city of maricopa strategic communications plan

Strategic Communications Plan (2) – Revised 11/21/08

TITLE: Communications Strategic Plan

CITY MANAGER’S OFFICE

45145 W. Madison Ave. P.O. Box 610 Maricopa, AZ 85239 Ph: 520.568.9098 Fx: 520.568.9120 www.maricopa-az.gov


Strategic Communications Introduction. The City Council believes that clear, concise open communication with all citizens is an important community value. The City of Maricopa makes a consistent effort to be a helpful, accessible, consistent, unintimidating and human source of information; and works to assure that those served always feel welcome. The City endeavors to promote a positive relationship with its citizens, conducting outreach through personal contact, at meetings and through telephone and e-mail exchanges. City staff responds thoughtfully and fully to citizen questions, and City department heads and supervisors recognize the importance of a close working relationship with the media. There exists a high degree of community pride among citizens and positive identification with their home in Maricopa. The desire to continue and enhance these feelings underlies our basic communication efforts. A Communications Plan works to use communications outreach as an education tool to keep the community informed about how the City operates and the policies and procedures that are involved in that operation, and to encourage citizen participation in their local government process. It aims to meet these objectives in a coordinated, concerted and cost-effective manner. The intent of the plan is to remain focused on a proactive approach that achieves established goals. Mission.

To continually provide a positive message about Maricopa To give the people of Maricopa a reason to be proud to be a Maricopa resident To provide open, honest and timely communication services to our internal and

external customers To use technologies that are “state of the art” but sensible and effective To be responsive to the needs and desires of the organization

Image, Identity and Perception. The goals of the Communications Plan are to continue to enhance the City’s image, and identify ways to communicate with local, state and national citizens that Maricopa provides not only the best of essential services, but offers services to citizens that far exceed cities our size or larger. Through positive news releases, articles in local and regional publications, as well as local coverage on how Maricopa is changing challenges into opportunities will enable local and state citizens to learn and believe that Maricopa is a strong, progressive and visionary city. A key thing to remember is that a strong Communications Plan can help to enhance the City’s image. In an age of sound bites and snapshots in written media and on television and radio, the citizens’ perception of a service, event or issue will become their reality. The Communications Plan will guide the information flow so perception, reality and fact all meld into one idea.


Organizational Assumptions. This strategic communications plan is based on a number of key assumptions that are recognized by the City of Maricopa leadership and the Marketing & Communications Office.

The success of the city depends in part on accurate, relevant and frequent communications with all audiences about its strategic plans, improvement plans and other initiatives, goals and programs

The Marketing & Communications Office has the technical skills, tools and professional experience to manage communications

City leadership and the City Council will work with the Marketing & Communications Office in communicating with and to its diverse audiences

Communications will be flexible and tailored to effectively reach the target market in the desired format

Definitions. The following definitions may be helpful in understanding the City’s media communications guidelines.

News media: Publishing, broadcast or electronic organizations, including newspaper, magazine, radio and television stations, satellite or cable stations or Web-based organizations. Media representative: Any employee, associate or contractor, including reporters, photographers, camerapersons, editors or producers. News release: Any verbal or written correspondence with any news media. City Marketing and Communications Manager: The Marketing and Communications Manager is employed by the City Manager’s office and attempts to provide as much information as possible to the City’s stakeholders. However, when detailed information is needed, the Marketing and Communications Manager may ask the appropriate department representative to provide details. As needed, the Marketing and Communications Manager will work in concert with other City staff to assist with major events. Public Information Officers: Employees designated by a department head to handle routine media calls and public information requests. Also may act as representative to M20-TV team. PIO team: Representatives from each department that provide information and programming plans for M20-TV, City newsletters, Website content and news releases. Stakeholders: Citizens; employees, businesses; other municipal, county and state government and agencies; news media; and elected officials – local, state and national.


Defining Responsibilities. Mayor, City Council, Advisory Boards:

Stay aware of news stories that could trigger a need for information from the City Attend training on communications and participation issues Be aware of the City’s Communications Plan, policies, procedures and key messages Clearly identify whether the official is acting on behalf of the City or not Inform the Marketing and Communications Manager of any contact by the media Utilize individual public contact opportunities to reinforce the City’s key messages Review and comment on City communications and outreach efforts

City Manager’s Office/Marketing and Communications:

Coordinate communications for consistent, timely and accurate messages Plan and implement communications trainings, policies and procedures for City staff,

elected officials, advisory bodies and volunteers Work with Police, Fire, Chamber of Commerce, and other agencies to plan and

implement crisis and emergency communications plans Track the performance measures to determine the effectiveness of the

Communications Plan and the need for change Stay aware of news stories that could trigger a demand for information from the City Network with other communications professionals to stay informed on new methods

and facilitate the use of potential partners Oversee the City’s branding campaign Manage and deliver the office’s products and services

Department Directors, Managers and Supervisors:

Identify staff members who are responsible for or authorized to speak with the media on behalf of the department

Attend communications training and support the participation of staff o These staff members may be the department’s Information Officer

Representatives to the M20-TV PIO Team City Employees:

Make all communications as effective as possible, whether communicating with the public, with customers and vendors, or with each other

Know whether or not you are authorized in any given situation to speak on behalf of the City and what you are or are not authorized to speak about

Make it clear whether or not you are speaking on behalf of the City Utilize involvement in community organizations as communications opportunities Employees with media communications, presentation or public process and

participation facilitation responsibilities should be sure to know the applicable policies and procedures and attend training in order to maintain a high level of skills in these areas.

Department Information Officers:

Provides communications for his or her department Ensures messages are in alignment with the strategic communications plan Responsible for getting the department’s message out on a consistent basis


Services as a liaison to the Maricopa20 Review Team Participates in the development of local programming, communications and

marketing Must be a self-starter, ambitious, able to work in a deadline driven environment, team

player, good listener and an enthusiastic supporter of the department Media:

The media have an essential role in effective City communications They are the best and fastest method for widely distributing information to the public Therefore, a positive, ongoing relationship with the press, including active

approaches to initiating stories, ideas and opportunities to reinforce the City’s key messages, is an important component of this Plan.


The City and the Media. The City of Maricopa is a small, multi-tiered organization that affects numerous people and organizations. As a result, the news media, virtually on a daily basis, contacts some City staff to gather information for a news story about events, activities, policies crises or some other matter affecting the City.

All department heads are authorized to work with the news media. o Department heads may also designate representatives to deal with the media

The Fire and Police departments have public information officers who work with the media during routine activities as well as in emergencies.

City staff provides important municipal services to the citizens of Maricopa, particularly in emergencies. City staff’s first responsibility is to provide these services. Dealing with the news media is secondary. Key Messages & Themes. A communications program built on strong themes is more effective than a program with scattered and unrelated messages. Key themes will be communicated frequently in a variety of ways, using simple, repetitive messages. Messages gain power from consistency and repetition.

Key messages are the core of your writing. Key messages open the door to direct communication with your audience, because they bridge what your audience already knows and where you are trying to take them.

You have a point to make—whether to educate, discuss, promote or advocate. Within every text, key messages are the messages you want your audience to remember and react to. They are The Message, the essence. Within all your writing, key messages keep your writing on track with what you are trying to accomplish. Readers should always come back to your key messages.

Key messages are a means to an end. They assert your viewpoint. Key messages are opinions that you can back up with proof and case examples, which you demonstrate within your writing.

By prompting your readers to ask questions, key messages immediately get audiences involved in your issue.

Key messages prompt your audience to ask "Why"? "How"? Key Messages get your audience curious about what you have to say. Curiosity is the first step to participation.

Key messages identified for the Communications Plan are: Maricopa provides a positive place to live and play The City government spends money wisely, providing good value for the costs

involved The City is truly interested in listening to its residents and values community input The safety of the citizens is the highest priority


Communication Philosophy. As a City government, we work for the citizens of Maricopa providing municipal services. In addition to providing services, communicating the availability of those services is an important aspect of City government. Communication is especially important in times of crisis. Guiding Principles. This plan is based on the following five principles, which guide its overall development and implementation:

Proactive v. Reactive The emphasis of this plan is to capitalize on opportunities to tell our own story rather than to rely on others to interpret our actions, issues, services and programs. When telling our own story, we should do so first, to reduce the likelihood of inaccurate portrayals.

Community Problem Solving v. Operating in a Vacuum

The City of Maricopa exists to serve the needs of its stakeholders. Employees operate in an environment that values Diversity, Integrity, Stewardship and Creativity. These guiding principles empower employees and enable them to maximize their productivity for the benefit of the community. This communications plan emphasizes arming external audiences with accurate information to allow them to utilize City services effectively.

Open v. Closed

Our intent is to foster an open communications system, with information shared both internally and externally. Two-way communication is emphasized. Openness creates a sense of ownership, teamwork and accountability. Open communication is a major component of problem solving.

Strongly Themed v. Scattered Messages

A communications program built on consistency is more efficient than one with unrelated and scattered messages. Communications should support, reinforce and reflect the goals and target issues of the City as established by management in concert with the initiatives and policies of the City Commission. This underscores the idea of one organization with one common purpose – “Customer First” service.

Interactive v. Top Down

Interactive communications involves the two-way flow of information, both internally within the City and externally in the City’s relationships with its stakeholders. Interaction also enhances the principle of community problem solving and utilizes the best thoughts of everyone involved rather than just a few people at the top of the information pyramid.


Marketing and Communications Goal. The Marketing and Communications office will provide its audiences with information about the City’s programs, services and activities. The Focus. It is a priority of the City of Maricopa to strengthen relationships with all stakeholders. For information flow to be effective, it involves all facets of strategy, image, values and message management to achieve short and long-range benefits for students and all stakeholders. The Marketing & Communications Office will focus available resources on interpersonal communications supported by issues-focused communications plans. This will build trust within the City and create new lines of communication throughout the community. The communications plan will assist city leaders and staff in communicating with a clear, consistent message. It is the goal of the division that this focus will support and foster an open, positive environment. The following strategies are part of a three-year plan. Strategy One: Maintain a quality working relationship with local and regional media to effectively deliver City government information to the community

Respond to all media requests for information in a timely manner

Announce programs, services and events

Hold media briefings prior to public meetings to inform reporters of upcoming issues

Strategy Two: Deliver relevant and pertinent information to each home and business in the City.

Solicit input from all operating departments and allied agencies for inclusion in the newsletter

Compile and publish appropriate information for distribution at least four times each year

Conduct a survey of residents to determine if they are receiving the information they need

Products: Community newsletter, Maricopa20 Programming, Web 2.0

Strategy Three: Respond to requests for City government information.

Provide information via e-mail to requests for information from the City’s website

Respond to mailed requests for City government information

Implement a customer relationship module on the city’s Website to facilitate interaction and enable a 24/7 connection to government


Strategy Four: Update and maintain the content of the City’s website.

Work with City departments to provide current, accurate information on the City’s website

Review pages to be published for accuracy and timeliness

Redevelop the site to include a content management system and interactive abilities for the user

Strategy Five: Develop and produce programming for City’s PEG channel, M20-TV.

Work with departmental PIO’s on programming ideas, development and production

Develop local programming

Work with Police and Fire PIO’s to develop station as source of the latest and best information available for local residents during and after an emergency event with the recovery period being of particular importance

Implement the Mayor’s Message, a program focusing on Maricopa from the Mayor’s perspective

Strategy Six: Coordinate and assist departments in planning and hosting special events.

