Communications Plan Cedar Rapids

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Citywide Strategic Communications Plan
2010-2011
Cassie Willis, Communications Liaison, City Manager’s Office

Not intended to direct specific department services or programs

City of Cedar Rapids Strategic Communications Plan 2010-2011

TABLE OF CONTENTS
1. Executive Summary 2. Recommendations PLAN 3. City Communications Process & Structure A. Need for City Communications Process & Structure B. Need for City Communications Coordination Groups C. Coordination of Sensitive & Controversial Issues D. Coordination of Public Records Requests 4. City Communications Channels & Tools 5. Strategic Communications Projects & Budget 6. Strategic Key Messages MEASUREMENT 7. Measure, Monitor & Evaluate Effectiveness FACT BOOK 8. City of Cedar Rapids Identity History 9. Target Audience Segmentation 10. Assessment of Previous City Communications Activities 11. Local Communications Effectiveness Research Results A. 2009 Citizen Satisfaction Survey B. 2007-2009 City Employee Survey Recap 12. National Communications Effectiveness Research Results A. From Pew Research Center for the People & the Press B. From The Nielsen Company Page 3 5 6 6 12 18 18 19 21 25 33 36 38 42 43 43 52 57 57 60

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City of Cedar Rapids Strategic Communications Plan 2010-2011

1. EXECUTIVE SUMMARY
Plan Purpose:
• To guide the City of Cedar Rapids’ communications organization and execution • To integrate and coordinate communications among all City departments and divisions and community organizations Note: This plan is not meant to dictate project communications plans for specific City departments, services or programs.

Objectives & Outcomes:
To fulfill the Cedar Rapids City Council’s goal for citizen involvement, specifically to “develop a comprehensive plan for connecting people to their government” • To cultivate and encourage public participation in City government • To create a coordinated communications process that ensures efficient, effective, responsive and consistent City communications with Cedar Rapids citizens and all of the City’s target audiences • To position the City of Cedar Rapids’ communication channels and tools as the most accurate source for City government information • To leverage every communication opportunity with citizens in order to build and improve our community Note: The Communications Liaison is responsible for development, implementation and execution of this plan. •

Assessment of Previous City Communications Activities: (For details, see page 42) City’s communications efforts have been characterized as lacking organization, coordination, consistency and credibility:
• • • • • • • Lack of communications planning, process and structure Lack of coordinated communications initiative with internal employees, as well as community partners Lack of knowledge about the City Council’s vision, goals and strategic plan Limited budget and personnel to handle large volume of communications needs Lack of understanding of how to connect with city government Lack of appreciation for the value of city services Lack of awareness of communications importance to governing, staff and citizens

City Communications Process & Structure Overview: (For details, see pages 6-18)
• • • Follow a consistent process for preparing public communications Utilize expertise and improve coordination among City’s designated public information officers Coach other City employees that process public information for their departments or divisions to improve communications effectiveness
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City of Cedar Rapids Strategic Communications Plan 2010-2011
• • • Continue to support communitywide communications coordination groups Assign communications about sensitive and controversial issues to communications liaison Improve employee education about public records law compliance

Strategic Communications Projects & Budget Overview: (For details, see pages 19-24)
• • Continue using current communications channels and tools Add additional communications channels and tools: o Printed newsletter mailed directly to Cedar Rapids residents o Annual printed progress and financial report for residents o City department open house events o Billboard public service announcements o Additional cable TV programming Reengineer the City’s website to be more user-friendly and service-oriented Use free online tools to foster a group of well-informed City ambassadors Total Estimated Budget for 2010: $287,000 Total Estimated Budget for 2011: $281,000 Estimated Annual Budget for Additional Communications Position: Salary Grade 08, See job description #NB444

• • • • •

Strategic Key Messages Overview: (For details, see pages 25-32) This is an overview of the seven strategic key messages that are outlined in more detail in this plan: • Teach residents how to connect with city government • The City Council has a vision and strategic plan for Cedar Rapids • Demonstrate the value of City services • Flood Recovery Progress… better than before • Build community ownership • Communicating complex or controversial issues • The most accurate source for City information is the City of Cedar Rapids’ communications channels • Public participation is important to the City Council’s decision-making process Overview of Fact Book:
The last five sections of this plan include a brief history of the “City of Five Seasons” identity and brand, research from focused conversation sessions with stakeholders, detailed segmentation of the City’s target audiences, results of local research conducted by the City of Cedar Rapids and national research conducted by The Pew Research Center for the People & the Press and The Nielsen Company. (For details, see pages 36-65)

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City of Cedar Rapids Strategic Communications Plan 2010-2011

2. RECOMMENDATIONS
a) Plan: Adopt, implement and maintain a two-year strategic communications plan (this plan) that executes the City Council’s vision, goals and strategic plan b) Structure & Process: Develop and organize a communications structure and process that coordinates and communicates consistently throughout the organization (For details, see pages 6-18) c) Key Messages: Approve a set of strategic key messages and use them repeatedly over the next two years (For details, see pages 25-32) d) Communication Channels & Tools: Devise multiple methods to disseminate City information to the wide variety of target audiences (For details, see pages 19-24) e) Budget: Fund strategic projects and additional communications position listed in this plan (For details, see pages 2124) f) Measurement: Develop methods to track the following three key communications effectiveness metrics… • Increased awareness of City Council’s vision, goals, strategic plan and related actions • Improved coordination among City departments and divisions • Increased citizen involvement and public participation in City government (For details, see pages 33-35)

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City of Cedar Rapids Strategic Communications Plan 2010-2011

PLAN
3. CITY COMMUNICATIONS PROCESS & STRUCTURE
A. Need for City Communications Process & Structure
In 2008, the Cedar Rapids Mayor, City Council and City Manager created the Communications Liaison position to develop and implement strategic communication activities; coordinate media and public relations; provide project and special event support; and policy and legislative research. This full-time, non-bargaining position reports directly to the City Manager. In 2009, the City Council developed a set of seven goals to implement its vision for Cedar Rapids. One of those goals emphasizes citizen involvement, specifically to “develop a comprehensive plan for connecting people to their government”. This plan is designed to provide multiple opportunities for residents to connect with the Cedar Rapids city government and to improve the City’s communications efforts internally, among City departments, divisions and employees, and externally, with Cedar Rapids residents, community organizations and local media representatives. Improvement begins with an efficient, consistent process. The City’s communications process should rely on the expertise of the current communications staff and public information officers (PIOs). Table 1 identifies those staff positions. City departments and divisions without designated PIOs should designate a representative to coordinate communications for that department or division. That representative will be coached by the communications liaison and other public information officers to provide relevant information in a consistent manner to the appropriate target audiences using the most effective communications channel and/or tool. This coaching will take place through a new internal communications coordinators group outlined in the “Need for City Communications Coordination” section of this plan. The following table (1) and diagrams (2&3) demonstrate how specific City staff positions will divide communications responsibilities and disseminate City information.

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City of Cedar Rapids Strategic Communications Plan 2010-2011

Table 1 – City Communications Positions, Responsibilities & Audiences Matrix
CITY DEPARTMENT POSITION
• • • • • • • • • • • City Manager’s Office Assistant Communications Coordinator (Proposed Position) • • • • • City Manager’s Office Intern (Unpaid Position) • • • City Manager’s Office City Manager’s Office Cedar Rapids City Council January 2010 Assistant to the City Manager Special Assistant to the City Manager Legislative Liaison • • •

COMMUNICATIONS RESPONSIBILITIES
Strategic Communications Planning & Counseling Internal & External Communications Media Relations Community Outreach Employee Communications Event Planning & Coordination Flood Recovery Communications Online Communications Cable Access Programming & Coordination Employee/Internal Communications Communications Project Coordination Content Contribution/Copywriting Media Relations Communications Effectiveness Measurement Event Planning & Coordination Communications Project Coordination Content Contribution/Copywriting Communications Effectiveness Measurement Event Planning & Coordination Internal Communications Intergovernmental Communications Legislative Communications • • • • • • • • • • • • • • • •

KEY TARGET AUDIENCES
Cedar Rapids residents Cedar Rapids City Council City Employees News Media Community Partner Organizations City Board & Commission Members City PIOs City Communications Coordinators/Public Records Custodians C3: Community Communications Coalition Core Communications Team State Partner Organizations Cedar Rapids residents Community Partner Organizations City Employees News Media City Board & Commission Members

City Manager’s Office

Communications Liaison



To be determined

• • • • • • •

City Council members City Employees Community Partner Organizations State Partner Organizations Community Partner Organizations Cedar Rapids City Council State & Federal Lobbyists Page 7 of 65

