1999 Strategic Communication Plan

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The Manager recommends that we examine how other jurisdictions deal with communication between employees and board members before making decisions on a specific action plan. In trying to foster enhanced communication between employees and Commissioners, we must be mindful of the large and complex body of employment law that guides Orange County's employment and supervisory practices. There are a number of well- established mechanisms in place (e.g. the grievance procedure outlined in the County's Personnel Ordinance, observance of personnel record confidentiality constraints, and the Personnel Department's employee relations counseling service) that must operate in harmony with any approaches that may be developed to enhance BOCC /employee communications. ■ Crisis Management — The County has a multi- hazard plan that is put into effect during crises such as hurricanes, tornadoes, environmental spills, etc. We should discuss how the approaches /practices outlined in the County's multi- hazard plan should be enhanced. It may be helpful to have a future report from staff on how the public information function is carried out under the multi- hazard plan. FINANCIAL IMPACT: Some aspects of the SCP have been or can be implemented with existing staff and budgetary resources. Others will be more complex to implement and maintain, and therefore will likely require additional staff, equipment, and /or operational funding. Staff can develop preliminary estimates of financial impacts in October, and refine those later as the Board makes decisions about the specific elements that will be formally adopted as part of its Strategic Communications Plan. RECOMMENDATION(S): The Manager recommends that the Board discuss the Strategic Communications Plan and provide appropriate direction to staff.