Strategic Communications Plan 2021-2024

City of Weatherford | Strategic Communications Plan

Department of Communications and Marketing STRATEGIC COMMUNICATIONS PLAN 2021-2024

TABLE OF CONTENTS Introduction

04

Mission Statement Vision

07 07

Organizational Chart

08

Executive Summary

09

Community Members

11

Current State of Affairs

12

SWOT Analysis

13

Communication Channels

14

Goals, Objectives, Strategies and Tactics

16

Appendices

25

Style Guide Public Communication Policy Social Media Policy Emergency Communication Plan Subject Matter Expert List HOT Funds Conclusion

26 44 53 56 69 70 86

2021-2024 | STRATEGIC PLAN 3

Introduction The strategic communications plan is designed to identify the needs, goals and expectations for the Department of Communications and Marketing. This plan focuses on strategic initiatives to effectively interact with community members, drive the development of internal communications policies and improve the overall effectiveness of the City in meeting the needs of the public.

This plan will lay the foundation for future policies and programs and will be a dynamic document reviewed and updated annually in response to ongoing assessment and evaluation. Communication changes daily and it is important that the City of Weatherford utilize this document to appropriately engage with key stakeholders.

As a result, the strategic plan identifies key audiences for the City of Weatherford and determines the appropriate communication platforms. We understand that with technological advances, our public is demanding information faster and we must develop a plan that addresses the public’s communication needs. Communication is the first step toward improving and maintaining the organizational relationships, fostering new partnerships and facilitating responsible City management.

Our goal is to implement this policy as a resource for City management, City Council and City employees to utilize as decisions are made in regard to the future of the City of Weatherford. We hope this plan serves as a catalyst for providing communication that is timely and accurate for our citizens, visitors and partners.

Sincerely, Blake Rexroat Communications and Marketing, Director

4 STRATEGIC PLAN | 2021-2024

2021-2024 | STRATEGIC PLAN 5

The single biggest problem in

communication is the illusion that is has

taken place.

6 STRATEGIC PLAN | 2021-2024

Mission To connect the public to information that inspires, educates, and enhances the quality of life while building a strong community.

2021-2024 | STRATEGIC PLAN 7

Department of Communications and Marketing

City Manager

Director of Communications and Marketing

Communications and Marketing Coordinator

8 STRATEGIC PLAN | 2021-2024

2023-24 Communications and Marketing Specialist

Executive Summary The Communications and Marketing Department’s Strategic Plan will aid in the implementation of a unified message for reaching Weatherford citizens, partners and key constituents.

The original development of this plan occurred during a 12-month period with consultation from Texas Christian University (TCU) Bob Schieffer College of Communication. Faculty leadership was provided

by Jacqueline Lambiase, Ph.D. and Laura F. Bright, Ph.D. Additional faculty consultation was provided by Sarah Maben, Ph.D. from Tarleton State University (TSU).

The strategic plan is a nimble three (3) year plan that will be subject to ongoing evaluation and monitoring as communication needs evolve. Adaptability will be key to the success of this plan and will require support from City of Weatherford leadership, employees and elected officials.

Five major goals are addressed within the strategic plan. They are: 1. Deliver accurate information that informs our public, citizens and employees.

2. Utilize and discover ways to better communicate within the scope of new technological advances that can improve overall City communication and create conversations with our public.

3. To have the public, businesses, elected officials and City staff adopt, support and live the Experience Weatherford tourism brand.

4. Engage and maintain better relationships with news media, both locally and regionally.

5. Ensure citizens, public, businesses, employees and elected officials are notified in the case of an emergency or crisis.

These goals are adaptable and flexible to the public’s continual change in communication and marketing demands. Strategies and tactics are closely tied to each goal with attainable results. This plan is designed for the purpose of guiding the City’s present and foreseeable communication needs while aiding in the development of long-term goals. It defines the City’s communication focus and provides guiding principles to meet the needs of key constituents.

2021-2024 | STRATEGIC PLAN 9

Government is a trust and the

officers of government are trustees, and both the and the trustees are created for the

trust

benefit of the people.

- Henry Clay

10 STRATEGIC PLAN | 2021-2024

City of Weatherford Community Members In order to determine the most effective ways to communicate important information and develop key messages, the Department of Communications and Marketing has identified the audiences within the community.

Primary Target Audience

Secondary Target Audience

Tertiary Target Audience

•

•

• • • • • • • •

• • • • • • • •

Residents (homeowners and renters) Business community (owners and employees) City employees City boards Commissions and Committees Property owners (residential and business) Families College students Users of City services

• • • • • • •

Weatherford schools (Public and Private) Parker County Parker County Hospital District Weatherford Regional Medical Center Weatherford Chamber of Commerce Community organizations Other local government agencies Media (print, radio, television, internet)

• •

Future/Potential business owner Future employees Potential funders Partners/Sponsors Seniors Youth Tourists Recreational users (mountain bikers, hikers, etc.)