Coordinate and host events as directed by the City Council and City Manager

Assist departments in planning and hosting special events and programs

Strategy Seven: Provide communications support to the City Council.

Research and write speeches and remarks for elected officials

Produce and distribute information about the work of the City Council

Respond to requests from elected officials for City government information

Assist elected officials in public relations matters

Strategy Eight: Maintain Consistent Branding.

Oversee all publications to ensure branding consistency

Work with departments on publications in order to ensure they are meeting branding guidelines

Continue promoting City versus department

Strategy Nine: Emergency communications.

Ensure 24/7 reporting process that enables incidents to be reported immediately, evaluated and escalated as necessary

Define roles and responsibilities clearly

Document and debrief


Strategy Ten: Department Communications.

Work with departments and divisions to develop three key messages

Promote the city through the service of the departments

Strategy Eleven: Implement the Communications Plan

Train staff and council

Write weekly updates to staff for reminders

Amend the document as needed

Identify the crisis communications team

Train staff and council on crisis communications and their role


Conclusion. This strategic communication plan formalizes many of the communication tools currently

employed to make connections with the community. This community is and continues to

become more diverse and therefore more difficult to connect with. By instituting integrated

communications, the City hopes to ensure that all residents receive the message that

Maricopa’s top priority is that of transparency and open, honest communication. Through the

integrated communications strategy, all decision-making processes will include thoughtful

methods on conveying these decisions to the community, utilizing all applicable

communications resources.

The main challenge with this plan will be its implementation (strategy eleven). Currently, the

City of Maricopa relies heavily on disjointed communications – each department doing its

own marketing and public relations. While many members of our audience may see one

message, they do not gain greater understanding of local priorities through the use of unified

communications. It is important that messages be unified and advertisements consistent with

branding guidelines. All publications, advertisements and press releases should be managed

by the Marketing & Communications Office to maintain consistent messaging.

Internet communications should be only one part of the communications plan. Opinion,

technology and expectations vary and change rapidly. Also, it can be limiting, both in terms

of access and filters. In spite of this, expectations are that information will be on-going.

Instead of annual reports, community members expect to be able to follow the evolution of

decisions and be informed about events as they develop. To meet the goals of the City and

the expectations of community members, flexibility with information and strategic projections

of community concerns will be vital. Although there are risks with this on-going approach,

premature release of information or unclear messaging, the greatest risk is not providing for

client needs.

Traditional communication modes need to be refined to work in harmony with digital

communications. This means providing a consistent look and feel to all forms of

communication. Websites will need to be reviewed and revised on a regular basis, requiring

staff commitment. An intranet should be established where employees can locate current


news on committees, department activities and developing issues. This information provided

directly to employees should reduce misinformation and frustration among employee

groups.

The City of Maricopa is committed to serving the needs of the entire community through

both traditional and digital methods. Further, there is a priority to infuse a culture of

communication across all operational areas, departments and leadership decisions in order to

foster trust, openness and understanding of local governments. Building communications

with our audiences is a priority. This includes fostering two-way communications so that the

City can connect and understand the needs of its audiences.

This Communications Plan is presented as a guide to achieve the communication goals of the

City of Maricopa. Like any plan, it will need updating as circumstances change. The

Communications Plan will be updated periodically based on experiences and changes in

needs.


Crisis Communications.

The Crisis Communication Team. The Crisis Communications Team is essential to identify what actions should be taken. The City Manager’s Leadership Team (CMLT) and other appropriate department directors will serve as the Crisis Communications Team. Once the team is finalized, a roster of members and their responsibilities will be developed. The team is charged with developing a plan of action. One of the Crisis Communications Team’s first responsibilities is to determine the appropriate positioning or message to address the emergency. This is where “Tell it all, tell it fast and tell the truth” begins. In addition to the Crisis Communications Team, the Marketing and Communications office will utilize Public Information Officers from the Fire and Police departments supplemented with knowledgeable and competent people who can answer phones and, if required, escort media. Having calls from the media answered promptly is essential. As soon as possible a prepared statement will be provided to this staff. Sample Statement: “Facts are still being gathered but there will be a news conference before 4 p.m. Please give me your name and number and I will call you back to let you know when.” It is always best when a mistake has been made to admit it up front, and begin doing whatever is possible to re-establish credibility and confidence with external audiences. The first and foremost goal is protecting the integrity and reputation of the City.

Never try to lie, deny or hide your involvement

If you ignore the situation, it will only get worse

The cause of almost all crises falls into two broad categories:

Overt acts and acts of omission

Issues of competence or lack thereof in matters of public perception

Positioning. Categories to consider for position are:

Human error

Clerical error

Unauthorized procedures

Inadequate supervision

Inadequate quality control

Misuse of confidential information

Errors of judgment


Inadequate standard operating procedures

In considering the position, it is important to consider the wide range of consequences. Above all, ignoring the situation will only make things worse. People tend to remember what they hear first and last. Designated Spokesperson.

The Marketing and Communications Manager will be designated as the primary spokesperson to represent the City, make official statements and answer media questions throughout the crisis

A back up to the designated spokesperson will be identified to fill the position in the event that the primary spokesperson is unavailable

In addition to the primary spokesperson and the backup spokesperson, appropriate technical experts or advisors will be designated

Response. If you don’t communicate immediately, you lose your great opportunity to control events.

Draft a fact sheet containing a summary statement of the situation, including all known details to be released to the media. This information will be made available to and approved by the City Manager

Notify key stakeholders

Alert the media and determine whether a news conference and/or news release is an appropriate means of convey information

Photography: decide on the need for photography or videography for responding to the media or for documentation for possible litigation

Internal communications: determine appropriate strategies

Rumor control: establish a rumor control hotline and/or dedicated call in line for media

Other Procedures.

Scan newspapers and video reports for stories related to the situation. Deliver copies to appropriate personnel

Maintain information files to reside in Marketing and Communications office

The Communications Team will meet as soon as possible following a crisis to review all actions and determine the effectiveness and efficiency of the operation and make needed changes to the Crisis Management Plan


What to Do When the News Media Show Up. Be sure you know what your department’s policy is concerning any employee dealing with the news media. Before being contacted by a media representative, you must be clear as to whether you are allowed to deal with the news media or if a more senior employee is the right person. When approached by a media representative, whether in person, by telephone, or by e-mail, decide if you can deal with the inquiry or whether to direct the inquiry to a more appropriate person. If you are not the appropriate person, politely state that you cannot provide the information and then provide the name, title and telephone number or e-mail address of the appropriate person for them to contact. In most instances, the media’s first point of contact will be the Marketing and Communications office. This office will ascertain the nature of the inquiry and attempt to respond. If Marketing and Communications cannot provide the required information, the Marketing and Communications Manager will contact the proper area for follow-up. If you are authorized to deal with the news media, here are some tips:

Provide only the facts that you know in your official capacity

Do not speculate. Investigate to determine facts and inform the news media where the City is in the investigation – the beginning, the middle or about to conclude. Never speculate about what the investigation might conclude. Tell the news media that you will not engage in speculation

If your responsibility covers only a portion of an event, tell the news media what you can and cannot discuss.

Never go off the record. Assume all communications will be broadcast or printed, and assume every word you speak will appear in the news media.

Do not release the names of victims or personal data unless you are sure it is public information.

Be ready to provide the names and telephone numbers or e-mail addresses of your supervisor or department head, if requested.

Success with the news media:

Know the City’s policy in dealing with the news media Talk about only what you know Call your supervisor or the Marketing and Communications office if you need help

The following procedures and standards will be used by all departments as applicable to media relations within the City of Maricopa.

I. Spokesperson. In most instances, there will be one spokesperson designated for response to each inquiry. For citywide inquiries, the spokesperson will most often be the Marketing and Communications Manager. For department-related issues, the spokesperson will most often be the department director. The department or designated spokesperson will work directly with the Marketing and Communications Manager to ensure that information for specific media issues is communicated appropriately.


II. Primary City Contact. The Marketing and Communications Manager will serve as the primary source of City information, providing background information about City issues, projects and services.

a. The Fire and/or Police Public Information Officer will serve as the City PIO in the absence of the Marketing and Communications Manager

b. The Assistant City Manager or appointed designee will serve in the absence of the Marketing and Communications Manager and the Fire and Police Public Information Officer

III. Priority Attention should be given to all media inquiries. Every effort should be made to meet media deadlines and ensure that all information released is accurate. Accuracy of information takes precedence over media deadlines.

a. If another priority prevents an immediate response, a courtesy call should be made to the reporter confirming when the requested information will be available

IV. Routine Media Requests may be responded to by any employee if the response is of a factual, incidental or inconsequential nature (e.g., special event schedule).

V. Non-Routine Media Requests should be forwarded to the Marketing and Communications office prior to response. These may include responses that require interpretation of policy, employee information and emergency situations.

VI. Sensitive and Controversial Issues often become headlines for the news media. This provision provides the framework for the City’s Marketing and Communications office to respond appropriately and as soon as possible to sensitive and controversial issues.

a. Sensitive and controversial issues pertaining to internal operation of the City should be immediately forwarded to the Marketing and Communications office in order to prepare for or respond to media inquiries. The City Manager, or his designee, will communicate with the Marketing and Communications Manager, department directors and City officials as necessary, including the City Attorney, to develop appropriate strategies for each issue and determine an appropriate spokesperson.

b. Asking the following may best assess sensitive and controversial issues of interest to the media:

i. Is the issue a threat, existing or potential, to life, health or property?

ii. Could the issue likely be interpreted to negatively affect public confidence in or opinion of the City of Maricopa government or City Council?

iii. Is the issue of particular interest to the general public?

iv. Are there legal ramifications, existing or potential, raised by the issue?

v. Has more than one member of the media inquired about the same issue?

vi. Has someone or some aspect of it threatened to go to the media about the issue?


vii. Is there unusual or inappropriate interest by a person or small group of people about a seemingly routine issue?

I. News Releases will be prepared and issued by the Marketing and Communications office or designee, as newsworthy information becomes available or as events occur. Exceptions are publications prepared and issued by the Fire and Police departments. Other departments that wish to issue a news release will first have it approved by the Marketing and Communications office, which can assist in its distribution.