City of Cedar Rapids Strategic Communications Plan 2010-2011
• Cedar Rapids Public Library Public Information Officer & Adult Programming Coordinator Director of Marketing & Communications Public Information Officer & Special Projects Coordinator • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Internal & External Communications Media Relations Member of City PIO Group Internal & External Communications Media Relations Member of City PIO Group Internal & External Communications Media Relations Member of City PIO Group Member of Public Records Custodians Group Internal & External Communications Marketing and Research Media Relations Community Outreach Development and Planning Customer Service Member of City PIO Group Internal & External Communications Media Relations Online Communications Event Planning & Coordination Copywriting & Graphic Design Internal & External Communications Media Relations Member of City PIO Group Internal & External Communications Media Relations Regulatory Communications Member of City PIO Group Internal & External Communications Media Relations Regulatory Communications Member of City PIO Group • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • State & Federal Lawmakers Library employees Library patrons Cedar Rapids City Council Airport Commission Airport stakeholders Prospective airport stakeholders Cedar Rapids City Council Cedar Rapids residents & students Cedar Rapids City Council Cedar Rapids residents Cedar Rapids City Council News Media City Board & Commission Members Parks and Recreation Employees Community Partner Organizations Potential Funders Cedar Rapids residents Parks and Recreation employees News Media City Boards & Commissions Community Partner Organizations Cedar Rapids residents & students Cedar Rapids City Council Cedar Rapids residents State Partner Organizations Cedar Rapids City Council Cedar Rapids residents State & Federal Partner Organizations Cedar Rapids City Council Industrial & Wholesale Customers

Eastern Iowa Airport

Fire Department

Parks & Recreation Department

Marketing Manager

Parks & Recreation Department

Public Relations Coordinator

Police Department

Sergeant/Public Information Officer Public Works Maintenance Manager (+Public Information Officer) Utilities Communications & Community Education Coordinator

Public Works Department

Utilities Department

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City of Cedar Rapids Strategic Communications Plan 2010-2011
• • • • • • • Internal & External Communications Media Relations Regulatory Communications Member of City PIO Group Internal & External Communications Members of Communications Coordinators Group Members of Public Records Custodians Group • • • • • • • • • Cedar Rapids residents State & Federal Partner Organizations Cedar Rapids City Council Industrial & Wholesale Customers Cedar Rapids residents Cedar Rapids City Council City Employees News Media City Board & Commission Members

Utilities Department

Utilities Environmental Manager Communications Coordinators and/or Public Records Custodians

Other City Departments & Divisions

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City of Cedar Rapids Strategic Communications Plan 2010-2011

Diagram 2 – City Communications Information Flow Chart for INTERNAL Target Audiences
Communications Liaison

CITY INFORMATION SOURCES

Assistant to City Manager

All Internal Target Audiences

City Manager
Assistant Communications Coordinator (Proposed Position)

City Council

City Directors

City Employees

City Subject Matter Experts
(City Employees)

Legislative Liaison City Board & Commission Members City Department Public Information Officers (PIOs)

Department Communications Coordinators
January 2010

All Internal Target Audiences

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City of Cedar Rapids Strategic Communications Plan 2010-2011

Diagram 3 – City Communications Information Flow Chart for EXTERNAL Target Audiences

Communications Liaison

All External Target Audiences

CITY INFORMATION SOURCES

Assistant Communications Coordinator (Proposed Position)

Cedar Rapids Residents

City Manager Department Communications Coordinators News Media
NOTE: In some cases, the news media is a channel to reach other external audiences.

City Directors

City Subject Matter Experts
(City Employees)

Community Partner Organizations Assistant to City Manager State Partner Organizations

NOTE: Legislative Liaison’s external target audiences are State & Federal Lawmakers. January 2010

Special Assistant to City Manager

City Department Public Information Officers (PIOs)

All External Target Audiences
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City of Cedar Rapids Strategic Communications Plan 2010-2011

B. Need for City Communications Coordination
In order to improve the overall effectiveness of city communications, this plan outlines strategies to integrate and coordinate City communications among multiple internal departments and external community organizations. After all, the City of Cedar Rapids is made up of 124,000 individuals who identify with or belong to dozens of neighborhoods, organizations, businesses and other special interest groups. Collectively, these individuals and groups define the community in which we live. City communications should foster this sense of community and cultivate well-informed citizens. To that end, the communications liaison has formed three internal and two external groups focused on coordinating and improving communications within city government and throughout the community. The internal communications groups were formed to facilitate an organizational environment that encourages interdepartmental cooperation and collaboration. The external communications groups were formed to build strong partnerships that enhance each others’ missions and improve community collaboration.

Three Internal City Communications Coordination Groups:
(See Diagram 4 for demonstration of coordination) 1) City PIOs – Eight of the 30 City departments and divisions employ designated public information officers (PIOs). This group meets monthly. City departments represented in this group include: • Cedar Rapids Public Library • City Manager’s Office • Eastern Iowa Airport • Fire Department • Parks & Recreation Department • Police Department • Public Works Department (Represents Construction, Engineering, Traffic Engineering and Maintenance) • Utilities Department (Represents Water, Water Pollution Control and Solid Waste & Recycling) 2) City Communications Coordinators – For City departments and divisions that do not employ a public information officer, a department communications coordinator has been designated to assist in communications coordination. This group will meet monthly or every other month. Those departments/divisions represented in this group include: • Animal Care & Control
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City of Cedar Rapids Strategic Communications Plan 2010-2011
• • • • • • • • • • • City Assessor’s Office City Clerk’s Office Code Enforcement Department Community Development Department Finance Department (includes Purchasing Division & Treasurer’s Office) Fleet Services Department Housing Services Division Human Resources Department (includes Health & Safety Office) Information Technology Department Parking Division Transit Division

3) Public Records Custodians – These are the City employees responsible for tracking and fulfilling public records requests for their department or division. In most cases, this group overlaps with the City PIOs and the City Communications Coordinators. This group will meet every four to six months.

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City of Cedar Rapids Strategic Communications Plan 2010-2011

Diagram 4 - Internal City Communications Coordination Groups

City Public Information Officers (PIOs)

Communications Liaison City Communications Coordinators City Public Records Custodians

Brief Group Definitions: • City PIOs – 8 City departments employ designated PIOs • Communications Coordinators – Department/division representatives that assist with City communications • Public Records Custodians – Department/division representatives that fulfill public records requests • Communications Liaison – City Manager’s Office position; Leads each group Group Coordination Opportunities: • Joint Projects • Branding Initiatives • Consistent Messaging • Content for City Communications Channels & Tools • Media Relations • City Events

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City of Cedar Rapids Strategic Communications Plan 2010-2011 Two External Communications Coordination Groups:
(See Diagram 5 for demonstration of coordination) 1) C3: Community Communications Coalition – This group is made up of professional communicators representing a cross section of community agencies and services from within Cedar Rapids and Linn County. The purpose is: • To serve as a marketing and communications resource for the membership agencies • To receive and circulate regular updates from/to each member organization • To provide a forum for programming that will strengthen the collective skills, knowledge and outreach for messaging and information shared between members and within the represented organizations Group Description & Membership: C3 is a community-oriented organization. It is not to serve as a marketing and communications service for outside interests to exploit for narrowly-defined messages and audiences. Membership is limited to public relations professionals, marketing communications professionals and public information officers that work for community organizations in the Cedar Rapids and Linn County area. Membership Expectations: C3 members are expected to: • Participate in C3 meetings • Focus on benefits to the greater Cedar Rapids/Linn County community • Contribute unselfishly to group activities • Use professional discretion and respect for the benefit of the whole C3 group • Maintain confidentiality as needed This group meets twice a month. Members include representatives from the following organizations: o Cedar Rapids Area Chamber of Commerce o Priority One (economic development organization) o Entrepreneurial Development Center o Cedar Rapids Downtown District (SSMID) o Cedar Rapids Area Convention & Visitors Bureau o Cedar Rapids Community School District o Linn County government o Landlords of Linn County o Four Oaks o Greater Cedar Rapids Community Foundation o Horizons – A Family Service Agency o Linn County Nonprofit Resource Center
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City of Cedar Rapids Strategic Communications Plan 2010-2011
o o o Salvation Army United Way of East Central Iowa National Czech & Slovak Museum & Library

2) Core Communications Team – This informal team of marketing communications professionals from five key community organizations work together to coordinate large community announcements and communications projects. This group meets as needed. Members include representatives from the following organizations: • Cedar Rapids Area Chamber of Commerce • Cedar Rapids Area Convention & Visitors Bureau • Cedar Rapids Downtown District • Linn County government • City of Cedar Rapids government

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City of Cedar Rapids Strategic Communications Plan 2010-2011

Diagram 5 - External Communications Coordination Groups:

City Communications Liaison

Core Communications Team

Brief Group Definitions: • C3 – professional communicators representing a cross section of community agencies and services from within Cedar Rapids and Linn County • Core Communications Team – informal team of marketing communications professionals from five key community organizations working together to coordinate large community announcements and communications projects • Communications Liaison – City Manager’s Office position; Leads each group Group Coordination Opportunities: • Information Sharing & Community Dissemination • Joint Community Announcements • Dispel Misinformation • Feedback on City Communications Effectiveness

C3: Community Communications Coalition

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City of Cedar Rapids Strategic Communications Plan 2010-2011 C. Coordination of Sensitive and Controversial Issues
Now that a city communications process and structure has been established, the City can improve the way it manages sensitive and controversial issues. These types of issues usually include information from multiple City departments and subject matter experts and, in some cases, multiple external organizations. Managing these issues requires a comprehensive strategic approach with one designated spokesperson. The appropriate department director, the city manager and the communications liaison must be informed immediately of media inquiries that relate to sensitive or controversial issues, and must be made aware immediately of potentially sensitive issues when it is anticipated that those issues may reach the media or general public. The city manager will communicate directly with the communications liaison, the appropriate department director and other city officials as necessary, to develop strategies for each issue and determine an appropriate spokesperson. Examples of sensitive or controversial issues include, but are not limited to, performance evaluations related to any city employee; legal claims or lawsuits filed against the City of Cedar Rapids; negotiations related to union or association bargaining units; negotiations related to economic development or redevelopment; court appearances by any city employee, member of the City Council, or spouses or other family members of either; and hiring, disciplinary or termination processes related to any city employee.