Artists Food and spirit connoisseurs

2021-2024 | STRATEGIC PLAN 11

Current State of Affairs in Communications and Marketing The Department of Communications and Marketing was reinstated in January 2015 with one full-time position under the direction of City Administration. Immediate steps were taken to improve and broaden the City of Weatherford communication efforts to effectively communicate with key constituents.

Since 2015 the department has expanded to include in-house creation of videos for PSA and urgent notices for the community. The redesign of Experience Weatherford (see more below) and the city website (www. weatherfordtx.gov), creation of the city Annual Report, maintaining multiple accounts and pages across six social media platforms (Facebook, Twitter, Instagram, Nextdoor, LinkedIn and YouTube) and well as maintaining memberships with the Texas Association for Municipal Information Officers (TAMIO).

In 2016, the department built and orchestrated the creation of a new tourism campaign known as Experience Weatherford (www.experienceweatherford.com). The campaign brought a new tourism website, travel search engine for hotel/motel reservations and business partner program. Allowing the city to work with the chamber to promote local businesses. The expansion of the website also brought forth a food and lodging focused mobile application to feature local restaurants in the hands of citizens and visitors.

Staffing was also increased in 2016 with the addition of one new full-time position (Communications and Marketing Coordinator). Growth is still continuing into the 2023 year with the expansion to increase video and graphic capabilities for the department.

12 STRATEGIC PLAN | 2021-2024

SWOT

• • • • • • •

• • • • •

Responsive City website Updated tourism website Timely response to media requests Support of City management for communication efforts Emergency alert system Print capabilities Strong social media presence

• •

Internal communication Better relationships with media Unified communication between City staff, public and elected officials Tourism partner program with businesses Video production for social media and website

•

• • •

• • • • •

Relationship with local media Updating City websites and web liaison engagement Marketing approvals Quality departmental marketing Relationship with existing partners not as strong as they could be with City

Unfavorabele/negative news coverage Unfavorable social media Financial Staff burnout/adequate staffing Adequate equipment/technology Website security

2021-2024 | STRATEGIC PLAN 13

COMMUNICATION CHANNELS

MESSAGE

MEDIA

WEATHERFORDTX.GOV

SOCIAL MEDIA

14 STRATEGIC PLAN | 2021-2024

MEETINGS

TRADITIONAL COMMUNICATION (NEWS RELEASES)

COMMUNICATION (noun): VIDEO

1. An act or instance of transmitting.

2. Information communicated.

3. A verbal or written message.

WEATHERFORDTX.GOV

CITIZENS

EMERGENCY ALERTS SYSTEM (BLACKBOARD) AND MYWEATHERFORD

Regardless of the channel, all communications across the organization should be coordinated. This will help ensure that our messages are trustworthy, consistent, clear, concise, error-free, uniform, attractive and easyto-understand, and that they have the proper tone for the message and positive image we want to convey as an organization.

The City’s website serves as the central location for information, located at www.weatherfordtx.gov. The website is designed to allow citizens to obtain most recent information distributed by the City and be a bridge to other channels of communication utilized by the City.

2021-2024 | STRATEGIC PLAN 15

GOAL #1: To deliver accurate information that informs our public, citizens and employees.

Objective:

Increase web traffic by ten percent each year through dynamic social media platforms, traditional communication tools and educational initiatives that work together.

Strategy:

Develop and create dynamic content that engages the public and employees.

Tactic: • • • •

Infuse graphic elements that attract the public to information.

Utilize video production to creatively provide public service announcements.

Create unified communication among all departments.

Develop and distribute City annual report in January via digital document.

Strategy:

Connect information between all communication channels (social media, website, Blackboard).

Tactic: • • • • •

Place website link on social media posts.

Place website link on each news release.

Place website link on each Blackboard notice. (Note: Blackboard is utilized for emergency notices only.)

Place social media icons and links on website.

Place Blackboard icon on website.

16 STRATEGIC PLAN | 2021-2024

Objective:

Educate employees and elected officials on proper City communication via training within two years.

Strategy:

Develop and create dynamic training opportunities that enable efficient citywide communication and marketing.

Tactic: • • • •

Establish a public communication policy for City employees and elected officials within year zero.

Develop media training for City employees who work directly with media.

Develop social media training for City employees who manage departmental social media accounts.

Implement monthly web team meetings with appropriate staff in year zero.

Strategy:

Use City brand logo to market community identity and innovative image while fostering civic pride, loyalty and recognition.

Tactic: • • • •

Launch new City logo in year zero.

Establish a City logo style guide in year zero.

Remove and discard all unapproved/old City logos in year zero.

Provide approved new City logos to shared drive for department access in year zero.

Objective:

Grow Citizen University participants by 50 percent through a selective application process every other year.

Strategy:

Increase application pool with assistance from Citizen University graduates, employees and elected officials.