II. News Briefings/News Conferences may be held at the direction of the City Manager to educate the media about issues with a unified voice pertaining to facts, information, rules and emergency or crisis situation or the established policy/rules of the City.

a. A news briefing/news conference allows City officials to effectively respond at one sitting rather than responding individually to many media contacts

b. A news briefing/news conference enables City officials to address issues personally and convey willingness to openly discuss an issue

c. A news conference may be called when:

i. The issue to be announced is best conveyed at a news conference

ii. Major participants of a project are available to highlight their participation and respond to media inquiries together

iii. The issue is likely to produce controversy

News conferences will be planned in advance and coordinated by the Marketing and Communications Manager

MARICOPA 20: GUIDELINES & PROCEDURES HANDBOOK. July 7, 2008

MARKETING AND COMMUNICATIONS

45145 W. Madison Ave. P.O. Box 610 Maricopa, AZ 85239 Ph: 520.568.9098 Fx: 520.568.9120 www.maricopa-az.gov

MARICOPA20. The City launched its own government access television station on June 3, 2008. This is a new endeavor for the City, filled with great opportunity and potential for communicating with our stakeholders. Many of the concepts outlined in the Communications Plan are applicable to M20-TV. Key to the mission of the station, which is to communicate through electronic media news and information to the people of City of Maricopa, and its success, is a network of designated departmental information officers who comprise the PIO Team. Members of the team are responsible for information gathering within their departments or divisions and for generating programming ideas. Vision Our vision is to use government television as a catalyst to stimulate public participation in City government and stimulate public communication of news and services to the public to strengthen the bonds between City government and the citizens of Maricopa. Goals, Objectives, Strategies Programming

Goal: create a diverse schedule of programming to communicate the benefits of city services to the community Long Term Strategies

i. Strive to produce one locally produced program each month focusing on each department in the City

ii. Form a Review Team to be responsible for monthly messaging to constituents and to brainstorm production of cable shows from individual departments

iii. Work with Mayor/City Manager to produce monthly show dedicated to imparting latest news to citizens

iv. Conduct Stakeholders meetings to facilitate increased citizen participation in productions

v. Develop relationships with other organizations that produce programming

vi. Foster programming activities by conducting monthly Review Team meetings

Operations

Goal: Provide, produce and present opportunities for public dialogue and expression through electronic media

Long Term Strategies:

i. Manage M20-TV equipment and facilities for government access

ii. Hire 1 – 2 equipment operators with experience in production

iii. Find space to use for production set, editing room and digital recording

iv. Design set; purchase furniture

v. Purchase taping, editing and recording equipment

vi. Schedule 10 hours or more per day of local programming

vii. Evaluate, modify, expand, and implement Operating Policies and Procedures as appropriate

viii. Monitor and evaluate new technologies and their applicability to M20-TV

ix. Provide training in production skills and media literacy

x. Offer basic training classes and individual certifications for potential producers

xi. Hire consultant to work with City Council to train them for televised meetings

xii. Provide out of area training/conference opportunities to review board

xiii. Provide opportunities for hands on training through programs produced by M20-TV

xiv. Assign Media Engineer the task of designing training manuals and a training schedule for interested Staff members

xv. Operate a volunteer program

a. Create volunteer opportunities to encourage community participation in production of shows

b. Create specific job descriptions for intern positions and promote availability to the community

c. Involve a sufficient number of volunteers to enable M20-TV to cover significant community events

Marketing/public awareness Goal: Increase public awareness of M20-TV and of Maricopa’s services and programs

Long Term Strategies

i. Design and distribute M20-TV brochures through mailings, local events and door hangers

ii. Participate in established community events to increase the public profile of M20-TV

iii. Add M20-TV information page to City’s website highlighting announcements, promoting productions, and listing scheduled televised meeting times and dates

iv. Produce and cablecast M20-TV service promotional spots on M20-TV

v. Explore cross-promotion with other local media and community organizations

vi. Implement aggressive press strategy for a target of two feature articles in local newspapers

vii. Advertise on local radio, if feasible

viii. Develop M20-TV merchandise and distribute through sales or give-aways

ix. Develop branding through clothing, signs, and flyers during coverage of community events

Increase viewership.

Long Term Strategies i. Produce and distribute semi-annual program guide in special events quarterly

entertainment newsletter

ii. Place monthly listings in local papers

Finance

Goal: Manage financial resources of the organization i. Oversee the management of the finances of M20-TV in a fiscally responsible

manner

ii. Develop and follow annual budget

iii. Acknowledge donations and in-kind support promptly and thoroughly

Development

Goal: Secure resources and funding for the organization (Secure annual funding from the City of Maricopa)


i. Contact City Council members on a regular basis to inform them of M20-TV activities

ii. Attract corporate sponsorships/underwriting

iii. Long Term Strategies

iv. Seek grants, corporate donations, and conduct fund-raising activities to meet the needs of basic operations, enhanced services, initiatives, and special projects

Performance

Goal: evaluate programming, operations, outreach, marketing, finance, development initiatives and programs to promote further refinement and growth


i. Conduct annual user survey to identify areas of satisfaction or dissatisfaction Develop an effective staff to operate the program of the organization Long Term Strategies

i. Consistent with the mission of M20-TV, increase commitment to excellent customer service and professionalism with appropriate level and quality of staffing

ii. Review Team meet monthly to review issues and progress iii. Assure that department representatives receive training within and outside the

city to help them in their job performance

iv. Assure that staff attends National Alliance for Community Media and the National Association of Telecommunications Officers and Advisors conferences

v. Review Personnel Policies annually and revise as needed

Approved by Council on August 5, 2008 - Page 2

Table of Contents.

Mission and Priorities 3

Channel Designation 3

Types of Programming 4

Access Policy/Approvals 5

Editing Policy 6

Promotions and Endorsements 7

Retention and Ownership of Tapes 7

Management 7

Copy Requests 7

Talent Releases 7

Use of City Equipment 7

General Guidelines 9

Programming Requests 11

Political Programming

Public Meeting Coverage

Emergency Messages

PSAs

News Magazine Programming

Program Series

Special Events

Documentaries

Other

Programming Restrictions 15

Appendix A 16

Appendix B 20


MISSION STATEMENT:

Maricopa’s Government Access channel will strive to keep residents informed of the

services, programs and activities of the City of Maricopa and Maricopa City Council

through the video medium.

PRIORITIES

The following general priorities will apply to the Government Access channel, and may

be altered on a case by case basis by the Marketing and Communications Office.

Public proceedings and meetings that involve city officials.

Programs that explain and inform the public about City services and programs.

Emergency information involving public safety or health.

Programs that explain policies and programs of the City of Maricopa or that

solicit citizens input on these policies and programs.

Programs that feature special events and historic happenings in the city and

other programs of general interest to the citizens of Maricopa.

Provide programming from state, federal or government agency programs that

are determined to be of interest to local citizens.

SPECIFIC OBJECTIVES INCLUDE:

Increase citizens’ awareness, understanding, and participation in all areas of

municipal government.

Produce and broadcast programs that inform, educate, enlighten and

encourage participation in city services, activities, and decision-making.

CHANNEL DESIGNATION

Maricopa's Government Access channel will operate on Orbitel Communications Channel

20, Maricopa Broadband Channel 20 and on Qwest Communications Channel 20.


TYPES OF PROGRAMMING:

Live Broadcast – Live broadcast coverage of selected meetings and events will

be provided. This will consist of City Council meetings and other special

programmed events. The City of Maricopa is not responsible or liable for words

uttered by the public during live broadcasts. Also, the City of Maricopa cannot

suppress vulgar or inappropriate words to be aired during live broadcasts.

Taped-delayed broadcast – Taped meetings, shows, and other special events

will be scheduled into open times between live broadcasts. The City of

Maricopa reserves the right to determine if the event will be aired live or taped

for replay at a later date and time. Taped-broadcast times will be determined

by the Marketing and Communications Manager. The City of Maricopa cannot

suppress vulgar or inappropriate words to be aired during taped-live

broadcasts.

City-originated programming – Programs produced by the Marketing &

Communications Office to include programs for City departments, issues

related to City government or about groups/committees/boards, etc., that are

affiliated with City government or which use public dollars.

Outside-Originated Programming - Material produced by municipal, state,

federal, and/or quasi-governmental agencies that can be purchased, rented, or

borrowed for cablecast. All outside programming must be non-commercial and be

of broadcast quality. A disclaimer will be aired prior to and follow each program

(Appendix B).

Community Bulletin-Board Information (CBB) – Character generated messages

related to City government activities, programs, services, and events sponsored

by the City of Maricopa or other government entities affecting Maricopa and its

citizens. This service will operate 24 hours a day when other programming is

not scheduled.


ACCESS POLICY/APPROVALS

All programming cablecast over Channel 20 must be government related and provide

useful information to the residents of Maricopa. Programs may include meetings,

activities, programs, events, and services of City departments or other government

entities.

Final approval of all requests will be made by the Marketing & Communications Manager

who administers the video program for the City of Maricopa.

Live Cablecast & Satellite Downlinks will be aired with a delay system to avoid

inappropriate content reaching the public. The Marketing & Communications Manager or

designee will be responsible for discerning appropriate live content and have the ability

to pre-empt any inappropriateness of content.

City-originated programs will be reviewed by the Marketing & Communications

Manager and the Media Services Engineer (currently IT designee) for appropriate

content. If there is any question as to the appropriateness of any part of the program,

the final determination whether or not to air the program will be made by the

Marketing & Communications Manager.

Outside-originated programs will be reviewed by a Marketing & Communications staff

member for appropriate content. If there is any question as to the appropriateness of

any part of the program, the Media Services Engineer (currently IT designee) will view

the segment along with the Marketing & Communications Manager to determine

whether or not to air the program. If still in question, the final determination will be

made by the Marketing & Communications Manager.

The Government Access Channel is not to be utilized for announcements from the

general public. Access to the channel shall be limited to City government or quasi-

government functions and operations. Utilization of the channel for personal gain will not

be permitted.


EDITING POLICY

Public meetings - Any public meeting shall not be edited nor subjected to editorial

comment. Meeting coverage will be from gavel to gavel and may be videotaped for

later rebroadcast. Programs produced in the studio that summarize legislative activity

may include edited segments of meetings previously shown in their entirety.

Full editorial control of department programs will be made by the Marketing and

Communications staff. Any video submitted to Maricopa 20 may be modified or edited

as appropriate.

Community Bulletin Board messages - Messages may be submitted by City

departments, agencies and individuals who are representatives of a government entity

serving the City of Maricopa, Pinal County or the State of Arizona. Editing by the

Marketing and Communications staff to provide clarity and maximum utilization of

pages available may be required.

The City of Maricopa shall not be held responsible for the accuracy of any information

cablecast over the channel that was submitted by outside sources.


PROMOTION AND ENDORSEMENT

Promotional announcements for City or County sponsored events, programs and

activities will be permitted on the government access channels. Promotional

announcements for events, charities or outside organizations in which the City has no

official interest or sponsorship will not be permitted.

At no time will Maricopa 20 be utilized to endorse an issue, candidate, specific person,

company, or brand name of a product for consumer use.

RETENTION AND OWNERSHIP OF TAPES

All videotapes, DVDs and content are the property of the City of Maricopa. One copy of

all, completed programs will be maintained by the City of Maricopa for a period of one

year.

As a general policy, the Government Access Station will not retain original, unedited

videotapes of staff produced programs, meetings and events. At any time, tape

originals may be reused and the original material erased at the discretion of the

Marketing and Communications Office.

Videotapes shall not be considered an official record of any meeting and there shall be

no liability for inadvertent erasure or omissions.

COPY REQUEST

Copies requested by the public will cost $25 per event that is contained on one

videotape or DVD. Only copies of the entire program will be available.

TALENT RELEASES

A talent release approved by the City Attorney’s Office will be signed by all non-city

employees who are active participants in any city production (i.e. speaking parts,

directed non-speaking parts, interviews) and be kept on file.

USE OF CITY EQUIPMENT

City-owned equipment will be restricted to authorized City activities and be restricted to

employees of the Marketing & Communications Division or trained personnel under the


direction of the Media Services Engineer (currently IT designee). Loaning of equipment

for personal or outside use will not be permitted.

Utilization of City-operated media production facilities will be limited to Marketing &

Communications Personnel or other contract video professionals under direct supervision

of the Marketing & Communications Manager.


GENERAL GUIDELINES

The fundamental purpose of the Government Access Channel is to promote the

education of citizens concerning local government through live telecasts of State of

the City addresses and meetings that take place in the City Council Chambers,

announcements of City meetings, City-sponsored events, and general information as

deemed appropriate and beneficial to the citizens of Maricopa.