D. Coordination of Public Records Requests
All public records created, maintained, kept by or in the possession of the City of Cedar Rapids shall be open to the public as provided by Iowa Open Records Law (Chapter 22) and the Cedar Rapids City Council’s Open Records Policy. Exceptions include works in progress that have not been publicly distributed, matters involving pending litigation, issues that are subject to ongoing negotiation and confidential personnel-related matters. The City Attorney’s Office and the communications liaison will periodically present training sessions to City employees on how to comply with the law and the City’s policy. The communications liaison will host meetings with all department public records custodians every four to six months to refresh employees on fulfillment procedures and to coordinate the tracking of public records requests made of the City of Cedar Rapids. The communications liaison will produce an annual tracking report listing the types of requests fulfilled, the staff time spent on these requests and the fees charged for these requests. Of course, this report will be made available to the Cedar Rapids City Council and the public.

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City of Cedar Rapids Strategic Communications Plan 2010-2011

4. CITY COMMUNICATIONS CHANNELS & TOOLS
The City of Cedar Rapids’ public information officers and communications coordination staff use several communication channels and tools to provide information for the City’s target audiences. The following list is an overview of those channels and tools used in 2008 and 2009. Additional channels and tools will be added in 2010 and 2011. See the strategic communications projects in the next section for more details. CATEGORY
Newsletters

CITY COMMUNICATIONS CHANNEL/TOOL
Resident E-Newsletter – The electronic newsletter is emailed to subscribers on the second and fourth Wednesdays of the month. All the e-newsletters are archived and linked on the City’s website. Employee Newsletter – This weekly newsletter is posted on the City’s website and the link is sent to all City Council members and employees via email. Parks & Recreation PLAY! Guide – This quarterly catalog is produced by the Parks & Recreation Department and mailed to every household on a quarterly basis. Municipal Utility Bill Insert – Utility bills are mailed to all users on a rotating basis. Inserts must be reserved four months in advance. Consumer Confidence Report – This annual report about water quality is required by the EPA. “City Service Update” Cable TV Show – This monthly program airs on Mediacom Channels 18 & 22 and is posted on the City’s website. PowerPoint Presentation for Cable Channels – Each month a PowerPoint presentation is prepared and aired on the Mediacom and ImOn cable access channels.

FREQUENCY

KEY TARGET AUDIENCE
Cedar Rapids Residents

Twice a month

Newsletters

Weekly

City Council Members & City Employees

Printed Materials

Quarterly

Cedar Rapids Residents

Printed Materials

Quarterly Rotation

Cedar Rapids Residents (Utilities users)

Printed Materials Broadcast Communications (Video) Broadcast Communications (Video)

Annually

Cedar Rapids Residents

Monthly

Cedar Rapids Residents (Mediacom subscribers) Cedar Rapids Residents (Mediacom & ImOn subscribers) Page 19 of 65

Monthly

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City of Cedar Rapids Strategic Communications Plan 2010-2011
City Council Meeting Recordings – The city council meetings are recorded by ProVideo and distributed to Mediacom and ImOn for broadcast on cable access channels. The recordings are currently posted online via ProVideo’s website. Twitter Account – Currently, two City departments post daily messages on Twitter accounts: the City Manager’s Office and the Fire Department. This City Manager’s Office account is open to all followers. The Fire Department’s account is open to local media only. City Website News Announcements – All City media releases are posted on the City’s home page. Media Releases – All City departments prepare and send announcements to local and regional news media on a daily basis. These releases are also posted on the City’s home page. News Conferences/Media Briefings – Some City departments host news conferences and media briefings to highlight major announcements or to clarify complicated programs. These events are held as needed. Public Participation Process Open Houses – These events are hosted by various City departments to gather input, feedback and comments from Cedar Rapids residents. This feedback is analyzed and used to create or improve City programs or initiatives.

Broadcast Communications (Video)

Weekly

Cedar Rapids Residents (Mediacom & ImOn subscribers)

Online Communications

Daily

Cedar Rapids Residents & News Media

Online Communications Media Announcements

Daily

Cedar Rapids Residents

Daily

Cedar Rapids Residents

Media Announcements

Daily

Cedar Rapids Residents & News Media

City Events

As Needed

Cedar Rapids Residents

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City of Cedar Rapids Strategic Communications Plan 2010-2011

5. STRATEGIC COMMUNICATIONS PROJECTS & BUDGET
A. New City Communications Printed Materials – To provide information directly to citizens, through printed, direct mail communications materials, and to cultivate their participation in City government 1) Resident Printed Newsletter – In 2008, the City’s printed newsletter was cut from the budget. However in the 2009 Citizen Satisfaction Survey, 72% of citizens said they prefer to receive City information in the mail. The newsletter should be designed to keep postage costs low, while maintaining strong readership. The newsletter will be mailed to every Cedar Rapids household, except the month that the annual report is released (11 printed annually). • Estimated Cost for One Year: $20,000/month or $220,000/year 2) Annual Printed Progress & Financial Report – Develop an annual publication that: o Outlines the City Council’s vision, goals and strategic plan o Reviews the City’s budget and financial strength o Provides an update on the City’s flood recovery progress o Highlights the work and service of individual City employees o Features progress reports from each City department and division A portion of the report will be printed and mailed to every Cedar Rapids household. The entire report will be posted on the City website. • Estimated Cost for One Year: $40,000/year B. Consistency in City Communications – To create reference materials that support a coordinated communications process that ensures efficient, effective, responsive and consistent City communications. 1) City Style Guide – This document will outline the proper usage of the City’s logo and colors, and provides templates for City letterhead, business cards, memorandums, media releases, email signatures, PowerPoint presentations, etc. • Estimated Cost: $4,000 (one time cost for graphic design services) 2) Media Relations Employee Handbook – This handbook will be a quick reference guide to help employees as they work with the media. • Estimated Cost: None (prepared by communications liaison)

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City of Cedar Rapids Strategic Communications Plan 2010-2011
3) Emergency Communications Plan – The Police and Fire Departments’ public information officers are creating a plan to clarify and coordinate communications during any emergency situation using the City’s current communications staff. • Estimated Cost: None (prepared by City PIOs) C. Website Reengineering Project - To reengineer the City’s website, www.cedar-rapids.org, to create a more userfriendly, service-oriented source for public information, using the SharePoint platform and new interactive web technologies. Project planning steps include: 1) Form Website Reengineering Oversight Team to oversee the project, direct and coordinate with the vendor, gather input from various stakeholder groups and help implement the project plan. 2) Host a Community Photo Contest to build awareness about the project and to incorporate citizens’ photos into the website. 3) Create a Content Migration Plan to migrate the most relevant content from the old website to the new website. 4) Create a Search Engine Optimization Plan to improve the ability to find City of Cedar Rapids information through search engines like Google. 5) Conduct Usability Testing before and after the project to measure whether we met our goal for a userfriendly, service-oriented website. • Estimated Cost: $150,000 (This is funded in the FY09 budget. No additional dollars needed at this time.) D. Online Community Building Project – To connect the Cedar Rapids community to City information through multiple online media channels by providing compelling content, nurturing two-way communication, encouraging participation and providing a sense of belonging to our city. The purpose is to create a group of well-informed city ambassadors. 1) Electronic Newsletter – Continue to provide an e-newsletter to subscribers twice a month • Estimated Cost for One Year: $900/month for $11,000/year (for design and online hosting) 2) Word of Mouth Marketing Plan – Formulate a plan that relies on multiple online media channels, including: o Twitter Account (daily messages) o Blog (weekly posts) o Facebook Page (as needed) o YouTube – Create an online video channel to host the City’s cable shows, city council meetings and other videos.
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City of Cedar Rapids Strategic Communications Plan 2010-2011
• Estimated Cost: $2,000 (one time cost for graphic design services) 3) Social Media Guidelines – Create a standard operation procedures document that outlines the proper use of social media for City public information officers. • Estimated Cost: None (prepared by communications liaison and PIOs) 4) Electronically Index City Council Meeting Recordings – Secure technology that will index City Council meeting recordings and link each portion of the meeting to specific agenda items for easier online viewing. This will help residents search for and view the portions of the meetings in which they are most interested. • Estimated Cost for One Year: $5,000/year E. Employee Communications & Training – City employees are the key to leveraging and improving every communications opportunity with citizens. 1) Media Relations Training Course for Employees – Teach employees how to prepare for and conduct interviews with reporters. • Estimated Cost: None (if training is provided by Communications Liaison as planned) 2) Public Records Request Training Course for Employees – Teach employees how to comply with Iowa’s Open Records Law, the City Council’s Open Records Policy and the City’s procedures for fulfilling these types of requests. Provide educational materials and a uniform tracking system. • Estimated Cost: None (if training is provided by Communications Liaison as planned) F. New City Events – To provide information directly to residents through one-on-one interactions at events held in City facilities 1) City Department Open House Events – Host three open house events at specific City facilities to expose citizens to City services and to show how tax dollars are spent. • Estimated Cost for One Year: $1,000/event or $3,000/year (for refreshments, signage and promotion)