Tactic: • • •

Utilize new marketing techniques that reach more potential applicants.

Assist and have graduates apply for City board and commission positions.

Open Citizen University to City employees.

2021-2024 | STRATEGIC PLAN 17

GOAL #2: Utilize and discover ways to better communicate within the scope of new technological advances that can improve overall City communication and create conversations with our public.

Objective:

Utilize technological opportunities to create greater transparency, outreach and engagement with the public that increases City of Weatherforford Facebook followers by ten percent each year.

Strategy:

Increase overall reach and engage more followers with compelling, diverse content on Facebook.

Tactic: • • • • •

Follow current social media trends and post at least twice per day.

Craft more action statements and questions for use on Facebook.

Utilize “page boost” and advertising for large-scale City events.

Link Facebook posts to City website as often as possible.

Develop and post video as often as possible.

Objective:

Develop a social media plan with all City departments and outside organizations to increase transparency, conversations and awareness in three years.

Strategy:

Provide a “pipeline” to share social media content and provide regular reporting from all departments.

Tactic: • • • • •

Identify posts with most engagements in year one to inform plan development.

Review plans from comparable cities in year one.

Solicit feedback from most active users in year one.

Draft plan in year two.

Secure stakeholder feedback and buy-in.

18 STRATEGIC PLAN | 2021-2024

Objective:

Expand to new, targeted social media and mobile technology that enhance citywide communication and marketing while increasing base followers.

Strategy:

Cross promote new social media platforms with existing social media platforms that are currently utilized by the City of Weatherford.

Tactic: • •

Launch a Twitter account for the City of Weatherford within one year.

Utilize a social media management tool that allows the City of Weatherford to schedule and post updates to any social media pages or profiles.

“The goal is to provide inspiring

information

that moves people to

” - Guy Kawasaki

action.

2021-2024 | STRATEGIC PLAN 19

GOAL #3: To have the public, businesses, elected officials and City staff adopt, support and live the Experience Weatherford tourism brand.

Objective:

Promote the Experience Weatherford tourism brand and increase web traffic each month.

Strategy:

Develop partnerships and participate in speaking engagements to promote Experience Weatherford brand.

Tactic: • •

Two monthly sales meetings with local businesses.

Use of logo merchandise at every City event.

Objective:

Set benchmarks for success on Experience Weatherford Partner/Sponsor Program in one year.

Strategy:

Develop departmental partnerships. According to the law, revenue from the municipal hotel occupancy tax may be used only to promote tourism and convention and hotel industry. See appendix F.

Tactic: •

Partner with City of Weatherford Finance Department to track HOT funds.

Objective:

Develop a social media presence.

Tactic: • •

Build social media pages within year zero.

Create a social media action plan with TCU ROXO within year zero.

20 STRATEGIC PLAN | 2021-2024

GOAL #4: Engage and maintain better relationships with news media, both locally and regionally.

Objective:

Establish a calendar for news release postings and media relations within two years.

Strategy:

Build positive news coverage of City of Weatherford information and projects through outreach efforts that engage local, regional and specialty media outlets.

Tactic: • • • • • •

Meet annually with media to determine best days and times for media deadlines.

Create a new release schedule within one year.

Provide timely news releases via print and digital platforms.

Post every news releases at weatherfordtx.gov and all social media platforms for ongoing access.

Pitch news stories that garner and build positive news coverage each month.

Develop and implement a finance media day within one year to explain the proposed budget before being presented to City Council.

2021-2024 | STRATEGIC PLAN 21

GOAL #5: Ensure citizens, public, businesses, employees and elected officials are notified in the case of an emergency or crisis.

Objective:

Utilize the External Affairs Annex (ESF #15) to help communicate to the public during an emergency or crisis event within the City of Weatherford. See appendix D.

Strategy:

Leverage current communication tools and partnerships with Emergency Management to help communicate to the public during an emergency or crisis event within the City of Weatherford.

Tactic: •

Continue and complete Emergency Management Institute (EMI) Public Information Officer (PIO) training program designed to provide PIOs with the essential knowledge, skills and abilities to support proper decision-making by delivering the right message, to the right people, at the right time. The courses include: 1. G289/IS-29 – Public Information Officer Awareness – complete 2. G290 – Basic Public Information Officer – complete 3. G291/E-L0387 – Joint Information System/Joint Information Center Planning for Tribal, State and Local PIOs EMI Managed courses: 4. E/L0388 – Advanced Public Information Officer 5. Master Public Information Officer Program 6. E0389 – Master Public Information Officer Part 1 7. E0393 – Master Public Information Officer Part 2 8. E0394 – Master Public Information Officer Part 3

22 STRATEGIC PLAN | 2021-2024

education

“Preparation through is less costly than through tragedy.”