The General Policies are as follows:

1. Scheduling of programming and electronic bulletin board messages shall be the

responsibility of the Marketing and Communications Manager or his/her

designee.

2. Maricopa 20 may publicize City government meetings, services, events, City

employment opportunities, other public announcements, or other information

from other local, state, and federal governmental entities.

3. Maricopa 20 shall be displayed on the channel designated by the cable provider

and provided to all cable customers in the City of Maricopa. EBB messages shall

be continuously displayed twenty-four (24) hours a day, seven (7) days a week,

except at those times when other programming has been scheduled, during the

broadcast of live meeting coverage and/or State of the City addresses, or when

the channel is experiencing technical difficulties.

4. Maricopa 20 will also provide citizens with information and procedures in the

event of emergency situations (severe weather, civil emergencies, failure of

municipal service or systems, hazardous waste releases, etc.). Emergency

messages will take priority over all other programming/EBB messages until the

emergency situation is resolved.

5. Use of Maricopa 20 is restricted to City departments and other organizations

that provide important service announcements to the community. Maricopa 20

is not to be utilized for announcements from the general public. (See

PROGRAMMING RESTRICTIONS for additional information.)

6. At a minimum, all regular City Council meetings will be broadcast live and

covered gavel to gavel with no interruptions. The only exception to

uninterrupted coverage is a legally allowable executive session or due to

technical difficulties. There will be no editorial comment. City Council

special/work sessions and meetings of its lay boards will generally not be


videotaped and/or televised. Exceptions are made by the Mayor and City

Manager and are based upon staff availability.

7. DVDs of meetings that are telecast live are available for purchase from the City

Clerk’s Office. Video tapes of each meeting will be kept and not reused until

the meeting minutes are approved. Requests must be submitted in writing on a

Public Records Request form provided by the City Clerk and according to the

instructions on the form. The only editing of recorded meetings would be to

eliminate technical problems.

8. Live telecasts of meetings and/or videotaped copies of live telecasts are not

the official record of the meeting, and there shall be no liability by the City or

its employees for inaccurate information stated during an aired event. Typed

meeting minutes shall serve as the official record of a meeting upon City

Council approval.

9. Any programming produced by an outside source for broadcast on Maricopa 20

must be sponsored by and/or affiliated with the City of Maricopa and approved

by the Marketing and Communications Manager or his/her designee. All

programming shown on Maricopa 20 becomes the property of the City of

Maricopa.

10. Any announcement/message may be edited for space and clarity.

11. Should there be an error in any message displayed neither the City of Maricopa

nor the employee responsible shall be liable for the inaccuracy of the

information or for actions taken by anyone as a result of the inaccurate

information.

12. If a meeting is televised live and goes into “Recess or Executive Session,” the

Maricopa 20 producer may display a message describing the current status of

the meeting or play taped segments during the break.

13. The Maricopa City Council may modify this policy at any time.


PROGRAM REQUESTS

POLITICAL PROGRAMMING

No political lobbying or campaigning will be permitted on the Government Access

channel with the exception of providing factual information on any ballot issue

directly affecting our residents. Direct access to the Government Access channel for

political programming by individual candidates, or supporters of any candidate or issue

will not be provided. Individuals running for office that speak during the call to the

public at a City Council meeting are subject to censor if they begin to campaign.

Candidate forums may be carried on the Government Access channel provided the

events are sponsored by another community organization, and all candidates and issue

supporters are provided with the opportunity to participate. These forums must

address candidates and issues directly facing voters in Maricopa. (Appendix A)

Candidates for election or re-election to a publicly held office shall not be provided

access to the Government Access channel or facilities for a period of sixty (60) days

prior to the election for that office, except in the normal course of their official duties

during telecast of public meetings. Candidates may appear in forums as outlined

above.

PUBLIC MEETING COVERGE

Coverage of meetings other than City Council meetings will be determined

based upon staff and at the direction the City Manager and Marketing and

Communications Manager. Public meetings produced by other local

governmental within City, County, State or Federal institutions will be

considered for broadcast.

All public meetings will be covered from call-to-order to adjournment. The

meetings will be replayed in their entirety. Any editing will only occur for the

addition of title and credit pages for cable casting of taped replay, and

coverage lost due to technical considerations.

If a meeting is televised live and goes into “Recess or Executive Session,” the

Government Access Channel producer may display a message describing the

current status of the meeting or play taped segments during the break.


EMERGENCY MESSAGE PROGRAMMING

Maricopa’s Government Access Channel may be used to facilitate

communications with residents during an emergency in the City of Maricopa in

consultation with the Maricopa Public Safety Director and/or Pinal County

Office of Emergency Preparedness (OEP).

Emergency programming will be subject to staff and facility limitations, and is

not intended to substitute for the override of cable programming by the OEP in

accordance with Emergency Alert System guidelines.

NEWS MAGAZINE PROGRAMMING

A magazine-format series may be produced by Maricopa’s Government Access

Channel on a periodic basis as a news and information program.

Programs will focus on City of Maricopa issues, special activities, events, and

Maricopa services.

PROGRAM SERIES

A program series is a group of television programs produced with the same

primary communication objective.

The programs in a series should be produced on a regular basis.

The Director shall decide which programs to produce as a series, and shall

supervise their production and regulate their format and frequency.


Maricopa services.

SPECIAL EVENTS COVERAGE

Coverage of special events will be provided based upon the Maricopa 20’s

annual operating policies, goals and objectives as well as staff and facility

availability.

Special event coverage may include press conferences, special call meetings or

other City of Maricopa sponsored events.

DOCUMENTARIES

Documentary-style programs may be produced by the channel.

These programs are to be more in-depth than the magazine-style programming.



Maricopa services.

PUBLIC SERVICE ANNOUNCEMENTS (PSAS)

PSAs for government activities and events shall be produced for Maricopa

departments and agencies.

PSAs from other agencies or sources, including local municipalities, will be

considered based upon Maricopa 20’s annual operating policies, goals and

objectives as well as staff and facility availability.

A PUBLIC SERVICE ANNOUNCEMENT (PSA) is a service provided to the

community by Maricopa 20. A public service announcement is a non-commercial

advertisement, ostensibly broadcast for the public good. Public service

announcements run in the form of pre-recorded announcements.

The following Public Services announcements cannot be accepted:

Rallies/Demonstrations Public Appearances

Book Signings Workshops or Classes

Exceptions to these will be considered on a case by case basis.

It is recommended departments submit request at least four to six weeks in

advance of the event or announcement. Events may not be announced if

received less than 21 days in advance. Please note: not all recorded Public

Service Announcements are guaranteed to be scheduled. Because of the

number of requests received, your announcement may not be scheduled.

Announcements can be of varying lengths of up to one minute. Scripts are

subject to editing by the Marketing & Communications Office or other

programming staff at the station.

Public Service Announcements are recorded on Wednesday beginning at 1:30

p.m. until 3:00 p.m. An appointment will be scheduled when you turn in the

public service announcement request form.

If you choose submit a previously recorded Public Service Announcement, it

must meet the Maricopa 20 PSA guidelines, must be ready for broadcast, and

will need to be approved by the Marketing and Communications Manager or

his/her designee.


COMMUNITY BULLETIN BOARD

The Community Bulletin Board is for the posting of information pertaining to

Maricopa government and its agencies. Sources of information or messages

displayed on the Bulletin Board shall be limited to those generated by:

o Departments or Divisions of Maricopa government.

o Request or publication of Pinal County government.

o Request or publication of the State of Arizona government.

o Request of government agencies to which departments or divisions of

Maricopa are affiliated, including (but not limited) to the City of

Maricopa Department, Boards and Committees, Pinal County, and Pinal

County municipalities.

o Promotional information about Maricopa functions or Maricopa-

sponsored events.

o Notices of an emergency nature.

Requests should be received in writing at least two weeks in advance of the

desired start date of airing. Requests may be submitted on available forms.

Exceptions apply to messages of an emergency nature that affect residents’

health and safety, which will be included in the display sequence as soon as

possible. Receipt or approval of outside information does not guarantee that

the information will be cablecast, although a concerned effort will be made to

ensure the timely airing of the information submitted.

The Channel’s staff may edit submitted materials to conform to space and

technical limitations.

The Community Bulletin Board will be shown during non-programming hours or

when meetings go into recess or executive session.

Information may run for no more than four (4) consecutive weeks.

OTHER PROGRAMMING

Programs may be produced which do not fit into any existing program series.

These programs will be considered “specials” and may be of any format.

Note: Department requests must be able to double as an airable program. If

staff are unable to produce the program before the deadline, the requesting

department will be charged for any outside contracting.


PROGRAMMING RESTRICTIONS:

1. Advertising on behalf of or opposing any political candidate or ballot measure is

prohibited. Candidates for election may not use the Government Access

Channel except in performance of the official duties at official meetings.

2. Programming shall be non-commercial in nature. No marketing or sales of any

commercial product or service will be permitted.

3. Fundraising or any kind of direct solicitation of funds, except by City

departments and officials for public purposes, is prohibited, including but not

limited to yard/garage sales, bake sales, etc.

4. The City of Maricopa will not air programming that violates any local, state, or

federal law.

5. The City of Maricopa reserves the right to refuse any request that is in violation

of mission, goal, and general guidelines of this policy.


Appendix A – POLITICAL PROGRAMMING GUIDELINES

Candidate Debate/Forum Guidelines

• Requests for televised debates/forums will be accepted on a “first come,

first served” basis by the Marketing & Communications Division (520/316-

6816) at Maricopa 20. Dates and times are subject to the staff availability.

• Maricopa 20 will work with other Valley cities (during non-municipal

elections) to be sure there is not duplication in debates/forums being

produced. If a debate/forum is already being produced by another city,

Maricopa will use that existing debate/forum for air over Maricopa 20.

• Requests will be limited to two debates/forums for each election (Primary &

General) per requesting group or organization per election.

• Televised debates/forums will begin at least two (2) weeks prior to the

mailing of early voting ballots.

• One televised debate/forum opportunity per week will be available to a

requesting group and will be videotaped with a time limit not to exceed a

maximum of two hours for a city council candidate debate/forum and one

and one half hours for a mayoral candidate debate/forum. These guidelines

are designed to afford more groups/organizations the opportunity to sponsor

debates/forums. Specific dates and times will be agreed upon between staff

and the requesting group or organization after consideration of City staff

and facility availability.

• Groups/organizations must invite all candidates to participate. A minimum

of 51 percent of all candidates must be in attendance in order for the

debate/forum to be televised (If combining candidates for various local,

county, state or federal offices, there must be 51 percent of all candidates

per office participating). Prior to televising the debate/forum,


groups/organizations must provide confirmation to the City in writing that

all candidates have been invited to participate.

• Each sponsored group or organization will be responsible for debate/forum

content and process. The city encourages every group/organization to

conduct each debate/forum in an equitable and fair manner. However, it is

every group’s/organization’s responsibility to achieve this goal.

• Each debate/forum will be replayed a minimum of two (2) times during the

following week at the discretion of Maricopa 20’s Program Director.

• If the City receives more requests than time available, groups/organizations

will be referred to Orbitel Communications, Maricopa Broadband & Qwest

Communications.

• The following disclaimer will be run periodically throughout each televised

debate/forum: “The City of Maricopa and Maricopa 20 is not responsible for

debate/forum content and process. The sponsoring organization is

responsible for the process and general content while candidates are

responsible for their specific views.”