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City of Cedar Rapids Strategic Communications Plan 2010-2011
G. Expand City Communications Channels & Tools – To provide additional methods for residents to be exposed to City information 1) Outdoor Signage – Prepare billboard public service announcements for random placement throughout the city. Billboard schedules are seldom sold out. Random sign placement will be provided at no cost. • Note: Billboards should be used to reinforce single ideas that require repetition. These messages can also be adapted as small space fillers for the local newspaper. • Message Example: “Let the City Council know your thinking. Call XXX-XXXX.” • Estimated Cost: $2,000 per design 2) Additional Cable Programming – Produce additional cable channel programming that highlights City employees and the services they provide to Cedar Rapids residents • Estimated Cost: Unknown at this time H. Future Projects to Consider 1) Public Access/Cable Franchise Plan for Improvement 2) Public Meetings Law Training for Employees 3) Create a Citizens Academy to help residents learn more about city government 4) Document Community Outreach/Public Participation Process Standard Operating Procedures 5) Flood Recovery Best Practices “Lessons Learned” Report to help other cities benefit from our experience

Total Estimated Budget for 2010: $287,000 Total Estimated Budget for 2011: $281,000 Estimated Annual Budget for Additional Communications Position: Salary Grade 08, See job description #NB444

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City of Cedar Rapids Strategic Communications Plan 2010-2011

6. STRATEGIC KEY MESSAGES
The key messages and strategies set forth in this section of the strategic communications plan are based on results of focused conversation sessions with key stakeholder groups, assessment of previous communications efforts and the results of local and national communications effectiveness research and trends.

A. Teach Residents How to Connect with City Government
Target Audiences: Cedar Rapids Residents, Community Partner Organizations, News Media Overview: In June 2005, the citizens of Cedar Rapids voted to change from a commission form of government to a council-manager form of government. Under this form, power is concentrated in the elected city council, which hires a professional administrator (city manager) to implement its policies and oversee the operations of the city. After four short years, residents are still confused about how this form of government works, the roles and responsibilities of the council members versus the city manager, how to participate in city government and how to access its services. For clarification, the mayor and council, as a collegial body, are responsible for setting policy and approving the budget. City managers serve at the pleasure of the council and are responsible for preparing the budget, directing day-to-day operations, hiring and firing personnel and carrying out the policies it establishes. Typically, the mayor is recognized as the political head of the municipality but is a member of the legislative body and does not have the power to veto legislative actions. (Source: International City/County Management Association) Key Messages: • City Council members are responsible for setting public policy and approving the budget • City Manager is responsible for day-to-day operations of the City and carries out the policies established by the City Council • City offers multiple ways to provide input and learn more about its services, projects and initiatives (everything from one-on-one meetings to social media channels)

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City of Cedar Rapids Strategic Communications Plan 2010-2011 B. The City Council has a Vision & Strategic Plan for Cedar Rapids
Target Audiences: Cedar Rapids Residents, Cedar Rapids City Council, City Employees, Community Partner Organizations, State Partner Organizations, News Media Overview: The City needs to clearly demonstrate that the City Council has a vision and strategic plan, how staff is implementing that vision and plan and how that vision and plan will benefit every Cedar Rapids resident. Key Messages: The Council’s vision is for Cedar Rapids to be “a vibrant urban hometown – a beacon for people and businesses that are invested in building a greater community for the next generation.” 2009 Goal Areas: 1) Flood Recovery and Protection Identify Funding and Sources for Flood Restore Affordable Housing for Affected Citizens Develop and Implement Property Acquisition Plan Develop and Implement Neighborhood Revitalization and Enhancement Plans 2) Dynamic and Diverse Neighborhoods Increased, Streamlined, Proactive Code Enforcement Multimodal Connectivity to Schools, Recreation and Work Enhance Viability of Existing & New Neighborhood Associations Develop Neighborhood Resource Centers Eliminate Nuisance Properties 3) A Vibrant Downtown Housing Unit Construction to Meet Market Demand Over 1/2 of Army Corps of Engineers Study Completed 95% Occupancy rate for Commercial / Office Finalize Transportation Plan 4) City Financial Strength Reduce Dependency on Property Taxes Improve Intergovernmental Relations Align with Best Practices for Cities
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5) A Sustainable Community: Economically, Environmentally, and Socially Develop Comprehensive Energy Management Plan Evaluate Current Practices Protect Natural Resources for future generations 6) Citizen Involvement Active Boards & Commissions Utilize Empirical Data Develop Comprehensive Plan for Connecting People to their Government 7) Reinvest and Maintain Public Infrastructure Update the City's Comprehensive Plan (incorporate subordinate plans) Develop Comprehensive Environmental Management Plan Develop Comprehensive Building Facilities Management Plan

C. Demonstrate the Value of City Services
Target Audiences: Cedar Rapids Residents, City Employees, Community Partner Organizations, News Media Overview: The City needs to demonstrate the value of City services so that residents understand their individual connection and participation in city government. Some residents seem to be reluctant to support local government. They don’t see a connection between the services provided by the City and the quality of life within the community. Residents are also not aware of the problems and issues that city government is solving for the community. (Source: Ehlers & Associates, Inc., Roseville, MN) The City of Cedar Rapids communications initiatives must make that connection between services and quality of life and the value of residents’ property because most of what they do is “behind the scenes” and “beneath the surface”. The City should provide “proof of performance” reminders in all communications activities. City employees do a lot for the citizens of Cedar Rapids, but they get little credit for providing quality customer service and completing community improvement projects. By celebrating and promoting City accomplishments, residents will learn and come to appreciate City services and the employees who provide those services.

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Key Messages: • City of Cedar Rapids is in the “quality of life” business – Its services provide residents with a better quality of life • Every City employee is committed to serving Cedar Rapids residents efficiently, effectively and responsively • Residents are stakeholders, investors and participants in the City and the services it provides • City employees are protecting the investments made by residents • Residents have a stake in the quality of services/programs provided by City employees

D. Flood Recovery Progress… Better Than Before
Target Audiences: Cedar Rapids Residents, Cedar Rapids City Council, City Employees, Community Partner Organizations, State Partner Organizations, News Media Overview: On June 13, 2008, the Cedar River crested to its highest level in Cedar Rapids history, 31.12 feet. The previous record reached only 20 feet. The flood waters penetrated 10 square miles or 14 percent of the city. This monumental flood impacted 7,198 parcels, including 5,390 houses and dislocating more than an estimated 18,000 residents. In addition, more than 300 City facilities were damaged by the Flood of 2008. The total damage estimate for the City of Cedar Rapids is $3 billion. The statewide damage caused by the 2008 floods and tornadoes makes this the fifth largest state natural disaster in U.S. history behind Hurricane Katrina in Louisiana, the 9/11 Terrorist Attack in New York, Hurricane Katrina in Mississippi and Hurricane Wilma in Florida. Key Messages: • Cedar Rapids will be better than before the flood o Native spirit, values and willingness to work, combined with federal and state funding assistance, will provide a positive, prosperous recovery • Cedar Rapids is making significant progress every day, every month, every year • City Council’s Flood Recovery plan and priorities, in order: o Improve flood protection o Reinvest in housing, businesses and neighborhoods o Rebuild City facilities • Flood Recovery Takes Time o It will take up to 15 years to fully recover (2024)
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City of Cedar Rapids Strategic Communications Plan 2010-2011
That means that today’s five-year-olds will be 20-years-old when the plan is completely implemented o We’re rebuilding Cedar Rapids for you, your kids and your grandkids Focused on Financial Discipline o The City’s financial needs are estimated to be $3 billion o We need federal funding assistance to complete our plans o Our debt capacity is $425 million o Our general fund reserve balance is $26 million o Our debt limits are restricted by state law o We must maintain good financial discipline throughout recovery or we’ll bankrupt ourselves and jeopardize our future o



E. Build Community Ownership
Target Audiences: Cedar Rapids Residents, City Employees, Community Partner Organizations Overview: Every resident and City employee “owns” the City of Cedar Rapids. This community is made up of people who choose to live, work, play and do business in Cedar Rapids. The City must take the lead on fostering a sense of belonging and ownership in the community. People want to be a part of something—they want to feel included and important. When residents feel that they are part of a community, they will interact with the City more often, provide feedback and recommend City services and programs to people they know - especially when they have a significant relationship with the City of Cedar Rapids. The key to creating this type of loyalty is to listen to their feedback, appeal to their interests, nurture twoway communication and provide open, honest, transparent information. The City will become more relevant and trusted. The City should work to enfranchise the “Cedar Rapids” name. The more this name is used in project titles, building names, community group names, etc., the more we reinforce the “Cedar Rapids” brand. We need to position our city as the place with which people, businesses and other communities want to be associated. City employees are also critical to community-building. They must leverage every communications opportunity to educate and connect with residents. Employees are the front line to providing good customer service experiences and advocating for City issues. To that end, the City’s communications techniques should go where residents are – directly to their neighborhoods, their post office mail boxes and their email inboxes.
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Key Messages: • The City of Cedar Rapids is a vibrant urban hometown – a beacon for people and businesses that are invested in building a greater community for the next generation. • This is your city and my city, but especially our city. • Cedar Rapids is making significant progress toward building a better community for our kids and our kids’ kids.