- Max Mayfield

learning

2021-2024 | STRATEGIC PLAN 23

24 STRATEGIC PLAN | 2021-2024

Appendices

Appendix A. City of Weatherford Style Guide The City of Weatherford logo is a trademark of the City of Weatherford and in order to protect and maintain the City’s image and brand the style guide provides specific instructions on how the logo may be used and displayed.

Appendix B. City of Weatherford Public Communication Policy City of Weatherford policy on how to ensure professional, accurate, and timely communication with the public and media. City of Weatherford departments, particularly those having frequent contact with citizens or members of the news media, should abide by the provisions set forth in all public communication settings. Specific policies are included for communications with news media, through the City’s official website, and via social media outlets.

Appendix C. City of Weatherford Social Media Policy Enacted in November 2016, these guidelines and policies are applicable to all City of Weatherford employees, elected and appointed officers, officials and to all members of City boards and commissions who utilize any social media directly or indirectly on behalf of the City. This policy also applies to all City of Weatherford personnel who personally utilize any social media or other internet activity that may impact the City’s credibility, reputation, employee morale, services or goals of the City of Weatherford as outlined in the Standards of Conduct Policy, 107.00, both on and off duty.

Appendix D. Emergency Communications Plan (ESF 15) The purpose of ESF 15 is to identify the internal and external departments responsible for External Affairs and Public Relations that may take place in an emergency. This ESF provides and coordinate resources (personnel, equipment, facilities, materials and supplies) to support External Affairs and Public Relations during an emergency or disaster.

Appendix E. Subject Matter Expert List List of City staff who serve as communication point of contact for media related incidences.

Appendix F. What Cities Need to Know to Administer Municipal Hotel Occupancy Taxes This abridged version gives an overview of how HOT funds can be allocated to promote tourism and the hotel and convention industry.

2021-2024 | STRATEGIC PLAN 25

APPENDIX A. STYLE GUIDE POLICY - CITY LOGO CITY OF WEATHERFORD Section: Human Resources Subject: Style Guide Policy Title: Use and Guidelines of City Logo

Reference Number: 109.05 Initial Effective Date: 03/01/2017 Last Revision Date: 10/18/2017

Purpose: The City of Weatherford logo is the sole and exclusive property of the City of Weatherford. The logo is one of the most important and frequently recognized graphic representations of the City. The following guidelines are hereby established in order to ensure proper use of the City of Weatherford logo for purposes of identity, branding and/or marketing. It is important that the logo retains its intended shape, form and color.

Therefore, it is imperative that no attempts be made to modify or recreate the logo under any circumstances.

This policy applies to all uses of the logo including departmental use such as printed materials and for use on social media platforms. All departments requesting use of the City logo should abide by the provisions set forth for use of the logo. This policy additionally applies to City employees requesting use of the logo for Cityapproved purposes.

City logos and department lockups can be located by accessing the City shared drive and opening J:\ Communications and Marketing. ANY NEW print, apparel or promotional items must be submitted for approval to brandreview@weatherfordtx.gov. Reprint DOES NOT require a new approval.

26 STRATEGIC PLAN | 2021-2024

CITY OF WEATHERFORD General: 1. All departments and/or employees must remain in compliance with this policy. The Communications and Marketing Department has the authority to remove any event advertising, printed material, fundraising, etc., and on City media platforms such as the City website and social media that does not comply with this policy.

Requests for review and approval of NEW materials by the Communications and Marketing Department is required before sending to print by emailing items to brandreview@weatherfordtx.gov.

2. Do not copy or use any logo that is used in any form of visual communication such as printed material or the City website or from the City social media platforms.

3. These conditions must be followed: a. Logo may only be used in marketing or other public materials for the benefit of the City of Weatherford. b. Logo may not be used in any confusing way that suggests that the City of Weatherford is affiliated with sponsors, approves or endorses any person, organization, website, product or service, when such a relationship does not officially exist. c. Logo may not be used in any way that mis-characterizes any relationship between the City of Weatherford and an individual or group of individuals. d. Vendors, contractors, etc. may not use the City logo to advertise their businesses as clients on their websites or promotional pieces without the written permission from the Communications and Marketing Department. e. The logo may not be modified in any way: i. Do not change scale, skew or rotate any logo. ii. Do not change the design of any logo. iii. Do not change or vary the colors of any logo. iv. Avoid screening logo to less than 150 pixels wide. v. Do not shrink any Logo less than 2 inches. vi. Do not combine the logo with any other design, trademark, graphic, text or other element, including a name, trademark or any generic term. vii. No other design, trademark, text, graphic or other element may be placed closer to the logo within one-half inch. viii. Logo may be placed only on solid backgrounds (preferably bright white), and not over an image or pattern, and no artistic effects (such as dropshadows or outline) may be applied. ix. Logo must not be altered in any way to create a department logo. Departments will be issued a departmental lockup to correspond with logo. f.

The logo may not be used or displayed in any manner that tarnishes its reputation and goodwill.

g. The logo may not be used in any manner that is false or misleading. h. The logo may not be used in connection with any pornography, illegal activities or other materials that are defamatory, libelous, obscene or otherwise objectionable.