Ballot Initiative or Referendum Debate/Forum Guidelines

• Requests for televised debates/forums will be accepted on a “first come,

first served” basis by Marketing & Communications Division (520/316-6816)

at Maricopa 20. Dates and times are subject to the staff schedule.

• Maricopa 20 will work with other Valley cities (during non-municipal

elections) to be sure there is not duplication in debates/forums being

produced. If a debate/forum is already being produced by another city,

Maricopa will use that existing debate/forum for air over Maricopa 20.

• Requests will be limited to two debates/forums per requesting group or

organization per election.

• Televised debates/forums will begin at least two (2) weeks prior to the

mailing of early voting ballots.

• One televised debate/forum opportunity per week will be available to a

requesting group and will be videotaped with a time limit not to exceed a

maximum of 1 1/2 hours per debate/forum. These guidelines are designed

to afford more groups/organizations the opportunity to sponsor forums.

Specific dates and times will be agreed upon between staff and the

requesting group or organization after consideration of City staff and facility

availability.

• Groups/organizations must include a 50/50 balanced representation of

proponents and opponents; each side must be equally represented.

• Each sponsored group or organization will be responsible for debate/forum

content and process. The City encourages every group/organization to

conduct each debate/forum in an equitable and fair manner. However, it is

every group’s/organization’s responsibility to achieve this goal.


• Each initiative or referendum debate/forum will be limited to 90 minutes of

“LIVE!” televised air time. Each debate/forum will be replayed a minimum

of three (3) times during the following week at the discretion of Maricopa

20’s Program Manager.

• If the City receives more requests than time available, groups/organizations

will be referred to Orbitel Communications, Maricopa Broadband and Qwest

Communications.

• The following disclaimer will be run periodically throughout each televised

debate/forum: “The City of Maricopa and Maricopa 20 is not responsible for

debate/forum content and process. The sponsoring organization is

responsible for the process and general content while initiative or

referendum proponents and opponents are responsible for their specific

views.”


Appendix B – DISCLAIMERS

The following disclaimers will be aired with the appropriate program:

Outside Programming

“The City of Maricopa and Maricopa 20 is not responsible for the following/previous

program’s content. The sponsoring organization is responsible for the content, which

doesn’t necessary reflect the views of the City of Maricopa or signify its

endorsement.” (Slide before and after program)

Forums/Debates

“The City of Maricopa and Maricopa 20 is not responsible for forum/debate content

and process of televised Mayoral/Council Candidate Forums. The sponsoring

organization is responsible for the process and content while the candidates are

responsible for their specific views.” (Slide before and after forum and scrolled every

15 minutes)

Communications Guidelines.

Introduction

The City of Maricopa recognizes the importance of external communications in its daily operations.

This plan is designed to enhance the City’s communication with its citizens and the media by

establishing standards to ensure that external communication is timely and responsive.

Presentations/Publications

The City produces numerous printed materials in its efforts to educate the general public, City staff,

media and other stakeholders. These publications include, but are not limited to, news releases,

media advisories, brochures, PowerPoint presentations, annual reports, staff reports, newsletters,

advertisements, posters, postcards, flyers, policy handbooks and fact sheets meant for distribution. It

is the City’s goal that these materials be error-free and easily understood.

In an effort to ensure the quality of these materials, the following standards should be

followed:

Creators of material should review the Writing Guidelines found in Appendix A of this

document to ensure maximum ease of use for the material

News releases and media advisories should be created on City templates designed for these

purposes. News releases should fit on one page whenever possible with the use of a font no

smaller than 10-point. Contact the Marketing and Communications Manager if you need a

copy of the templates

The creator of the material should proofread it carefully for factual and grammatical errors

and ask one of his/her co-workers to do the same

The proofread document should be forwarded to the City’s Marketing and Communications

Manager. The proposed final version of the document will be checked for errors and

evaluated for its ease of reading. Suggestions will be made that could improve the

document’s quality and content

The Marketing and Communications Manager will review the publication on the same day it is

received whenever possible. Lengthy publications may require a standard review time of up to three

business days. City staff should plan a project’s timeline to allow for the proofreading

process.

Publication checklist:

All materials purchased with City funds should bear the City of Maricopa logo. For more

information on branding guidelines, review the branding manual

All presentations/publications, both internal and external, are to be reviewed by the

Marketing and Communications Manager prior to printing (internal documents should be

printed in black & white)

Bullets do not have any punctuation at the end

Whenever possible, the City’s Website address should be included on all printed materials.

Please list the address as www.maricopa-az.gov

A contact name and phone number should be included on all materials; the addition of an e-

mail address is preferred. Promotional materials do not need to include a contact name, but

a phone number, the Website address and/or e-mail address is required

All publications must conform to the style, branding and color guidelines established by the

branding guide

If changes are made by the Marketing and Communications Manager in regards to branding,

the publication needs to be resubmitted for approval with the changes before a purchase

order is submitted

Responding to citizen inquires

If a citizen requests information that cannot be provided by City government (tourism information,

birth certificate request, etc.), staff should attempt to refer citizens to the agency that can assist them;

the referral should include the phone number and/or e-mail/Web address of the agency that could

handle their inquiry.

Public Records Requests

All requests for public information should be forwarded to the City Clerk prior to responding.

Inquiries received via the Website

E-mail and Web-based inquiries offer some citizens a more convenient way to communicate with City

government than traditional contact methods. E-mail inquiries should be given the same

priority that would be given to a phone call or letter.

The Marketing and Communications Manager will forward e-mail sent to the Webmaster to

department staff. The department should respond to the e-mail on the same day whenever possible. If

research is required to address a Web visitor’s inquiry, the department should send an e-mail

communicating that they are investigating and will follow up in a timely manner. Staff responding to

e-mail should copy the Marketing and Communications Manager so he/she will know the Web

correspondent has received a response.

Replies to Web inquires should follow the same formal courtesies that would be shown

in a written letter. Begin the letter by referencing the e-mail that was received. End it with your

contact information in case the citizen wants further information.

Sample reply:

Mr. Jones,

Thank you for contacting the City of Maricopa with your concerns about ------------. Your e-

mail to our Website was forwarded to me.

[Specific information about matter mentioned in citizen e-mail]

Should you need additional information about this, feel free to call me at 316-3333 or e-mail

me at [email protected].

Sincerely,

Name

Title

Responding to phone calls and letters

Staff should return phone messages left by citizens on the same day they are received whenever

possible; even if it is only to let citizens know that their concern will require additional time to

research. Staff should give citizens a reasonable estimate of when they can expect a more complete

answer to their question.

The goal for replying to written inquiries (if no phone number is included) should be to

mail a written response within 24 hours of receipt of a citizen’s letter. The initial written

response can simply state that the citizen’s inquiry has been received and is being researched. The

initial response should include a reasonable estimate of when citizens can expect a more complete

answer to their question.

Media inquiries

Departments are often contacted directly by the media. Staff should consult their supervisor to

determine their department’s protocol for the handling of media phone calls. The Marketing and

Communications Manager is available to assist departments with preparing for or responding to

media inquiries.

For more information, refer to the City’s Media Policy.

Assistance available from the Marketing and Communications Office

The Marketing and Communications Manager is available to assist departments in meeting their

communication goals. The Marketing and Communications Manager can provide skills and advice

that include:

Writing materials in a manner that is easily understood by people of varied education levels

Designing the layout of brochures, advertisements and other materials and working with

professional printers to have these items printed

Organizing news conferences

Writing media advisories and news releases

Suggesting messages to communicate to the media

Suggesting ways to publicize a project or information that the department needs to

communicate to the public

Designing web pages

Writing a story for the City’s newsletter that communicates information the department

wants to distribute

Writing speeches

Writing public service announcements

Arranging appearances for staff on local radio and television shows

Placing stories in community newsletters

Securing outside services that cannot be provided by the marketing and communications

office

Developing marketing/communication plans

Organizing special events

Developing programming/Public Service Announcements for Maricopa 20

Appendix A: Writing Guidelines

The following are accepted standards in the desktop publishing industry that can make your

publication easier to read and understand:

Space only once after periods, commas, semicolons, etc

Avoid underlining—use bold fonts or larger fonts for emphasis

Do not use ALL CAPITAL LETTERS—setting text this way makes it harder for the reader to

comprehend because we recognize words according to their shapes, and they look similar in

all caps

Avoid hyphenations in paragraphs when possible

Serif type is best for body text. The following fonts are allowable: Georgia and Caslon

Sans serif type is best for headings. The following fonts are allowable: Avenir, Helvetica,

Avant Garde, Optima

**Use sans serif text for numbers in a chart

Avoid combining two serif or two sans serif fonts on the same page

Have a purpose when using color. It does a good job of drawing attention, but should be used

selectively to guide the reader’s eye throughout your publication. Limit the number of colors

you use

Dark headings are optimal for reader comprehension

High contrast between text color and paper color is needed to ensure maximum readability,

especially for colorblind individuals

To maximize the reader’s comprehension of your material follow these research-based guidelines:

The width of columns should be 2 x font size

The maximum character width per column, including spaces and punctuation, should be 39

characters

No piece of copy should go unbroken for more than the length and width of a dollar bill.

Break it up with headings, bullets, photos, quote boxes, etc

The lead paragraph in a publication should not be more than 25 words long

The average paragraph should not be more than 42 words long

Sentences should not be more than 14 words long

The average number of syllables per word in your sentence should be two

When proofreading, read sentences out loud to maximize your chances of detecting your errors.

The Associated Press (AP) Stylebook is the City of Maricopa’s style guide for materials written for

publication on the Web or printed for release to the public. Exceptions to AP style are made when they

clarify or enhance readability. The following examples provide guidance for common writing

situations faced by City staff.

Jurisdictions

In general, only a complete proper name is in capital letters. Otherwise, the reference to a jurisdiction

is in lower case. City is capitalized when referring to Maricopa, lowercase when referring to cities in

general.

Examples:

City of Maricopa will

All residents in the City should

Many recreational opportunities are available in the state of Arizona

The State of Arizona will provide funding for

City departments

When referring to City departments, Department or Office typically comes first.

Examples:

Department of Community Services

The department will

Use capital letters for general references to staff from various parts of the organization.

(Note: This is an exception to AP style but provides clarification to the reader.)

Example:

Staff from Planning will be available to answer questions

Departments that are not part of the City of Maricopa

Use proper titles. If a state department could be confused with a City department, use words that

clarify the department in question.

Examples:

The Arizona Department of Health Services (not Arizona State Department of Health

Services; not Arizona state Department of Health Services; not State Department of Health

Services)

Health and Housing will need to work together

City Council

Capitalize council when the word is part of the formal name of a specific City council or used in

reference to a specific City council. Councilmember is one word. Never use Councilman or

Councilwoman. Examples:

The Maricopa City Council

The Maricopa City Council approved the measure last night, and observers expect the

Council to take a lot of heat for its decision

All across the country, City councils are wrestling with the issue

Commissions, task forces, advisory committees

When it is the proper name or title of a group, use capital letters. Otherwise, use lower case.

Examples:

The City of Maricopa Planning and Zoning Commission will meet

The Merit Board

The board will vote on the agenda item next week

The first item on the planning commission’s agenda

The advisory committee will determine

Titles

Complete official titles are in capital letters; other things are not.

