, features and functionality, and menu navigation

Quarterly • Meeting with Senior Management Team to provide an update on the progress of
the Communication Strategy
• Meeting with Town departments to ensure respective communication needs are
being met
• Update media and community distribution lists

Annually • Host annual meetings with each Town department to develop communication
work plans
• Review Town Notice Policy
• Review use of online engagement tools
• Local Media Review
• Annual Communications Survey
• Review Communications Strategy

COMMUNICATIONS STRATEGY 18 COMMUNICATIONS STRATEGY 19

APPENDIX A: 2021 - 2025 3. Implement email address collection campaign

TACTICS & DELIVERABLES Accountable: CED Responsible: CAO Supporting: CCAC

Estimated Cost Date Initiated Date Achieved

The following section contains a detailed summary of each tactic. Using a variation of the RACI Covered within the 2020 CCAC
project management system (Responsible, Accountable, Consulting, Informing), each tactic Budget rolled into 2021 ($25,000) Q2 2021 Q4 2021
details a specific deliverable date and estimated financial cost. In addition, each tactic details the
department, division, committee or individual that is accountable, responsible or in a supporting role
to oversee and guide the implementation of the tactic.
4. Launch quarterly, printed and mailed Town newsletter focused on storytelling
Legend
Accountable: CED Responsible: CAO Supporting: CCAC
CAO: Chief Administrative Officer
CED: Communications and Economic Development Division Estimated Cost Date Initiated Date Achieved
CS: Community Services Department
COUNCIL: Town of The Blue Mountains Council $16,000 annually Q3 2021 Quarterly

CCAC: Community Communications Advisory Committee

AAC: Agricultural Advisory Committee
5. Launch new corporate Town website
2021 Tactics
Accountable: CED Responsible: CAO Supporting: CCAC

1. Research and define resident/stakeholder personas to enable targeted engagement plans Estimated Cost Date Initiated Date Achieved

$110,000 approved in Q1 2021 Q4 2021

Accountable: CED Responsible: CAO Supporting: CCAC 2020 budget

Estimated Cost Date Initiated Date Achieved

$2,500 Q3 2021 Q4 2021 6. Evaluate public survey tool and engagement website

Accountable: CED Responsible: CAO Supporting: CCAC

2. Develop and implement social media strategy
Estimated Cost Date Initiated Date Achieved

Accountable: CED Responsible: CAO Supporting: CCAC $0 Q2 2021 Q3 2021

Estimated Cost Date Initiated Date Achieved

$2,000 Q1 2021 Q4 2021

COMMUNICATIONS STRATEGY 20 COMMUNICATIONS STRATEGY 21

 7. Establish standards for customer service 3. Launch monthly e-newsletter

Accountable: CAO Responsible: COUNCIL Supporting: SMT & CED Accountable: CED Responsible: CAO Supporting: CCAC

Estimated Cost Date Initiated Date Achieved Estimated Cost Date Initiated Date Achieved
Software cost will be covered
$0 Q2 2021 Q3 2021 within the website budget Q1 2022 Q3 2022

8. Develop communication workplans and review

4. Develop issues management communications plan
Accountable: CED Responsible: CAO Supporting: SMT
Accountable: CED Responsible: CAO Supporting: CCAC
Estimated Cost Date Initiated Date Achieved
Estimated Cost Date Initiated Date Achieved
$0 Q2 2021 Q3 2021
$3,000 Q2 2022 Q3 2022

2022 Tactics
5. Conduct Citizen Satisfaction survey as identified in the Corporate Strategic Plan
1. Hire research firm to assist with all Town surveys
Accountable: CED Responsible: CAO Supporting: CCAC
Accountable: CED Responsible: CAO Supporting: CCAC
Estimated Cost Date Initiated Date Achieved
Estimated Cost Date Initiated Date Achieved Covered within the
Corporate Strategic Plan Budget Q1 2022 Q1 2022
$15,000 annually Q2 2022 Q3 2022

2. Develop communications orientation package to onboard new staff and Council members 6. Create new resident welcome package

Accountable: CED Responsible: CAO Supporting: CCAC Accountable: CED Responsible: CAO Supporting: CCAC & AAC

Estimated Cost Date Initiated Date Achieved Estimated Cost Date Initiated Date Achieved

$0 Q1 2022 Q3 2022 $2,500 Q1 2022 Q3 2022

COMMUNICATIONS STRATEGY 22 COMMUNICATIONS STRATEGY 23

2023 Tactics 2024 Tactics

1. Conduct media relations training for Senior Management Team and Council 1. Launch municipal podcast to share news and information with residents

Accountable: CED Responsible: CAO Supporting: CCAC Accountable: CED Responsible: CAO Supporting: CCAC

Estimated Cost Date Initiated Date Achieved Estimated Cost Date Initiated Date Achieved

$2,500 Q1 2023 Every term of Council $5,000 Q1 2024 Q4 2024

2. Establish youth engagement opportunities through partnerships with local schools and other 2. Launch pilot project with Town ‘news boxes’ located in high-traffic areas to assist with
levels of government newsletter and Town survey distribution

Accountable: CED Responsible: CAO Supporting: CCAC Accountable: CED Responsible: CAO Supporting: CCAC

Estimated Cost Date Initiated Date Achieved Estimated Cost Date Initiated Date Achieved

$0 Q1 2023 Q4 2023 $3,500 Q1 2024 Q4 2024

3. Launch resident text message communications and emergency alert tool 2025 Tactics

Accountable: CED Responsible: CAO Supporting: CCAC 1. Purchase and improve use of digital screens in Town facilities

Estimated Cost Date Initiated Date Achieved

Accountable: CED Responsible: CAO Supporting: CCAC & CS

$3,500 annually Q2 2023 Q4 2023

Estimated Cost Date Initiated Date Achieved

$8,700 Q1 2025 Q4 2025

4. Develop general Town and department specific explainer content (ex- How to, Did you
Know, Infographics, Videos, etc.)

Accountable: CED Responsible: CAO Supporting: CCAC

Estimated Cost Date Initiated Date Achieved

$5,000 annually Q1 2023 Ongoing

COMMUNICATIONS STRATEGY 24 COMMUNICATIONS STRATEGY 25