2 STYLE GUIDE POLICY

2021-2024 | STRATEGIC PLAN 27

CITY OF WEATHERFORD Color The accurate use of color must be maintained to ensure consistent control of the logo. Color reproduction is Pantone Black C and True WHITE. The logo may also be reproduced in True BLACK or True WHITE. A color palette has been provided to cross-reference when creating documents that does not allow the Pantone color to be chosen. The conversion includes RGB, CMYK and HEX numbers. A slight variation may exist when entering these numbers and if you have a question or concern, please contact the Communications and Marketing Department at 817-598-4209.

COLOR FORMULAS PANTONE BLACK C CMYK RICH BLACK: 60, 50, 50, 100 RGB: 0, 0, 0 HEX: 000000

COLOR FORMULAS PANTONE TRANS. WHITE CMYK: 0, 0, 0, 0 RGB: 255, 255, 255 HEX: FFFFFF

STYLE GUIDE POLICY 3

28 STRATEGIC PLAN | 2021-2024

CITY OF WEATHERFORD Background The logo should only be used as shown, in the approved color options. The preferred background is white. If white is not a background option, the logo should maintain a transparent background and the color background should be light shade, not dark.

White Background

Light Background

Dark Background

Black Background

Drop Shadow

4 STYLE GUIDE POLICY

2021-2024 | STRATEGIC PLAN 29

CITY OF WEATHERFORD Space and Positioning A clear space is defined to maintain the logo’s integrity. If the minimum clear space is not applied, the logo’s impact will be compromised.

Do not allow any graphic or text elements such as copy, photography, clipart and background patterns to clutter the clear space surrounding the logo.

This includes positioning the logo close to the edge of documents.

SPACE AND POSITIONING

STYLE GUIDE POLICY 5

30 STRATEGIC PLAN | 2021-2024

CITY OF WEATHERFORD Size and Proportions To ensure legibility, the logo may not be reproduced less than 2.0 inches in width for printed materials.

For electronic media (on-screen), it is important to maintain consistency when presenting the logo on the internet, on a CD ROM or other types of media. The minimum size for the logo is 150 pixels wide.

Distortion of the logo is NEVER permitted. The logo must maintain proper proportions; never stretch or distort the logo in any way. If the logo needs to be formatted larger for any reason, it must be approved by the Communications and Marketing Department.

Print Materials 2 Inches Wide

Electronic Media 150 Pixels Wide

Correct Proportions

Incorrect Proportions

6 STYLE GUIDE POLICY

2021-2024 | STRATEGIC PLAN 31

CITY OF WEATHERFORD Department logo lockup City departments will be issued a department logo lockup for discretional use. The City logo must not be manipulated, redesigned or altered to represent a department. Departments have the option to use one of two options. Below is an example of the department lockups that must be used to identify departments:

Department lockups can be located by accessing the City shared drive and opening J:\Communications and Marketing.

Typography The base fonts used to create “City of Weatherford” and department name are Bombardier Regular and Chisel Normal respectively.

1. Bombardier Regular - “Weatherford” ABCDEFGHIJKLMNOPQRSTUVWXYZ abcdefghijklmnopqrstuvwxyz 1234567890 2. Chisel Normal - “1858, True Texas, Department Lockup” ABCDEFGHIJKLMNOPQRSTUVWXYZ abcdefghijklmnopqrstuvwxyz 1234567890 Fonts are available upon request from the Communications and Marketing Department, if necessary.

STYLE GUIDE POLICY 7

32 STRATEGIC PLAN | 2021-2024

CITY OF WEATHERFORD Color Manipulation The logo colors should not be manipulated in any way other than as indicated by this document. Only the approved color combinations are permissible.

Examples of incorrect Color Combinations

Element Manipulation Logo elements should not be manipulated in any way.

Examples of incorrect Element Manipulation

8 STYLE GUIDE POLICY

2021-2024 | STRATEGIC PLAN 33

CITY OF WEATHERFORD Business Cards There is one format for the City of Weatherford business cards. The official City logo as seen in this document will be used to brand all business cards. No variation of this format will be allowed. Department lockup can be added under official City logo. Police and Fire Departments can add badges.

The following information for business cards should be provided to Purchasing: Name (First, Last) Title Office Phone Cell Phone (optional) Fax Email Address Website Address

Font Bombardier and Chisel Normal Name: PS 14, caps Title: PS 10 Address and phones: PS 9

STYLE GUIDE POLICY 9

34 STRATEGIC PLAN | 2021-2024

CITY OF WEATHERFORD Letterhead and Memos Perhaps no document leaves a more lasting impression than written correspondence. The look of the letterhead reinforces the importance of your message. Letterhead may be ordered in bulk to save in cost. Bulk letterhead is not customized to specific department/employee.