F. Communicating Complex or Controversial City Issues
Target Audiences: Cedar Rapids Residents, City Employees, Community Partner Organizations Overview: The complexity of city government is not easily understood by taxpayers. That’s why this initiative is so important. Many cities struggle to communicate complex issues. City communications staff needs to simplify and share as much information with the public as possible, without relying on the media to do so. The best way to communicate complex issues is to answer the question: “What’s in it for me?” Use simple, easyto-understand language. Use facts and data to explain the issue. Use the familiar to explain the unfamiliar, by drawing on relevant analogies in which the average resident can identify. Be sure to provide short-term, mid-term and long-term benefits. Key Messages: • Relevancy – Write content that is relevant to the specific target audience. Use language, facts and analogies that will help them understand your message. • Frequency – You can never communicate too much. Repeat the message in multiple ways via all the City’s communications channels and tools. Frequency increases the chance that each member of the audience will see or read the message. • Consistency – Every communications vehicle should reflect the sender in format or shape. Use the City logo, font and other style guide elements consistently so that the receiver knows the sender’s identity at first glance.

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City of Cedar Rapids Strategic Communications Plan 2010-2011 G. The Most Accurate Source for City Information is the City of Cedar Rapids
Target Audiences: Cedar Rapids Residents, Cedar Rapids City Council, City Employees, Community Partner Organizations, State Partner Organizations, News Media Overview: As local and regional news media organizations downsize staff and reduce resources, the quality of the information they provide to the public is not as reliable or accurate as in the past. The City must fill that gap by becoming the best source for the most accurate information about City services, programs and issues. To become that trusted source, the information must be truthful, honest and as transparent as possible. The City must combat rumors, build trust and commit to communicating directly with residents. The City can’t rely on the media to deliver the message accurately. Citizens expect a transparent government and the City of Cedar Rapids needs to deliver on that expectation. Key Messages: • The City’s printed publications, e-newsletter, website, cable TV show and social media activities are some of the many ways to receive accurate, up-to-date information. • The City is committed to providing relevant information to the public, as often as needed, based on the City’s style guide recommendations.

H. Public Participation is Important to Decision-Making Process
Target Audiences: Cedar Rapids Residents, City Employees, Community Partner Organizations, News Media Overview: The City of Cedar Rapids must involve the public early in decisions impacting the community. Over the last three years, the public participation process has proven to be an effective method for actively involving and informing residents, by giving them the information and ability to participate in major decisions. The process gives city council members and employees the opportunity to listen and respond to public feedback and identify and address specific issues and concerns. The public participation process also increases community support for solutions that elected officials must make. In addition, the process produces knowledgeable residents who better understand government and will get more involved in the future. (Source: Ehlers & Associates, Inc., Roseville, MN) Outline of the Public Participation Process:
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City of Cedar Rapids Strategic Communications Plan 2010-2011
1) Open House 1 – Communicate the problem & process o Develop problem statement o Identify impact of not addressing problem o Develop communications chronology and history of problem o Solicit suggestions for changes in the process o Request options to be evaluated o Develop clear evaluation criteria, including advantages and disadvantages o Request feedback on evaluation criteria 2) Open House 2 – Communicate the options o Reaffirm problem statement and process o Solicit suggestions for changes in process o Communicate options generated from process o Request feedback on additional options, evaluation criteria, and evaluation o Maintain communications chronology 3) Open House 3 – Communicate the selected options o Communicate selected option o Communicate basis for selection o Respond specifically to suggested options and evaluation criteria o Provide balanced evaluation including disadvantages of option o Reaffirm problem statement, process and options o Maintain communications chronology o Identify next steps for implementation and future opportunities for public involvement 4) Final recommendations to city council for consideration Key Messages: • Residents’ interest and input on issues is important to the City Council • Residents have the power to influence the City’s decision-making process • Public participation is a priority for the City of Cedar Rapids

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City of Cedar Rapids Strategic Communications Plan 2010-2011

MEASUREMENT
7. MEASURE, MONITOR & EVALUATE EFFECTIVENESS
The most effective strategic plans are plans that include methods for measuring effectiveness and tracking progress. This Strategic Communications Plan will be assessed every six months over the next two years to measure the following three key communications effectiveness metrics: • • • Increased awareness of City Council’s vision, goals, strategic plan and related actions Improved coordination among City departments and divisions Increased citizen involvement and public participation in City government

The communications liaison may track any of the following City communications activities and key performance indicators for this measurement. COMMUNICATIONS TOOL/FREQUENCY
Electronic Newsletter Distributed Twice a Month • • • • • • • • • • •

CATEGORY

KEY PERFORMANCE INDICATORS
E-Newsletter Subscribers E-Newsletter Views E-Newsletter Click-Throughs E-Newsletter Open Rates Number of Printed Newsletters Distributed Response to Newsletter Content (To be defined in project planning) Website Analytics – Page Views Website Analytics – Page Downloads Survey City employees Number of Printed Newsletters Distributed Response to Progress Report Content (To be defined in project planning)

KEY TARGET AUDIENCE
Cedar Rapids Residents

Newsletters

Newsletters

Printed Newsletter – Distributed Monthly Employee Newsletter – Distributed Weekly Annual Progress Report – Distributed once a year

Cedar Rapids Residents City Council Members & City Employees Cedar Rapids Residents

Newsletters & Employee Communications Printed Materials

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• • • Media Releases, News Conferences & Media Briefings – Distributed and held as needed • • • • • • • • • • Broadcast Communications (Video) Broadcast Communications (Video) Broadcast Communications (Video) Online Communications “City Service Update” Cable TV Show – Broadcast and posted online monthly PowerPoint Presentation for Cable Channel – Broadcast and posted online monthly City Council Meeting Recordings – Broadcast and posted online weekly City Website Announcements – Posted daily City Website Reengineering Project – Six month project • • Attendance at Employee Training Sessions Assess media coverage that includes interviews with City employees Survey City employees Media Releases Produced Media Coverage in Newspapers Media Coverage on Television Stations Media Coverage on Media Organizations’ Websites News Conferences & Media Briefing Events Held Attendance at News Conferences & Media Briefings Public Records Requests – Number of Requests Public Records Requests – Staff Time Public Records Requests – Number of Pages Provided Public Records Requests – Fees Charged Website Analytics – Video Downloads Note: Ask cable providers for metrics information

Employee Communications

Communications Training Sessions

City Employees

News Media Announcements

News Media & Cedar Rapids Residents

Public Records Law Compliance

Public Records Requests

News Media & Cedar Rapids Residents

Cedar Rapids Residents (Mediacom subscribers) Cedar Rapids Residents (Mediacom & ImOn subscribers) Cedar Rapids Residents (Mediacom & ImOn subscribers) Cedar Rapids Residents Cedar Rapids Residents & Businesses, Visitors, City Employees & News Media

• •

Website Analytics – Page Downloads Note: Ask cable providers for metrics information

• • • • • • • •

Website Analytics – Video Downloads Note: Ask cable providers for metrics information Website Analytics – Page Views Website Analytics – Unique Visitors Website Analytics – Page Clicks Website Analytics – Page Views Website Analytics – Unique Visitors Website Analytics – Page Clicks

Online Communications

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City of Cedar Rapids Strategic Communications Plan 2010-2011
• • • • • • • • Surveys 2011 Citizen Satisfaction Survey City Employee Surveys – Analyzed by Human Resources Department Billboard Public Service Announcement – As space is available • Twitter Followers Twitter Re-Tweets Blog Views Facebook Fans YouTube Views Attendance at City Open House Events Response to City Events (To be defined in project planning) Citizens’ impressions of communications effectiveness, City services, quality of life issues, direction the City is headed, perceived value of services for taxes paid, etc. Employees’ impressions of communications effectiveness, understanding of City’s vision and plans, understanding of City finances and job satisfaction Note: Ask outdoor companies for metrics information

Online Communications

Community Building Project – Using online/ social media tools Open Houses & Public Participation Events – As needed

Cedar Rapids Residents

City Events

Cedar Rapids Residents

Cedar Rapids Residents

Surveys

City Employees

Outdoor Signage (Billboard)



Cedar Rapids Residents

These key performance indicators will be monitored and evaluated by the City Manager, the communications liaison and the City Manager’s Office staff to identify trends, recognize achievements, determine areas for improvement, make mid-course adjustments and take stock of progress. All of these City Communications activities, projects and tools must mark improvement for the objectives and outcomes set forth by this Strategic Communications Plan: • • • • • To fulfill the Cedar Rapids City Council’s goal for citizen involvement, specifically to “develop a comprehensive plan for connecting people to their government” To cultivate and encourage public participation in City government To create a coordinated communications process that ensures efficient, effective, responsive and consistent City communications with Cedar Rapids citizens and all of the City’s target audiences To position the City of Cedar Rapids’ communication channels and tools as the most accurate source for City government information To leverage every communication opportunity with citizens in order to build and improve our community

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City of Cedar Rapids Strategic Communications Plan 2010-2011

FACT BOOK
8. CITY OF CEDAR RAPIDS IDENTITY HISTORY
History of the “City of Five Seasons” Identity
In 1968, a local advertising agency, Creswell, Munsell, Fultz & Zirbel (CMF&Z), created an identity initiative to position Cedar Rapids as a distinctive destination known widely for a valuable asset. They capitalized on the fact that commuting time in Cedar Rapids is much shorter than larger cities in other areas of the country, thereby providing time for more enjoyable lifestyle. Bill Munsell and Gary Anderson created a memorable city identifier… a slogan that defined the City’s important point of difference. Mr. Anderson designed the logo, resembling a five-point star. The “City of Five Seasons” was based on a Bible verse from Ecclesiastes 3:1 – “To everything there is a season, and a time to every purpose under the heaven.” The new logo and branding line were accompanied by this explanation: “Life is the sum of all the seasons with which it is filled. And if we have time to enjoy the things most important to us, life is rich and full indeed. In Cedar Rapids there is time enough….time to enjoy the seasons as they pass. Extra time. Precious time. A fifth season.” The idea was developed for and introduced by the Cedar Rapids Area Chamber of Commerce. As officers and managements changed, the slogan was utilized inconsistently. By 1975, the Cedar Rapids Area Convention and Visitors Bureau (CVB) and the City of Cedar Rapids had adopted the “Five Seasons.” In 1979, the convention center built in downtown Cedar Rapids was named the “Five Seasons Center” and the adjacent hotel was called the “Five Seasons Hotel”. In 1993, Mr. Munsell and Mr. Anderson teamed up again to raise more than $800,000 in private donations and in-kind contractors’ support to build a 60-foot tall version of the “Five Seasons” logo called the “Tree of Five Seasons,” near the Cedar River in downtown Cedar Rapids. The stainless steel monument was erected on April 3, 1996 and officially dedicated to the city on May 18, 1996.