Examples:

City of Maricopa Planning and Zoning Commissioners

the board will

City Manager Kevin Evans

Development Services Director Brent Billingsley

Kazi Haque, Manager of Maricopa’s Planning Division

Director of Support Services

The director will initiate

Dates

Note use, or not, of commas; note that there are no sts, rds or ths (see exception).

Examples:

The January 1998 initiative (no commas)

The ordinance that was adopted on January 21, 1998, will (commas before and after year)

It will take place on January 23 at the garage. (not January 23rd)

Open house: May 24, 11 a.m. to 5 p.m

Exception: We will meet on the 23rd (not 23rd)

More on proper nouns

When more than one proper noun of the same type is referred to in a single conjunctional phrase, the

designation that they have in common is lower case

Examples:

Smith-Enke and Porter roads

Maricopa and Phoenix councils are working together on this issue

Staff from the Community and Support services departments are taking the lead

Times

Note lowercase a.m. and p.m., with periods. Avoid redundancies: 10 a.m. this morning.

Examples:

The open house takes place from 2 p.m. to 5 p.m.

Open house: May 24, 11 a.m. to 5 p.m.

Addresses

Within text, such as within a sentence: (Note: This is an exception to AP style.)

use th and rd for numbers over 10

write out Street, Avenue, etc. when not referring to a numbered address

Use no punctuation with compass directions (N, S, E, and W). Exception: Spell out compass

signs when in text other than envelope or addresses

Spell out numbers between one and nine (or first, second, third…)

Use numbers for 10 and above

For proper use of state abbreviations, review appendix B

Examples:

The open house will take place at 123 N 15th Street

The closure will affect SW Hall Boulevard

If the street name appears at the beginning of a sentence, write it out in full.

Example:

Southwest Hall Boulevard will be under construction starting next week.

In lists, tables, labels, addresses on letters, etc., use abbreviations (e.g., Ave., St., Rd., Blvd.). In ads,

write out if at all possible. If not, make sure style is consistent.

On envelopes or mailing labels, follow U.S. Postal Service guidelines:

https://www.usps.com/businessmail101/addressing/deliveryAddress.htm

No punctuation

At least 10-point type, all capitalized letters preferred

One space between City and state

Two spaces between state and ZIP Code

Simple type fonts (Times New Roman, Arial, Tahoma)

Left justified. Black ink on white or light paper. No reverse type (white printing on a black

background)

If your address appears inside a window, make sure there is at least 1/8-inch clearance

around the address. Sometimes parts of the address slip out of view behind the window and

mail processing machines can’t read the address. If you are using address labels, make sure

you don’t cut off any important information. Also make sure your labels are on straight. Mail

processing machines have trouble reading crooked or slanted information

Directions

Note that compass points like north, south, east and west are not capitalized unless you're using the

word to refer to a region of a country.

Examples:

I think the West is beautiful

I grew up in the South

Head north on Smith-Enke Road

Phone numbers

Area codes are separated by a forward slash, with no comma between main number and extension.

(Note: Exception to AP style.)

Examples:

520/316-6816

520.846.8400 (appropriate for electronic communication only)

Contact information

Use commas to separate contact information. Use commas to separate multiple contact methods.

Examples:

Kevin Evans, City Manager, City of Maricopa, 520/316-6811

Anthony Smith, [email protected], 520/316-6800

Numbers (in text)

Spell out whole numbers below 10. Use figures for 10 and above

Spell out a numeral at the beginning of a sentence. If necessary, recast the sentence

- Incorrect: 57 people attended last night’s open house

- Correct: Last night 57 people attended the event

- Correct: Fifty-seven people attended the event

- Exception: A numeral that identifies a calendar year may start a sentence

- Correct: 1975 was a very good year

Decimals:

- As a general rule, do not exceed two places (e.g., use 3.25, not 3.249)

- For amounts less than 1, use the numeral zero before the decimal point (e.g., use

0.25, not .25)

Percentages: Percent is one word

- Repeat percent with each individual figure (e.g., He said 10 percent to 30 percent of

the electorate may not vote)

- Use numeric decimals (e.g., use 2.5 percent, not 2 ½ percent, not two and a half

percent)

Money:

- Spell out the word cents and use numerals for amounts less than a dollar (e.g., 5

cents, 12 cents)

- Use the $ sign and numeric decimals for larger amounts ($1.01, $2.50)

- For casual reference or estimates, drop the ciphers (use $50, not $50.00)

- For amounts of $1 million or more, use the $ sign and numerals up to two decimal

places ($4.35 million)

Abbreviations and acronyms

In most circumstances, put an abbreviation or acronym in parentheses after writing out a full name in

its entirety the first time. (Note: Exception to AP Style.)

Example:

The Growth Management Act (GMA) was adopted in 1990. GMA requires that counties...

Other Abbreviations

e.g. (exempli gratia which is Latin for “for example”)

i.e. (id est which is Latin for “that is”)

Both should be used for parenthetical material. Each is lowercased, has two periods, is not italicized

and is followed by a comma.

Examples:

The bag is packed with all necessary provisions (e.g., food, water, and compass)

The designer developed the new company’s branded materials (i.e., letterhead, signage, and

business cards)

Punctuation

Dash versus hyphen:

Use a dash (type it as two hyphens, preceded and followed by a space) to denote an abrupt

change in thought or to set off a series within a phrase.

Examples: Smith offered a plan –- it was unprecedented –- to raise revenues. He listed the

qualities –- intelligence, humor, conservatism, independence –- that he liked in an executive.

Hyphens are joiners. Use a hyphen (no space before or after) to avoid ambiguity or to form a

single idea from two or more words

Examples: He recovered his health. He re-covered the leaky roof. A full-time job, a well-

known man, a first-quarter touchdown, but a very good time, an easily remembered rule (no

hyphen after very or words ending in ly). A two-by-four, twenty-one years, a 10- to 20-year

sentence in prison, a ratio of 2-to-1 but a 2-1 ratio, the rug is 9 feet by 12 feet but the 9-by-12

rug, he is 5 feet 6 inches tall but the 5-foot-6-inch man, he is 5 years old but a 5-year-old boy.

Colon versus semicolon:

Use a colon to introduce a list or a quotation

Examples: There were three considerations: expense, time, and feasibility. He promised this:

the company will make good all the losses.

Use a semicolon to clarify a series or to link independent clauses

Examples: He leaves a son, John Smith; three daughters, Jane Smith, Mary Smith, and

Susan Jones; and a sister, Martha Adams. The package was due last week; it arrived today.

Space:

Use a single space between sentences and after a colon or semicolon

Comma:

For series using and/or, a comma precedes the conjunction. (Note: Exception to AP style.)

Examples:

− The flag is red, white, and blue.

− Jane, Nancy, or Terrie will attend.

Miscellaneous

The proper spelling is e-mail, not email or e mail

Web, as in World Wide Web, is a proper noun and is capitalized

Website is written as one word and is capitalized in a sentence

Internet is a proper noun and is capitalized

Online is one word and is not hyphenated, regardless of use

Voice mail is two words and can be capitalized at the beginning of a sentence

Most words beginning in non (nonprofit, nontraditional) are not hyphenated

If in doubt, write the word without a hyphen and see if Spell Check will accept it

Use means the same as utilize. Preventive means the same as preventative. In both

instances, use the shorter word as a preventive measure for unnecessarily lengthening a

document

General Information

Follow the ABC’s of writing

− Be Accurate

− Be Brief

− Be Clear

Revise and edit so that sentences are short, expressions are clear and direct, paragraphing is logical, figures in text and tables are consistent and accurate, and titles are complete

Eliminate non-essential material. Avoid jargon and bureaucratic sounding words

Put statements in a positive form. Try to avoid using no, not or never

Double check all punctuation

Be especially careful with names, dates and numbers – don’t guess, look them up

Check all phone numbers by actually dialing them prior to publication

Use the software’s spell check for all documents, however, remember that the computer only recognizes words already in its dictionary and does not check for homonyms (to, too, two)

Proof your copy on another day so that you can look at it with fresh eyes

Have someone else read your draft to check for errors and readability. Route all drafts to the Marketing and Communications Office. All written material must be reviewed by the department director, marketing and communications office, and, if necessary, the City Attorney or City Manager. Each reviewer should initial and return the draft prior to distribution

The City of Maricopa uses the Associated Press Stylebook as a reference

Limit your text to no more than two fonts in a publication. Typically a sans-serif font for headlines, and a serif font for large bodies of text

Use white space to draw the eye to visual data

Determine your audience before you begin

Time: use a.m. and p.m. Only use minutes for :01 and greater

− Example: 10 a.m., 10:30 a.m.

Follow branding guidelines

When designing your layout, think in terms of columns on a page

− One-column will read like a book and will give the reader a sense of completeness

− Two-columns imply that the format is technical or scientific and is well-researched and structured

− Three-column design is friendly and should be used for neighborly type publications

− Four columns should only be used for lists

Appendix B: State Abbreviations.

State Name In text Envelopes/mailing labels

Alabama Ala. AL

Alaska AK

Arizona Ariz. AZ

Arkansas Ark. AR

California Calif. CA

Colorado Colo. CO

Connecticut Conn. CT

Delaware Del. DE

Washington, D.C. D.C. DC

Florida Fla. FL

Georgia Ga. GA

Hawaii HI

Idaho ID

Illinois Ill. IL

Indiana Ind. IN

Iowa IA

Kansas Kan. KS

Kentucky Ky. KY

Louisiana La. LA

Maine ME

Maryland Md. MD

Massachusetts Mass. MA

Michigan Mich. MI

Minnesota Minn. MN

Mississippi Miss. MS

Missouri Mo. MO

Montana Mont. MT

Nebraska Neb. NE

Nevada Nev. NV

New Hampshire N.H. NH

New Jersey N.J. NJ

New Mexico N.M. NM

New York N.Y. NY

North Carolina N.C. NC

North Dakota N.D. ND

Ohio OH

Oklahoma Okla. OK

Oregon Ore. OR

Pennsylvania Pa. PA

Rhode Island R.I. RI

South Carolina S.C. SC

South Dakota S.D. SD

Tennessee Tenn. TN

Texas TX

Utah UT

Vermont Vt. VT

Virginia Va. VA

Washington Wash. WA

West Virginia W.Va. WV

Wisconsin Wis. WI

Wyoming Wyo. WY


What to Do When the News Media Show Up. Be sure you know what your department’s policy is concerning any employee dealing with the news media. Before being contacted by a media representative, you must be clear as to whether you are allowed to deal with the news media or if a more senior employee is the right person. When approached by a media representative, whether in person, by telephone, or by e-mail, decide if you can deal with the inquiry or whether to direct the inquiry to a more appropriate person. If you are not the appropriate person, politely state that you cannot provide the information and then provide the name, title and telephone number or e-mail address of the appropriate person for them to contact. In most instances, the media’s first point of contact will be the Marketing and Communications office. This office will ascertain the nature of the inquiry and attempt to respond. If Marketing and Communications cannot provide the required information, the Marketing and Communications Manager will contact the proper area for follow-up. If you are authorized to deal with the news media, here are some tips:

Provide only the facts that you know in your official capacity

Do not speculate. Investigate to determine facts and inform the news media where the City is in the investigation – the beginning, the middle or about to conclude. Never speculate about what the investigation might conclude. Tell the news media that you will not engage in speculation

If your responsibility covers only a portion of an event, tell the news media what you can and cannot discuss.