The letterhead format may also be used as both internal and external memos and is available in a digital Word document. Departments and employees may personalize this digital document in regards to phone numbers, email and address. Please avoid altering the font type or size of this document. Department lockup can be added under the official City logo. Police and Fire Departments can add patches or badges.

Font Calibri at 10 points.

10 STYLE GUIDE POLICY

2021-2024 | STRATEGIC PLAN 35

CITY OF WEATHERFORD Envelope When an envelope with the City logo is received in the mail, it will be immediately identified as a City document.

There is one format for the City of Weatherford envelope. No variation is allowed. However, department lockup can be added below City logo. Address may also be altered.

Font Return address is bold Times New Roman BOLD at 9.5 points. Recipients name is bold Calibri at 12 points in black.

Recipient address is Calibri at 12 points in black.

STYLE GUIDE POLICY 11

36 STRATEGIC PLAN | 2021-2024

CITY OF WEATHERFORD Business Communication Email Email communication is another important way to convey a consistent brand message. The email signature shown below is an example of a format employees may use. Employees may also want to incorporate a signature footer.

Options are shown below.

Email Signature Tips: •

Limit signature to no more than 7 lines; information may be condensed into fewer lines by using (|) or colons (::).

•

Make it easy to read by using plain text such as Arial; do not use colors or special fonts.

•

Avoid using color and/or patterned backgrounds.

•

Do not include quotes or other personal sayings or images.

•

Use City logo with department lockup. Police and Fire Departments may add badges.

Sample Signature Format: Thank you,

John Doe Parks Supervisor City of Weatherford | Parks, Recreation and Special Events 303 Palo Pinto St. | Weatherford, TX 76086 P: 817-123-4567 | F: 817-123-4567 | W: www.weatherfordtx.gov

Signature Foot Options:

12 STYLE GUIDE POLICY

2021-2024 | STRATEGIC PLAN 37

CITY OF WEATHERFORD Business Communication - Power Point Presentations Several custom City of Weatherford PowerPoint templates are available.

Presentation Tips •

Use a simple design template such as one of the options.

•

Use an appropriate font and size. San Serif fonts such as Arial are best; 32 point font size.

•

Use good quality images. They should reinforce the message; not to be used as space fillers. Remember, white space is good; clutter is distracting. Avoid using clip art if possible.

•

Avoid using too many special effects.

Limit the content on each slide and do not read from slides when presenting. Content should be brief and used as an outline for the presentation. Add details to the notes section. PowerPoint slide dimensions should be set at 16:10 ratio for presentation in the City Council Chamber, located in City Hall. Department lockups can be located by accessing the City shared drive and opening J:\Communications and Marketing\PowerPoint Templates.

PowerPoint Templates

STYLE GUIDE POLICY 13

38 STRATEGIC PLAN | 2021-2024

CITY OF WEATHERFORD Social Media Pages All social media tools shall abide by the following branding requirements to ensure consistency city-wide as outlined: 1. Account names for City of Weatherford social media tools should include one of the following phrases: •

City of Weatherford

•

Weatherford

2. For Facebook, YouTube, Flickr, Instagram, and other services providing greater flexibility in the naming of pages, the title of a department’s social media account shall be “City of Weatherford” followed by the name of the department (for example: City of Weatherford Parks & Recreation); 3. Twitter accounts should be branded as follows: •

“City of Weatherford” followed by the department name or acronym (for example, @CityofWeatherfordStreets, @CityofWeatherfordFinance, @CityofWeatherfordLibrary);

•

“Weatherford” followed by the department name or acronym (for example, @WeatherfordTrash, @ WeatherfordPD, @WeatherfordFire);

4. All City of Weatherford social media tools shall identify as the “Official” account for the City of Weatherford; 5. Where possible, the City’s official logo shall be used as an avatar and badges must be placed in secondary cover photo; 6. Links to the City’s official Web site and this policy shall be included on each social media account; 7. Departments shall generally limit the number of accounts for each tool to one (1), unless specific functions, divisions, or programs might merit separate accounts.

City logos and department lockups can be located by accessing the City shared drive and opening J:\Communications and Marketing. Before creating Social Media accounts a Social Media Account request must be filled out, turned into Communications & Marketing and approved. Communications & Marketing must have access to passwords and accounts to allow for archiving for Public Information Requests and emergency situations.

Facebook Example:

14 STYLE GUIDE POLICY

2021-2024 | STRATEGIC PLAN 39

CITY OF WEATHERFORD City Street Sign The City of Weatherford follows the Texas Manual of Uniform Traffic Control Devices (TxMUTCD) for all street signs placed within the City (see below details). The Transportation and Public Work’s (TPW) Traffic Division handles all installation and maintenance of street name signs within the city limits. Any new development or special request for signage shall be coordinated through TPW for creating and installing the necessary signage. Across the city blue signs (see below example) will be used. The black signs are reserved for the downtown area which will be implemented as improvement are made to the roadways. The standard street name size is determined by the set standardized lettering that is called for in the TXMUTCD which, for the majority of street signs, is initial upper-case letter of 6” and 4.5” for all lower-case lettering. These letter sizes are determined by the speed limit of the roadway and the fonts of the letters are also determined by the TxMUTCD. To mitigate damage to the signs the City Logo is no longer used on new signage, this is to limit the overall length of the sign.