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Objectives for construction of the monument include: • Call major attention to the City • Build positive attitudes about Cedar Rapids worldwide • Build pride among residents • Perpetual recognition of the work of folks who make a difference here • Focus increased attention downtown Originally, the “City of Five Seasons” logo appeared in orange with the words “time for life”, later revised to “time to enjoy”. Currently, the City uses the logo in green with the words “City of Five Seasons”.

Current Uses of the “City of Five Seasons” Identity
The “City of Five Seasons” symbol and slogan are registered trademarks of the City of Cedar Rapids. The CVB has used it for about three decades. More than 10 local businesses include “Five Seasons” in their name. Many others, including media, utilize the distinctive “Five Seasons” mark in their promotions and annual reports. The City’s website states: “Every year the Cedar Rapids community experiences the wonders of changing seasons in our Midwestern landscape. Some may say that taking the time to appreciate everyday beauty extends life, almost like an extra season is added to every year. This fifth season affords us time to enjoy all other seasons, and to enjoy life.” As of December 2009, the “Five Seasons” logo appears on all of the City’s vehicles, street signs, uniforms, letterhead, business cards, website, etc. This distinctive identity is woven into the fabric of the entire Cedar Rapids community.

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9. TARGET AUDIENCE SEGMENTATION
A. Cedar Rapids Residents – Approximately 124,000 people live, work and play in Cedar Rapids, Iowa. These residents are the key target audience for City of Cedar Rapids communications activities. This audience group can be segmented into two categories: 1) Flood-Impacted Residents – Approximately 19,000 residents who were directly impacted by the Flood of 2008. This historic flood directly impacted 10 square miles or 14% of the City of Cedar Rapids. 2) Non-Flood Impacted Residents – Approximately 105,000 residents were not directly impacted by the Flood of 2008. B. Cedar Rapids City Council - All nine members should have the same information with which to make decisions. C. City Employees – 1,298 employees in 17 departments and 36 divisions D. Community Partner Organizations, including: 1) Neighborhood Associations – The eleven neighborhood associations listed in the following table make up about one-third of the population of Cedar Rapids. The demographic information is based on 2000 Census totals. MOST COMMON TAXPAYING AGE 35 to 39 45 to 49 25 to 29 35 to 39 & 40 to 44 30 to 34 25 to 29 25 to 29 30 to 34 25 to 29 25 to 29 45 to 49 MEDIAN AREA INCOME $47,689 $48,750 $38,042 $36,202 $28,799 $43,787 $37,501 $16,417 $37,286 $34,021 $29,503

NEIGHBORHOOD ASSOCIATION Cedar Hills Cedar Valley Kenwood Lincolnway Village Moundview Noelridge Northwest Oak Hill Jackson South West Taylor Wellington Heights

TOTAL POPULATION 9,941 501 3,775 297 3,521 2,922 4,613 1,745 6,897 4,853 5,106

TOTAL MALES 4,748 262 1,760 159 1,710 1,530 2,258 776 3,344 2,542 2,463

TOTAL FEMALES 5,193 240 2,015 139 1,811 1,392 2,355 969 3,553 2,311 2,643

HOUSING OWNERS 2,843 134 1,109 81 565 908 1,331 261 1,959 1,203 857

HOUSING RENTERS 1,199 52 729 31 668 443 539 581 1,019 793 1,183

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2) Cedar Rapids Area Chamber of Commerce 3) Priority One (economic development organization) 4) Entrepreneurial Development Center 5) Cedar Rapids Downtown District (SSMID) 6) Cedar Rapids Area Convention & Visitors Bureau 7) Cedar Rapids Medical District (SSMID), including: • Mercy Medical Center • Physicians’ Clinic of Iowa • St. Luke’s Hospital 8) Cedar Rapids Community School District 9) Linn County government 10) Landlords of Linn County 11) Human Service/Nonprofit Agencies, including: • American Red Cross • Four Oaks E. State Partner Organizations 1) Rebuild Iowa Office 2) Iowa Department of Economic Development 3) Iowa Finance Authority 4) Governor’s Office 5) Iowa Department of Transportation

• Greater Cedar Rapids Community Foundation • Horizons – A Family Service Agency • Linn County Nonprofit Resource Center • Salvation Army • United Way of East Central Iowa • Waypoint Services 12) Arts & Cultural Organizations, including: • African-American Museum of Iowa • Brucemore, Inc. • Carl and Mary Koehler History Center • Cedar Rapids Museum of Art • Legion Arts/CSPS • National Czech & Slovak Museum & Library • Theatre Cedar Rapids

F. State & Federal Lawmakers 1) State Legislators – http://www3.legis.state.ia.us/ga/legislators.do?&ga=83 2) Eastern Iowa Congressional Delegation – www.house.gov & www.senate.gov • Congressman Dave Loebsack - http://loebsack.house.gov/ • Senator Chuck Grassley - http://grassley.senate.gov/ • Senator Tom Harkin - http://harkin.senate.gov/

City of Cedar Rapids Strategic Communications Plan 2010-2011
G. News Media 1) Local News Media • Corridor Business Journal • El Heraldo Hispano • The Gazette • KCCK Radio • KCRG TV • KDAT & KHAK Radio • KFXA/KFXB TV • KGAN TV • KGYM Radio • KMRY Radio • KOEL Radio • KRNA Radio • KUNI Radio • KWWL TV • KZIA Radio • WMT Radio 2) Regional News Media • Associated Press, Des Moines & Iowa City reporters • Chicago Tribune

• Des Moines Register • Iowa City Press Citizen • Iowa Public Radio • Iowa Public Television • KNWS Radio • KXEL-KOKZ-KFMW-KWLO Radio • KXGM Radio • Marion Times • Radio Iowa • Waterloo Courier 3) National News Media • Associated Press • New York Times • USA Today • Wall Street Journal 4) Citizen Journalists – These small, nontraditional media organizations are owned and operated by private citizens. • EasternIowaNews.com • NeighborhoodNetworkNews.com • UrbanCoolRadio.com

H. City Board & Commission Members – Dozens of Cedar Rapids residents volunteer to serve their community through membership on City boards, commissions, task forces and committees. These citizens are connected to their community and participating in city government. 1) Accessible Parking Review Committee 10) Civil Rights Commission 2) Airport Commission 11) Civil Service Commission 3) Airport Zoning Commission 12) Corridor Metropolitan Planning Organization 4) Assessors Examining Board 13) Crime Stoppers Board 5) Board of Adjustment 14) Electrical Board for Licensing and Appeals 6) Board of Ethics 15) Enterprise Zone Commission 7) Board of Review 16) Five Seasons Facilities Commission 8) Building Board of Appeals 17) Historic Preservation Commission 9) City Planning Commission 18) Hotel/Motel Allocation Committee
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19) Housing Board of Appeals 20) Library Board of Trustees 21) Local Option Sales Tax Citizen Oversight Committee 22) Long Term Planning Commission 23) Mechanical Board of Licensing and Appeals 24) Municipal Band Commission 25) Parking Violations Administrative Review Panel 26) Plumbing Board for Licensing and Appeals 27) Recreation Commission 28) Riverfront Improvement Commission 29) Self-Supported Municipal Improvement District Commission (SSMID) 30) Storm Water Commission 31) Ushers Ferry Commission 32) Veterans Memorial Commission 33) Visual Arts Commission

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10. ASSESSMENT OF PREVIOUS CITY COMMUNICATIONS ACTIVITIES
To prepare this section of the strategic communications plan, the communications liaison conducted focused conversation sessions in September, October and November 2009 with three key stakeholder groups: City Council members, city directors and public information officers. The input and feedback gathered from these sessions was used to build this plan. In the future, it is recommended that focused conversation sessions are also conducted with external stakeholder groups. Overall, six key themes emerged from the assessment of past City of Cedar Rapids communications efforts: 1) The City lacks a communications process and structure that coordinates the communications work of all City departments, which would improve efficiency and consistency. 2) The City needs to provide more resources (staff and budget) to handle the large volume of public information and to effectively communicate that information to its wide variety of target audiences. 3) The City needs to clearly demonstrate how staff is implementing the City Council’s vision and goals, as well as celebrate the accomplishments gained through that hard work. 4) The City needs to demonstrate the value of City services so that residents understand their individual connection and participation in City government. 5) The City struggles to communicate complex issues. City communications staff needs to simplify and share as much information with the public as possible, without relying on the media to do so. 6) The City needs to take the lead on building a sense of belonging and ownership in the community. Some City Council members mentioned the need to improve the City’s credibility. They feel the City needs to “pat itself on the back more,” “promote itself” and “provide examples of our positive effect on the community”. City Directors suggested a lack of understanding of city government and costs of services provided for citizens. They feel the City needs to “show citizens all the stages of a City project, from planning to implementation and everything in between.” Directors also shared concern for how citizens view their city. They said, “We all own and live in this city. This city is the responsibility of every citizen”. Directors also suggested the City can build more trust with residents through “more positive interactions,” “delivering on its promises,” “increasing the frequency of communications”, “using several methods of communication” and providing “easy access to accurate information”. The City’s Public Information Officers focused on the need for “friendly, timely, fast and immediate customer service.” They mentioned improving communications by showing “value” and “progress”, as well as being “proactive, rather than reactive.” They believe City staff should “explain what residents are getting for their dollars.”