Never go off the record. Assume all communications will be broadcast or printed, and assume every word you speak will appear in the news media.

Do not release the names of victims or personal data unless you are sure it is public information.

Be ready to provide the names and telephone numbers or e-mail addresses of your supervisor or department head, if requested.

Success with the news media:

Know the City’s policy in dealing with the news media Talk about only what you know Call your supervisor or the Marketing and Communications office if you need help

The following procedures and standards will be used by all departments as applicable to media relations within the City of Maricopa.

I. Spokesperson. In most instances, there will be one spokesperson designated for response to each inquiry. For citywide inquiries, the spokesperson will most often be the Marketing and Communications Manager. For department-related issues, the spokesperson will most often be the department director. The department or designated spokesperson will work directly with the Marketing and Communications Manager to ensure that information for specific media issues is communicated appropriately.


II. Primary City Contact. The Marketing and Communications Manager will serve as the primary source of City information, providing background information about City issues, projects and services.

a. The Fire and/or Police Public Information Officer will serve as the City PIO in the absence of the Marketing and Communications Manager

b. The Assistant City Manager or appointed designee will serve in the absence of the Marketing and Communications Manager and the Fire and Police Public Information Officer

III. Priority Attention should be given to all media inquiries. Every effort should be made to meet media deadlines and ensure that all information released is accurate. Accuracy of information takes precedence over media deadlines.

a. If another priority prevents an immediate response, a courtesy call should be made to the reporter confirming when the requested information will be available

IV. Routine Media Requests may be responded to by any employee if the response is of a factual, incidental or inconsequential nature (e.g., special event schedule).

V. Non-Routine Media Requests should be forwarded to the Marketing and Communications office prior to response. These may include responses that require interpretation of policy, employee information and emergency situations.

VI. Sensitive and Controversial Issues often become headlines for the news media. This provision provides the framework for the City’s Marketing and Communications office to respond appropriately and as soon as possible to sensitive and controversial issues.

a. Sensitive and controversial issues pertaining to internal operation of the City should be immediately forwarded to the Marketing and Communications office in order to prepare for or respond to media inquiries. The City Manager, or his designee, will communicate with the Marketing and Communications Manager, department directors and City officials as necessary, including the City Attorney, to develop appropriate strategies for each issue and determine an appropriate spokesperson.

b. Asking the following may best assess sensitive and controversial issues of interest to the media:

i. Is the issue a threat, existing or potential, to life, health or property?

ii. Could the issue likely be interpreted to negatively affect public confidence in or opinion of the City of Maricopa government or City Council?

iii. Is the issue of particular interest to the general public?

iv. Are there legal ramifications, existing or potential, raised by the issue?

v. Has more than one member of the media inquired about the same issue?

vi. Has someone or some aspect of it threatened to go to the media about the issue?


vii. Is there unusual or inappropriate interest by a person or small group of people about a seemingly routine issue?

I. News Releases will be prepared and issued by the Marketing and Communications office or designee, as newsworthy information becomes available or as events occur. Exceptions are publications prepared and issued by the Fire and Police departments. Other departments that wish to issue a news release will first have it approved by the Marketing and Communications office, which can assist in its distribution.

II. News Briefings/News Conferences may be held at the direction of the City Manager to educate the media about issues with a unified voice pertaining to facts, information, rules and emergency or crisis situation or the established policy/rules of the City.

a. A news briefing/news conference allows City officials to effectively respond at one sitting rather than responding individually to many media contacts

b. A news briefing/news conference enables City officials to address issues personally and convey willingness to openly discuss an issue

c. A news conference may be called when:

i. The issue to be announced is best conveyed at a news conference

ii. Major participants of a project are available to highlight their participation and respond to media inquiries together

iii. The issue is likely to produce controversy

News conferences will be planned in advance and coordinated by the Marketing and Communications Manager


Handling Media Interviews: Tips and Guidelines. How to prepare for broadcast interviews:

Prepare “talking paper” on primary points you want to make

Anticipate questions – prepare responses

Practice answering questions

Cover controversial areas ahead of time

Know who will be interviewing you, if possible

Determine how much time is available

Audiences often remember impressions, not facts

How to respond during a newspaper interview:

Obtain advanced knowledge of interview topics

Make sure you are prepared in detail; print reporters are often more knowledgeable than broadcast reporters and may ask more detailed questions

Begin the interview by making your major points in statement form

Try to maintain control of the interview by staying on point

Don’t let the reporter wear you down

Set a time limit in advance

Don’t get so relaxed you say something you wish you hadn’t

Avoid jargon or professional expressions

A reporter may repeat himself in different ways to gain information you may not want to give

Don’t answer inappropriate questions; simply say it is “not an appropriate topic for you to address at this time”

Be prepared for interruptions with questions; it is legitimate for reporters to do that

Do not speak “off the record”

Remember, the interview lasts as long as a reporter is there

Do’s and Don’ts during the interview process:

Do build bridges through a spirit of cooperation Do use specifics Do use analogies Do use contrasts, comparisons Do be enthusiastic/animated Do be your casual, likable self Do be a listener Do be cool


Do be correct Do be anecdotal If you don’t have the answer, or can’t answer, do admit it and move on to another

topic Don’t fall for that “A or B” dilemma Don’t accept “what if” questions Don’t go off the record Don’t think you have to answer every question Don’t speak for someone else – beware of the absent-party trap

After the interview:

You can ask to check technical points, but do not ask to see an advance copy of the story

Never try to go over a reporter’s head to stop a story Do not send gifts to reporters – it is considered unethical for them to accept them


Tricks of the Reporter’s Trade. By Edward J. Barks How do reporters decide what questions to ask? The methods vary. Some pore over data scrupulously. Others go to trusted sources, and then come back to you looking for missing puzzle pieces. Others, in the course of a reporter’s hectic life, scribble a few ideas on a note pad and engage you in hurried conversation. For your purposes as one who deals with the media, there is a more important question: What methods do they use in an attempt to elicit information you may not want to cough up? Here, too, there is a wide variety of tactics to which the scribe tribe can turn. Attend any journalistic conference or listen in when reporters are talking and you will hear plenty of chatter about interviewing techniques. Below are some tricks of the reporter’s trade you need to know about.

Planting negative words in your mouth: In most print and electronic formats, readers or viewers never see the reporter’s questions; only your answers. For instance, he may ask, “Why were last year’s results so horrible?” If you respond, “I wouldn’t exactly call them horrible,” you have just assumed ownership of that negative word. Bottom line: Don’t repeat loaded or negative language. Keep your message positive and respond in your own words.

Rapid fire questions: In an attempt to toss you off balance, some journalists will ask you a series of questions, often unrelated, in the same breath. They may be digging for information, probing for weak spots, or trying to distract you from your commitment to deliver your message. Bottom line: When hit with three or four questions in quick succession, answer the one that allows you to bridge to your message seamlessly.

Interruption: Sometimes this is a conscious tactic; sometimes it just means the reporter is pressed for time or is impatient by nature. If the interruptions persist, try to gain a sense of why. If he is pressed for time, for example, that’s your cue to keep you answers very brief and to-the-point. Bottom line: Wait for the interruption to subside and remain of good cheer. Then finish your answer. If you need to go back and recap from you previous response, you have that right.

Hostile: Some news sources view all reporters as ogres. Having been on the reporter’s side of the microphone, I know that’s not true. Yes, there are mean and cranky reporters, but they are a distinct minority. (note: Don’t confuse hard-hitting questions with hostility; it is part of a reporter’s job to ask you the tough questions.) Still, be prepared on the off chance you should encounter a true antagonist. Bottom line: When things turn nasty, you must remain calm and polite. This is a business deal, not a personal transaction. In an extreme situation where blatant hostility persists and the reporter appears unhinged, you have the right to terminate the interview as gracefully as possible.

Friendly: The reporter is not your best buddy. But some will use this technique in an effort to lower your guard. Be particularly alert for this approach during any small talk as your interview begins and ends. Remember, you are always on the record (unless you have specifically agreed otherwise) when in the presence of a reporter, no matter


how informal things may seem. Bottom line: Keep your guard up. Your aim is to cultivate reporters as business contacts, not to make friends.

Paraphrase: This tactic is a cousin to planting negative words in your mouth outlined above. When you hear a question that begins,” So what you’re saying,” be prepared to sum up in your own words; don’t buy into the reporter’s characterization. Bottom line: Always state things in your own terms. Don’t agree to a reporter’s translation.

What if: Some reporters love hypothetical questions. You should avoid hypothetical answers. Bottom line: Stick with what you know and keep the “what ifs” out of the equation. It is not your job to gaze into a crystal ball.

Fishing expedition: Rumors are a dime a dozen in most industries. And reporters love juicy gossip. Bottom line: Stick to the facts and let other less savvy sources get trapped into confirming rumors.

Silence: This was my favorite technique during my days as a reporter. It works nearly every time, particularly when the interview subject is a bit nervous or thrown off balance. Bottom line: When you finish your reply and a pause hangs in the air, let the reporter fill it.

Different reporters use different methods. Regardless of which ones you face during your interviews, remind yourself that you are there to broadcast your message. Refuse to let any of these techniques dissuade you from doing your job. Take advantage of the bottom line advice above and minimize your odds of uttering a quote that will come back to haunt you. Ed Barks is a trainer, author, and speaker who teaches today’s leaders how to deliver dynamic, message-packed presentations. He can be reached at (540) 955-0600 or by email. Ed invites you to subscribe to his free e-zine, Personal Trainer, at http://www.barkscomm.com. © Edward J. Barks 2004

EXTERNAL WEB LINK POLICY

OFFICE OF THE CITY MANAGER

45145 W Madison Ave.

P.O. Box 610

Maricopa, AZ 85239

Ph: 520.568.9098

Fx: 520.568.9120

www.maricopa-az.gov

City of Maricopa: External Link Policy

1. Objective: To provide a policy and procedures for the posting of third party hypertext links (external links) on the Maricopa website. This policy does not give any party the right to a link on the website.

2. Administration: The City of Maricopa’s City Manager or designee, and Marketing and

Communication’s Manager are responsible for administering this policy. 3. Maricopa Website Purpose: The purpose of the City website is to provide online information

about the City of Maricopa services, programs, events, and governance. The website is a municipal information resource for the public and City employees.

4. External Links: The City website may contain links to Internet websites that are not under the

control of the City. These third party websites are provided to further the purposes of the City and not as a benefit to the linked party. The City is not responsible for the content of these websites or for any internal links the websites may contain. The inclusion of these links does not mean that the City endorses, warrants, or accepts responsibility for the content or uses of such website. The City periodically reviews external links on the City website to confirm the link still furthers the City’s purposes. The City may refuse a request for a link or delete a posted link at any time and without notice in accordance with this policy.

5. All links on the City website to external Internet web pages must be consistent with the City’s

website purpose as stated herein. The external links must be accordance with the following standards and authorized by the City Manager or designee upon the Maricopa Website Committee’s review and recommendation.

A. Links to commercial vendors/businesses, media, public interest groups, private

organizations, nonprofit organizations, and private individual sites are prohibited except those stated in section B.

B. Links to the following types of Web sites may be authorized if the websites are

consistent with the purpose of the City website.

1. Government sites, including federal, state, and local government web sites.

2. Sites of quasi-government authorities, which serve the citizens of Maricopa, such as Maricopa Unified School District.

