Orange County NC Website
Browse       Search
17 <br /> 1 <br /> 2 Rod Visser drew the Board's attention to the stated objective for this portion of the <br /> 3 retreat - that the Board review and discuss a County Strategic Communications Plan <br /> 4 outline and provide direction to staff. He explained the context within which the <br /> 5 objective for this segment of the retreat agenda was developed by the retreat planning <br /> 6 committee. The consensus view was to look at this topic today "at the 30,000 foot level" <br /> 7 and not to get "too far down in the weeds" with the level of detail today. It did not seem <br /> 8 feasible to try to sit down and write a strategic communications plan in 1.5—2 hours. <br /> 9 <br /> 10 Rod Visser said that the challenge the committee gave to Michael Talbert was to craft <br /> 11 the outline of a strategic communication plan and to list the basic elements that should <br /> 12 be included in that framework. He did that and included it as Attachment 2a on pages <br /> 13 14-15 of the retreat agenda packet. The packet also includes sample communications <br /> 14 plans at Attachments 2c through 2f that Michael Talbert researched, from four <br /> 15 jurisdictions: Hickory, NC; Clayton, MO; Red Wing, MN; and Prince William County, VA. <br /> 16 The agenda packet also includes at Attachment 2b a 1999 proposed Orange County <br /> 17 Board of Commissioners Strategic Communications Plan. <br /> 18 <br /> 19 Rod Visser asked Commissioners in light of those four sample plans, any independent <br /> 20 research they may have done, Todd McGee's presentation, and the 1999 plan, what <br /> 21 reactions do they have to the outline Michael Talbert drafted. He said that during the <br /> 22 retreat planning meetings, Michael Talbert had suggested desirable next steps of putting <br /> 23 together a County Communications Team to work on fleshing out the details of the <br /> 24 framework. That team might include County staff from various departments who are <br /> 25 already involved in public information and outreach efforts. The idea would be for the <br /> 26 Manager to work with that group to bring back a fully fleshed out strategic <br /> 27 communications plan along an established timeline for the Board to approve and <br /> 28 implement. <br /> 29 <br /> 30 Michael Talbert added that there are several communications principles listed in today's <br /> 31 packet that the communications team would keep the Board abreast of. Not only would <br /> 32 the team develop the plan, but after implementation they would monitor it and develop <br /> 33 changes needed as social media and technology changes, bringing it back perhaps <br /> 34 once a year for any needed Board approved changes. He sees the draft as a <br /> 35 suggested starting point. <br /> 36 <br /> 37 Rod Visser suggested as a possible way to proceed that he record on flipcharts <br /> 38 Commissioner reactions to Michael Talbert's draft, as well as any other specific <br /> 39 elements or characteristics not mentioned in that framework that they would like staff to <br /> 40 consider including in a fully written communications plan. He asked if that would be a <br /> 41 useful approach or if there were other alternative ideas on how to proceed. <br /> 42 <br /> 43 The Board then spent about 40 minutes discussing matters related to a strategic <br /> 44 communications plan and developed the following list of comments and observations <br /> 45 that should be considered as the plan is developed: <br /> 46 <br /> 47 What is the role of the Board of Commissioners in a strategic communications <br /> 48 plan? Presumably, at least approval of the plan <br /> 49 What is the purpose of the plan <br /> 50 Periodic check-in by the Board on how the plan is going after implementation <br /> 51 Board members as "ears" of the community can give feedback as part of the <br /> 52 team <br /> 53 With regard to tools, we need to go out to where the people are — currently we <br /> 54 expect them to come to us <br />