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11. LOCAL COMMUNICATIONS EFFECTIVENESS RESEARCH RESULTS
A. 2009 Citizen Satisfaction Survey
Every two years, the City of Cedar Rapids conducts a survey to measure citizens’ expectations of City services. The 2009 Citizen Survey was conducted by Opinion Research Corporation of Seattle, Washington in July and August 2009. The survey highlights key findings regarding the Quality of City services, Performance of Programs and Services, and Quality of Life in Cedar Rapids. This scientifically valid, random survey provides measures of citizen satisfaction and other key issues which establishes a baseline measure and benchmarks Cedar Rapids’ performance against national averages. The survey averaged 33 minutes in length. This survey yields a level of error of plus or minus 4 percentage points at a 95 percent confidence level. The inclusion of cell phones in the surveys ensured a more representative sample. Of the more than 600 telephone interviews, 53 surveys were conducted via cell phone, with 33 of those representing cell phone-only households.

2009 Citizen Satisfaction Survey Conclusions
• • Cedar Rapids is effectively meeting or exceeding citizen expectations for service There is a significant opportunity to communicate the city’s strategic vision to its citizens o The City Council can be effective spokespersons and advocates for this effort o Providing information on the city’s strategic vision and action steps being taken can also be effectively communicated in the city’s newsletter There are also opportunities for the city to communicate its strategies for… o Environmental stewardship into the future o Going “green” o Economic development Other areas where the city may devote resources to support economic development include… o Downtown development o Increasing the number of cultural and arts events o Developing programs to preserve and maintain historic buildings and districts
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Particular emphasis should be placed on public safety including… o Violent and drug-related crimes o Enforcing regulations regarding weed lots, junk lots abandoned autos, poorly maintained properties and dilapidated houses and buildings o Downtown safety There is a significant opportunity to include citizens in local decision-making and to encourage them to be advocates for Cedar Rapids’ future



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Effectiveness of Communications
“Information on City programs and services are readily available but the City could communicate more effectively.”

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Best Way to Communicate
“‘Direct Mail’ and ‘Your City Newsletter’ are the best ways to communicate with Cedar Rapids residents.”

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Survey Questions Regarding the City’s Printed Newsletter Called “Your City”
Question: “Do you recall receiving a copy of Your City Newsletter in the mail?” Answer Options Percentage No 25.5 Yes 71.4 Don’t Know 3.2 Question: “Do you prefer to receive Your City Newsletter online or by mail?” Answer Options Online only Mail only Either online or mail Neither Percentage 26.9 67.3 5.1 .7

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Overall Quality of Life in Cedar Rapids
“87% of residents report that the quality of life in Cedar Rapids ‘meets’ or ‘exceeds’ their expectations.”

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Quality of Service Provided by City Employees
“All specific aspects of service provide by City employees ‘meets’ or ‘exceeds’ expectations.”

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Perceived Quality of City Services Compared to Similarly-Sized Cities
“Nearly four out of five citizens feel the quality of Cedar Rapids services is the ‘same’ or ‘better’ than those in comparably-sized cities. Cedar Rapids’ ratings are equivalent to those given by residents of other similarlysized cities.”

*West North Central includes Iowa, Kansas, Minnesota, Missouri, Nebraska, North and South Dakota. *Comparable size cities are those with 100,000 to 250,000 residents.

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Perceived Value of Services for Taxes Paid
“While half of Cedar Rapids residents feel they are getting value for the taxes they pay, there are significant numbers who have mixed or negative opinions.”

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B. 2007-2009 City Employee Survey Recap
The City of Cedar Rapids Human Resources Department conducted five employee surveys between July 2007 and October 2009. Over that two year period, employee responses showed improvement in communications efforts and job satisfaction, but uncertainty about the City’s finances.

Employee Communications: Receive Enough Information to Do Work
50%

45%

40%

35%

7/6/2007 1/21/2008 1/13/2009 4/7/2009 10/23/2009

30% Percentage

25%

20%

15%

10%

5%

0% Strongly Disagree Disagree Neither Agree nor Disagree Rating Agree Strongly Agree

Since 2007, more employees feel they receive the information they need to do their work.

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Employee Communications: Receive Information about Department

7/6/2007 1/21/2008 1/13/2009 4/7/2009 10/23/2009

Strongly Disagree

Dis agree

Neither Agree nor Disagree Rating

Agree

Strongly Agree

Since 2007, more employees feel they get information about how their department is doing.

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Employees’ Understanding of City’s Vision & Plans
60%

50%

40%

7/6/2007 1/21/2008 1/13/2009

Percentage

30%

4/7/2009 10/23/2009

20%

10%

0% Strongly Disagree Dis agree Neither Agree nor Disagree Rating Agree Strongly Agree

Employees’ knowledge of the vision and what the City is trying to accomplish has remained stable over the last two years.

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Employees’ Understanding of City Finances
35%

30%

25%

7/6/2007 1/21/2008 1/13/2009 4/7/2009 10/23/2009

Percentage

20%

15%

10%

5%

0% Strongly Disagree Disagree Neither Agree nor Disagree Rating Agree Strongly Agree

Over the last two years, there appears to be more employees who are uncertain about their understanding of how the City is doing financially.

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Employees’ Job Satisfaction
60%

50%

40%

7/6/2007 1/21/2008 1/13/2009

30%

4/7/2009 10/23/2009

20%

10%

0% Strongly Disagree Disagree Neither Agree nor Disagree Agree Strongly Agree

Since 2007, job satisfaction has increased from 57% indicating satisfaction to 71% indicating satisfaction. Job dissatisfaction has decreased from 20% of respondents to 10% of respondents.

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12. NATIONAL COMMUNICATIONS EFFECTIVENESS RESEARCH RESULTS
A. Research from the Pew Research Center
The Pew Research Center for the People & the Press is an independent, non-partisan public opinion research organization that studies attitudes toward politics, the press and public policy issues. The Center’s purpose is to serve as a forum for ideas on the media and public policy through public opinion research. Here are excerpts from three key Pew Research Center research reports. 1) Internet Overtakes Newspapers as News Outlet (December 23, 2008) “The internet, which emerged this year as a leading source for campaign news, has now surpassed all other media except television as an outlet for national and international news. Currently, 40% say they get most of their news about national and international issues from the internet, up from just 24% in September 2007. For the first time in a Pew survey, more people say they rely mostly on the internet for news than cite newspapers (35%). Television continues to be cited most frequently as a main source for national and international news, at 70%. For young people, however, the internet now rivals television as a main source of national and international news. Nearly six-in-ten Americans younger than 30 (59%) say they get most of their national and international news online; an identical percentage cites television. In September 2007, twice as many young people said they relied mostly on television for news than mentioned the internet (68% vs. 34%). The percentage of people younger than 30 citing

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television as a main news source has declined from 68% in September 2007 to 59% currently. This mirrors a trend seen earlier this year in campaign news consumption. (See "Internet Now Major Source of Campaign News," News Interest Index, Oct. 31, 2008.) The survey by the Pew Research Center for the People & the Press, conducted Dec. 3-7 among 1,489 adults, finds there has been little change in the individual TV news outlets that people rely on for national and international news. Nearly a quarter of the public (23%) says they get most of their news from CNN, while 17% cite Fox News; smaller shares mention other cable and broadcast outlets.” For more information, visit http://peoplepress.org/report/479/internet-overtakes-newspapers-as-newssource

2) Press Accuracy Rating Hits Two Decade Low (September 13, 2009) “The public’s assessment of the accuracy of news stories is now at its lowest level in more than two decades of Pew Research surveys, and Americans’ views of media bias and independence now match previous lows. Just 29% of Americans say that news organizations generally get the facts straight, while 63% say that news stories are often inaccurate. In the initial survey in this series about the news media’s performance in 1985, 55% said news stories were accurate while 34% said they were inaccurate. That percentage had fallen sharply by the late 1990s and has remained low over the last decade. Similarly, only about a quarter (26%) now say that news organizations are careful that their reporting is not politically biased, compared with 60% who say news organizations are
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politically biased. And the percentages saying that news organizations are independent of powerful people and organizations (20%) or are willing to admit their mistakes (21%) now also match all-time lows.” For more information, visit http://people-press.org/report/543/.