The City has implemented a program where Sign Toppers can be used to identify a specific neighborhood or development. These are attached to the top of the street sign and will have the City Logo along with the name of the neighborhood or development. These signs can have various color and fonts that will be determined by a representative of the development or neighborhood. Please contact TPW if you are interested in placing these sign toppers in your area.

STYLE GUIDE POLICY 15

40 STRATEGIC PLAN | 2021-2024

CITY OF WEATHERFORD Uniform Apparel On uniform apparel applications, the logo must appear on the left chest area of all shirts. On pocketed shirts, the logo must appear approximately 1 inch above the pocket. For embroidery purposes, all threads must be matched as closely as possible to the colors stated in this policy. The logo on uniform apparel should be approximately 2.5 to 3 inches wide. Must submit for approval to brand review at brandreview@weatherfordtx.gov before sending to production.

Promotional Apparel and Items Always ensure proper use of logo, size, color and proportions. Must submit for approval to brand review at brandreview@weatherfordtx.gov before sending to production.

16 STYLE GUIDE POLICY

2021-2024 | STRATEGIC PLAN 41

CITY OF WEATHERFORD City Vehicles When used on City vehicles, the logo must be placed only on the front driver and passenger doors and must not extend past the seams of any door. The arch logo with City department name must be used.

City Flags The arch configuration must be used on all City flags. No other flags are permissible.

STYLE GUIDE POLICY 17

42 STRATEGIC PLAN | 2021-2024

STYLE GUIDE POLICY END

2021-2024 | STRATEGIC PLAN 43

CITY OF WEATHERFORD APPENDIX B. PUBLIC COMMUNICATION POLICY Section:

HUMAN RESOURCES

Reference Number: 109.03

Subject:

INFORMATION TECHNOLOGY / COMMUNICATIONS

Initial Effective Date: 6/01/2014

Title:

CITY PUBLIC COMMUNICATION POLICY

Last Revision Date: 02/10/2017

Purpose: The following guidelines are hereby established in order to ensure professional, accurate, and timely communication with the public and media. City of Weatherford departments, particularly those having frequent contact with citizens or members of the news media, should abide by the provisions set forth below in all public communication settings. Specific policies are included for communications with news media, through the City’s official website, and via social media outlets.

General: 1. Public communication refers to any communication, whether written or spoken, between an employee of the City of Weatherford and a resident or non-resident member of the public when such communication is made in the employee’s capacity as an official of the City of Weatherford; 2. Examples of public communication may include, but are not limited to: a. Phone calls; b. E-mails; c. In-person conversations; d. Postings and articles on the City’s website; e. Postings on social media websites; and f. Interviews with members of the news media.

3. City employees should ensure that all public communication is performed in a professional manner which reflects positively on the City of Weatherford, it’s employees, operations, and citizens; 4. When engaging in public communication on behalf of the City of Weatherford an employee shall refrain from the following forms of content: a. Comments in support of or in opposition to political campaigns or ballot measures; b. Profane language or content; c. Content that promotes or fosters discrimination on the basis of race, creed, color, age, religion, gender, marital status, national origin, physical or mental disability; d. Sexual content or links to sexual content; e. Solicitations of commerce; f. Conduct or encouragement of illegal activity; g. Information that may tend to compromise the safety or security of the public or public systems; or h. Content that violates a legal ownership interest of any other party.

44 STRATEGIC PLAN | 2021-2024

CITY OF WEATHERFORD 5. Where applicable, the employee is responsible for the retention of public communication as may be required by State or Federal law; 6. Failure to adhere to these guidelines may result in disciplinary action up to and including termination.

In addition to these general procedures, the following guidelines should be considered by all City employees engaging in the following methods of public communication: Electronic Media: The City of Weatherford maintains a variety of electronic media tools for the purpose of distributing vital information to the public.

1. All content posted in electronic media format must adhere to the standards outlined in the General section of this policy; 2. Any content not meeting these standards may be removed; 3. Any content removed from an electronic media source shall be retained, including the time, date, and identity of the individual who posted such content, for the purposes of records retention.

City Website: The City of Weatherford maintains an internet website for the purpose of distributing vital information to the public, including but not limited to City ordinances, records of public meetings, public events, contact information, financial information, and more. The City’s official website shall be the primary source of information distributed via electronic media. In all communication via the City’s website, employees shall abide by the following code of conduct: 1. Information posted on the City website should be timely and accurate. Changes to any posted content should be updated as soon as practicable; 2. While multiple employees may have access to edit, add, or remove information from the City’s website, each department shall have one web administrator who serves as a single point of contact; 3. Oversight for the City’s website shall be conducted through the Communications and Marketing Department; 4. All postings to the City’s website shall conform to the content requirements set forth in the General section of this policy.