3. Official sites of City sponsored or City co-sponsored events or functions and such

activity is the basis for the link request. As used herein, “sponsor” means the City has approved funding or support with either City Council or City Manager authorization. (the external link is to the specific event web page). All event links must be approved by the Maricopa Website Committee.

4. Sites that are required for a vendor to provide services in performing its contractual

obligations to the City, such as Global Water Resources. (The external link is to the specific event Web page).

5. Sites that provide software plug-ins necessary for the user to access files on the

Connection, such as Adobe’s Acrobat PDF Reader plug-in. (The external link is to the download web page).

6. Links to research or date that supports a City program or activity. (The external link

is to the report or data). Link Request Procedures. A written request for a link must be submitted to the Marketing and Communications Office for consideration by the Maricopa Website Committee.

A. The request must include a specific description of the website link requested and provide justification for the external link.

B. The Marketing and Communications Office will review the request and

provide Maricopa Website Committee with a recommendation within fourteen (14) days upon receipt of the request. The Marketing and Communications Office will notify the requestor of the recommendation.

C. The Maricopa Website Committee shall render a decision regarding the link

request within fourteen (14) days and provide notification to the requester.

D. The Maricopa Website Committee will be reviewing links on a yearly basis and will be rendering judgments based on the links that don’t comply with the policy. We will ask that these links be removed from the site within fourteen (14) days.

6. Authority: This policy has been approved by

________________________________ _______________ Kevin Evans Date City Manager ________________________________ _______________ Jennifer Grentz Date Marketing and Communications Manager

PowerPoint Presentations.

Presentation guidelines.

The following slides present guidelines for the use of fonts, colors and graphics

PowerPoint is used to enhance your presentation, not be the presentation

Remember, only you can prevent “Death by PowerPoint”

Rules of the road.

Highlight key points or reinforce what the speaker is saying

Information should be short and to the point

Include only key words and phrases for reinforcement

Text and images should be placed in the “action safe”area of the screen

This text box is the “action safe” area

Layout.

Layout continuity from frame to frame conveys a sense of completeness

Headings, subheadings and logos should be in the same spot on each frame

Margins, fonts, font size and colors should be consistent

Graphics should be located in the same general position on each frame

Lines, boxes, borders and open space should be consistent

Line spacing is 0.3

Text.

Font is Georgia

Title is 44 point

Text is 24 point

Small fonts are okay for footers

Don’t sacrifice readability for style

Italics: used for quotes, book, journal or magazine titles

DO NOT USE ALL CAPS

Exception is acronyms

This is how the title should look.

If the title is more than two lines it is too long, one line is best

Use a subtitle when necessary

Bullets.

Bullets are followed by a capital letter

Keep bullets to one line, two at the most

No periods, questions marks or exclamations points

Line spacing is 0.3

Limit bullets to six per page, four is there is a long title, logo, picture, etc. – less is more

Use square bullet points

Bullets (continued).

Too much text = audience disengagement

It is too hard to read

Why read it if you are going to tell me what it says

Reading speed does not match listening speed

If they have to read while you talk, you have lost them

Graphics.

Should only be used if they add to the message on the slide

Face the middle of the slide

Use the same background on each slide

Color.

White on a dark background should not be used if the audience is more than 20 feet away

Dark colors on a light background are best for audience viewing

White screens are blinding in a dark room

Graphs & Charts.

Make sure the audience can see them

Tables should be placed on a separate slide

No more than three vertical columns & six horizontal rows

Graphs & charts

Preferred over tables

Graphs: only two curves/lines & label them -

no symbols or legends

Use color

Illustrations.

Only use when needed

They should communicate, not distract

They should relate to the messge and make a point

Ask yourself if it makes the message clearer

Simple diagrams can be great communicators

One idea per slide.

Use bullet points to cover the components of each idea

Remember.

Keep bullet points brief

Use the same background for each slide

Avoid the “all word” slide

Audiences do not like to have slides read to them

It is difficult to read and listen at the same time

Transitions & animations.

Use one transition for all slides

Use the same animation throughout the presentation

Using more than one is distracting

The audience will only see the animation and not the message

You.

Do not use the media to hide behind

The audience is there to hear you

Media should enhance not be the presentation

If you are only going to read from the slides, then just send them the slides – no need to present

Your Slides Should Communicate.

Remember, only you can prevent “Death By PowerPoint.”

Remember this. . .Marketing and Communications Office

Visit the communications office when you. . .Visit the communications office when you. . .

• Will be presenting to a large group

• Need marketing materials

• Are holding a public participation meeting

• Are coordinating an official city function

• Will be hiring a graphic designer/printer

• Have a media interview

• Need web updates

Presenting to a large group.

•• PowerPoint development and consultationPowerPoint development and consultation

•• MessagingMessaging

•• Publicity needsPublicity needs

•• Allow a minimum of four weeks to develop Allow a minimum of four weeks to develop a clear action plan and materialsa clear action plan and materials

Marketing Materials.

•• Develop target marketDevelop target market

•• Determine messagingDetermine messaging

•• Method of communicationMethod of communication

•• ScheduleSchedule

•• Allow a minimum of four weeks to develop Allow a minimum of four weeks to develop a clear action plan and materials, more if a clear action plan and materials, more if professional services are neededprofessional services are needed

Public Participation Meetings.

•• Determine the promise levelDetermine the promise level

•• Determine messagingDetermine messaging

•• PublicityPublicity

•• ScheduleSchedule

•• Allow a minimum of four weeks to develop Allow a minimum of four weeks to develop a clear action plan and materials, more if a clear action plan and materials, more if professional services are neededprofessional services are needed

Media Relations.

•• Determine talking pointsDetermine talking points•• Media trainingMedia training•• Dealing with silenceDealing with silence•• Develop the key messageDevelop the key message

Website Updates.

•• Writing for the WebWriting for the Web•• MessagingMessaging•• TargetTarget•• Is this really for the webIs this really for the web•• A minimum of three days is preferred in A minimum of three days is preferred in

order to develop web contentorder to develop web content

Products and Services.

•• Press releasesPress releases•• Talking pointsTalking points•• EditingEditing•• Video productionVideo production•• Media RelationsMedia Relations•• Customer ServiceCustomer Service•• Speech writing/protocol adviceSpeech writing/protocol advice•• Event supportEvent support•• Newsletters (printed)Newsletters (printed)•• Newsletters (electronic)Newsletters (electronic)•• Surveys (web, citizen)Surveys (web, citizen)•• Phone callsPhone calls

Products and Services.

•• Letter, feedback formsLetter, feedback forms•• Public meetingsPublic meetings•• InternetInternet•• Maricopa20Maricopa20•• Flyers, BrochuresFlyers, Brochures•• Target marketingTarget marketing•• Integrated CommunicationsIntegrated Communications•• Brand ManagementBrand Management

INSTRUCTIONS:Enclosed you will find a copy of the program proposal form for an on-going series to be aired on Maricopa 20. You will need to turn in five (5) copies foreach proposal, so if you are applying for more than one program, you will need to make copies of the proposal form.

New proposals are due on the second Friday of the month for program council consideration the following week. Response time is variable, dependingon a wide array of factors. If your program is approved, the Marketing and Communications Office will set up a pre-production meeting with you todetermine scheduling, production, etc.

Marketing & CommunicationsOn-Going Series Production Proposal Form

REQUEST INFORMATION:

Proposed title:

One line description of the program:

What community does this program represent?

How will the program further Maricopa 20's mission?

Proposed length:

Mission statement for the program:

How would airing the program on Maricopa 20 provide a voice to the community?

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REQUESTOR INFORMATION:

Address:

Organization:

Phone:

Name: Email:

Department:

Supervisor's Name (PRINT) Supervisor's Signature Date

MARKETING & COMMUNICATIONS OFFICE ONLY:

Date received:

By:YES

NO

APPROVED? Follow-Up/Review appointment set with and for:

Program Council : ___________________

Marketing & Comm. : _________________

Estimated Production

Days | Hours

Are there funds already allocated for this project?

Target air dates:

YESNO If yes, specify:

What experience, expertise or skills do you bring to the program?

Who is the intended audience?

Topics to be covered:

Possible guests:

What resources will you need to promote the program?

What criteria will be used to evaluate the effectiveness of the program?

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The purpose of the Electronic Bulletin Board is to inform the Maricopa community of events and activities that pertain to the City. All requests mustcomply with Maricopa's EBB policy. Marketing & Communications reserves the right to edit content and to regulate the airing time of all requests.

Events: This form must be received THREE WEEKS before the event. Your message will appear on the Bulletin Board for a period of two weeks beforethe event. Note: If your event is a fundraiser for a charity, a letter from the non profit organizations and its 501c(3) must accompany this corm. Also, fillout the non profit information below.

Announcements: This form must be received TWO WEEKS prior to the announcement start date. An end date must be specified as well.

There is a maximum of 45 characters. SPACES count as characters, too! Also consider: the more characters you use, the smaller they have to appear onthe screen! Images are used at the discretion of the Marketing & Communications Office.

Marketing & CommunicationsElectronic Bulletin Board Request Form


This request is being made by:

Bulletin Board Headline:

Reason for request:

Bulletin Board Text:

City staff / department

Non-profit organization

Event Name of Event: Date:

Announcement Beginning Date: End Date:

INSTRUCTIONS:


Address:

Organization:

Phone:

Name: Email:

Department:


Date received:

By:YES

NO

APPROVED? Follow-Up/Review appointment set with and for:

Program Council : ___________________

Marketing & Comm : _________________

Estimated Production

Days | Hours


INSTRUCTIONS:Enclosed you will find a copy of the program proposal form for a one time special broadcast to be aired on Maricopa 20. You will need to turn in five (5)copies for each proposal, so if you are applying for more than one program, you will need to make copies of the proposal form.

New proposals are due on the second Friday of the month for program council consideration the following week. Response time is variable, dependingon a wide array of factors. If your program is approved, the Marketing and Communications Office will set up a pre-production meeting with you todetermine scheduling, production, etc.

Marketing & CommunicationsOne-Time Production Proposal Form


Date:(Date your proposal is submitted)

Agenda item for Program Council on: Proposal Number:

Date and Time of Event:(Actual date and time of the event, include start & end time)

Desired Date and Time of Broadcast: Length of broadcast:

Title of Broadcast:(A simple title to be used for listings)

Name of Proposal Author/Contact:(Individual or collective presenting the proposal)

Program (if affiliated with a Maricopa 20 Program):

Contact Address: City / Zip:

Contact Phone 1: Contact Phone 1: Contact Email:

Description of Program, Event, or Element to be Broadcast:

Is this a public event?If the proposal is for an event (i.e. lecture, rally), check "yes". Otherwise circle "no".

Must this event be broadcast live?Answer this question if you circled "yes" on the previous question.

Contact Person for Event: Contact Phone:

Event Venue, Address and Phone number: (Name of venue, exact location and phone number of event) Contact Email:

YESNO NO YES

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Are there any other issues to consider when reviewing your proposal?

Description of program/event and how it fills Maricopa 20's mission?

Are there any costs to Maricopa 20?If yes, please submit a budget. All costs must be approved by the General Manager and Business Manager prior to submitting proposal.Example of costs: ISDN line; International phone calls; satellite feeds.

YESNO

Approved by Program Council?

YESNO

Pre-production schedule:

If yes, pre-production appointment set for:

Post-production schedule:

Target air date:

Budget approved.


Address:

Organization:

Phone:

Name: Email:

Department:


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city of maricopa strategic communications plan

Documents