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B. Research from The Nielsen Company
The Nielsen Company is a marketing and media information company that measures and analyzes how people interact with digital platforms, traditional media and in-store environments. Here are excerpts from four key Nielsen Company research reports. 1) Three Screen Report: Media Consumption and Multi-tasking Continue to Increase Across TV, Internet and Mobile (September 2, 2009) “Americans are increasing their overall media consumption, and media multi-tasking is part of the equation, according to new data from The Nielsen Company’s most recent Three Screen Report [1]. During 2nd Quarter 2009, the number of people watching mobile video increased 70% from last year and people who watch video online increased their viewing by 46% compared to a year ago. In addition, the average American TV consumption remains at an all-time high (141 hours per month) compared to the same time frame last year.
Monthly Time Spent in Hours: Minutes Per User 2+ Activity Watching TV in the home* Watching Timeshifted TV* Using the Internet** Watching Video on Internet** Mobile Subscribers Watching Video on a Mobile Phone^ 2Q 09 141:03 7:16 26:15 3:11 3:15 1Q 09 153:27 8:13 29:15 3:00 3:37 2Q 08 139:00 6:05 26:29 2:12 3:37 % Diff Yr to Absolute Diff Yr Yr to Yr (2Q 09 to 2Q (2Q 09 to 2Q 08) 08) 1.5% 19.5% -0.9% 45.5% -10.0% 2:02 1:11 -0:14 0:59 -0:22

Source: The Nielsen Company Note: TV viewing patterns in the U.S. tend to be seasonal, with TV usage higher in the winter months and lower in the summer months leading to a decline in quarter to quarter usage, yet increasing from 2Q08 to 2Q09. As of 2Q09 the 290 million people in the U.S. with TVs spend on average 141 hours: 3 minutes each month tuning into television. June 2009 data (used in this report in place of 2Q09) shows that 134 million people watching video on the Internet spent on average 3 hours: 11 minutes during the month doing so. As of 2Q09 the 15 million people who watch mobile video in the U.S. spend on average 3 hrs: 15 minutes each month watching video on a mobile phone.

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“Although we have seen the computer and mobile phone screens taking on a significant role, their emergence have not been at the cost of TV viewership,” said Jim O’Hara, President, Media Product Leadership, The Nielsen Company. “The entire media universe is expanding so consumers are choosing to add elements to their media experience, rather than to replace them.” Nielsen data also shows Americans are using DVRs more than ever, watching one hour more of timeshifted TV each month than a year ago. Currently, 30% of homes in the U.S. have DVR devices.” The Simultaneous TV and Internet Experience Nielsen’s Convergence Research Panel, launched in 2008, provides single source electronic measurement of TV and Internet usage in the same homes. As of June 2009, this panel shows 57% of consumers with Internet access at home watch TV and go online simultaneously at least once a month. On average these consumers spend 2 hours, 39 minutes each month simultaneously using the Internet while also watching TV. Their online experience at home is in front of the television almost a third of the time.”

“Persons 2+ Watching TV and Using the Internet Simultaneously At Least Once Per Month — June 2009 °°° Activity % of Persons Using TV/Internet Simultaneously Estimated Number of Persons Using TV/Internet Simultaneously Time Spent Simultaneously Using TV/Internet Per Person in Hours: Minutes Average % of TV time Panelists spent also using the Internet Average % of Internet time Panelists spent also using TV Source: The Nielsen Company Persons (P2+) 56.9% 128,047,000 2:39 2.7% 27.9%

For more information, visit http://blog.nielsen.com/nielsenwire/online_mobile/three-screen-report-media-consumptionand-multi-tasking-continue-to-increase/.

2) Social Media: The Next Great Gateway for Content Discovery? (October 5, 2009) “In the beginning there were ISPs, which then gave way to portals ― aggregators of content and links ― which then led to the rise of “search” as the dominant form of Internet navigation or, how we get to where we we’re going on the
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web. However, as with most forms of evolution, change is constant, and over the past two years search navigation has appeared to shift to social media. We continue to see that social media has not only changed the way consumers communicate and gather on the Web, but also impacted content discovery and navigation in a big way. But how? Is social media taking the place of portals and search as the hub of online navigation? These questions led to some in-depth research – including an online panel survey of 1,800 participants fielded in August 2009 – in which we looked at three main consumer segments using search (Searchers), portals (Portalists) or social media (Socializers) as their primary vehicle for content discovery. What We Found In a nutshell, there is a segment of the online population that uses social media as a core navigation and information discovery tool — roughly 18 percent of users see it as core to finding new information. While still a smaller percentage than those who use search engines or portals like Yahoo! or MSN, it is a significant figure. And as social media usage continues to increase (unique visitors to Twitter.com increased 959% YOY in August) I can only expect this figure to grow. The Appeal of Social Media At the root of the changing nature of content discovery is the sheer amount of information that is available on the Web. If you want to learn more about the latest smartphone released into the market, your favorite search engine is sure to provide you with hundreds, if not thousands, of articles about the device. But with the increasing number of resources available, it’s difficult to know what you should believe or take at face value. Socializers – those who spend 10 percent or more of their online time on social media – feel this effect more than others do. When asked, 26 percent feel that there is too much information available on the Internet, compared to 18 percent of people who predominantly use portals and just 5 percent of people who primarily use search engines.”

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For more information, visit http://blog.nielsen.com/nielsenwire/online_mobile/social-media-the-next-great-gateway-forcontent-discovery/.

3) Social Networking and Blog Sites Capture More Internet Time and Advertising (September 24, 2009) “Americans have nearly tripled the amount of time they spend at social networking and blog sites such as Facebook and MySpace from a year ago, according to a new report from The Nielsen Company. In August 2009, 17 percent of all time spent on the Internet was at social networking sites, up from 6 percent in August 2008. “This growth suggests a wholesale change in the way the Internet is used,” said Jon Gibs, vice president, media and agency insights, Nielsen’s online division. “While video and text content remain central to the Web experience – the desire of online consumers to connect, communicate and share is increasingly driving the medium’s growth.” Among those taking note of this trend: advertisers. Estimated online advertising spending on the top social network and blogging sites increased 119 percent, from approximately $49 million in August 2008 to approximately $108 million in August 2009 – all despite a recession. Share of estimated spend on these sites has doubled, from 7 percent of online ad spend in 2008 to 15 percent in 2009.” Year-over-Year Percent Change in Online Ad Spend by Industry (U.S., August 2009)
Estimated Spend on Top Social Network Sites Industry Entertainment Travel Business to Business Automotive Health Web Media Software Financial Services Aug-08 $1,097,700 $473,700 $683,400 $1,110,200 $1,131,500 $11,231,800 $526,400 $3,233,900 Aug-09 $10,012,800 $2,198,200 $1,941,700 $3,085,800 $2,754,900 $26,855,700 $1,202,500 $6,415,900 Year-over-Year Percent Growth On Social Network Sites* 812% 364% 184% 178% 143% 139% 128% 98% On All Sites 40% -11% -8% -26% 8% 30% -29% -10%

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Public Services Telecommunications Consumer Goods Hardware & Electronics $6,836,500 $12,449,500 $1,913,400 $654,000 $13,203,100 $23,550,300 $3,349,200 $1,022,900 $12,556,800 Source: The Nielsen Company 93% 89% 75% 56% 55% 13% -1% 8% -47% -12%

Retail Goods & Services $8,101,400

*Estimated spend on social networking sites is based off of data for the top ad-supported member community sites ranked by unique visitors in August 2009 For more information, visit http://blog.nielsen.com/nielsenwire/online_mobile/social-networking-and-blog-sites-capturemore-internet-time-and-advertisinga/.

4) Twitter Grows 1,444% Over Last Year; Time on Site Up 175% (June 22, 2009) “May 2009 data from Nielsen Online shows that people continue to spend more time on social networking and blog sites than ever before, with total minutes increasing 82 percent year-over-year and the average time per person increasing 67 percent year-over-year in May 2009. Twitter.com was the fastest-growing Web brand in May 2009, increasing 1,448 percent year overyear, from 1.2 million unique visitors in May 2008 to 18.2 million in 2009. Despite being the fastest-growing brand year-over-year, Twitter’s monthover-month growth has begun to slow, increasing 7 percent from April. The average time per person on Twitter increased 175 percent year-over-year, from 6 minutes and 19 seconds in May 2008 to 17 minutes and 21 seconds in May 2009. However, month-over-month growth was flat, decreasing one percent from April 2009.

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Facebook and Myspace Stats • With 144.3 million unique visitors, Facebook was the No. 1 global social networking destination in May 2009— the 7th month in a row that Facebook has ranked No. 1 • May 2009 also marked the 5th month in a row that Facebook has been the No. 1 social networking site in the U.S., garnering 75.4 million unique visitors—a 190 percent increase over May 2008 • Myspace.com continued as the top social networking site when ranked by total video streams in May, with 116.1 million video streams • Unique viewers of video content at Myspace.com increased 22.9 percent month-over-month, from 9.9 million in April 2009 to 12.2 million in May 2009.” For more information, visit http://blog.nielsen.com/nielsenwire/nielsen-news/twitter-grows-1444-over-last-year-time-onsite-up-175/.

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