City social media accounts: The City of Weatherford, as well as City departments, may maintain social media accounts as a secondary means of distributing information to the public. In all communication via social media, employees shall abide by the following code of conduct:

2021-2024 | STRATEGIC PLAN 45

CITY OF WEATHERFORD 1. All social media pages shall conform to the requirements for branding and identification to ensure consistency with all official City accounts as outlined within the Style Guide Policy, Use and Guidelines of City Logo; 2. All postings to City of Weatherford social media tools shall conform to the content requirements set forth in the General section of this policy; 3. The best, most appropriate uses of social media tools may include: a. As a channel for quickly disseminating time-sensitive information as quickly as possible (for example, emergency information); b. As marketing or promotional channels which increase the City’s ability to broadcast its message to the widest possible audience.

4. Wherever possible, content posted to City of Weatherford social media tools will also be available on the City’s official website; 5. Wherever possible, content posted to City of Weatherford social media tools should contain links directing users back to the City’s official website for more information, including documents, forms, or online services necessary to conduct business with the City of Weatherford; 6. All content posted to a social media tool shall be topically related to the particular social medium article being commented upon; 7. Each department is responsible for determining which employees shall have access to post information to City of Weatherford social media tools; 8. Each department’s web administrator shall also be the social media administrator, serving as a single point of contact; 9. The Communications and Marketing Department shall maintain a list of all approved accounts as well as administrator login and password information by completing the Social Media Account Request Form; 10. Departmental social media administrators are responsible for informing the Communications and Marketing Department in the event that a login or password is changed as soon as practicable; 11. All departmental social media administrators must designate the Director of Communications and Marketing as an administrator for each social media page, along with one full-time staff member from the department in which the account was created; 12. An employee shall not use City of Weatherford social media tools during work hours unless the use of such tools falls under his or her normal job duties; If a department wishes to establish an account for a social media tool: 1. The department must submit the Social Media Account Request Form attached to this policy to the Communications and Marketing Department with login and password information where applicable for each social media page; 2. All accounts must adhere to branding requirements specific to the tool the department wishes to use as outlined within the Style Guide Policy, Use and Guidelines of City Logo;

46 STRATEGIC PLAN | 2021-2024

CITY OF WEATHERFORD 3. All accounts must designate the Director of Communications and Marketing as an administrator for each social media page, along with one full-time staff member from the department in which the account was created.

4. Where applicable, links to content standards and/or this policy shall be included on the social media account’s information page.

5. The Communications and Marketing Department and departments shall be responsible for archiving all social media accounts. All City social media accounts must be recorded in Archive Social for the purposes of records retention.

All social media tools shall abide by the following branding requirements to ensure consistency city-wide as outlined within the Style Guide Policy, Use and Guidelines of City logo: 1. Account names for City of Weatherford social media tools should include one of the following phrases: a. City of Weatherford b. Weatherford 2. For Facebook, YouTube, Flickr, Instagram, and other services providing greater flexibility in the naming of pages, the title of a department’s social media account shall be “City of Weatherford” followed by the name of the department (for example: City of Weatherford Parks & Recreation); 3. Twitter accounts should be branded as follows: a. “City of Weatherford” followed by the department name or acronym (for example, @CityofWeatherfordStreets, @CityofWeatherfordFinance, @CityofWeatherfordLibrary); b. “Weatherford” followed by the department name or acronym (for example, @WeatherfordTrash, @WeatherfordFire, @WeatherfordOMB); 4. All City of Weatherford social media tools shall identify as the “Official” account for the City of Weatherford; 5. Where possible, the City’s official logo shall be used as an avatar; 6. Links to the City’s official Web site and this policy shall be included on each social media account; 7. Departments shall generally limit the number of accounts for each tool to one (1), unless specific functions, divisions, or programs might merit separate accounts.

Public Communications with News and Information Media: Communication and transparency are basic components to upholding the City of Weatherford mission/vision. Transparency promotes accountability and provides information for citizens and stakeholders about the City of Weatherford activities, events and happenings. The City of Weatherford strives to ensure the public’s trust and establish a system of transparency, public participation and collaboration. Timely, reliable and accurate communication is an integral part of achieving transparency.

2021-2024 | STRATEGIC PLAN 47

CITY OF WEATHERFORD Communication Consistency It is essential to communicate information and news both internally and externally in a timely, reliable and accurate manner. In order to achieve communication consistency city staff must work together and keep each other informed of what is happening at all times.

Internal Communication Information disseminated to the media and public must originate from the Communications and Marketing Department or subject matter experts. When necessary subject matter experts may speak with the media upon approval of the Communications and Marketing Department. The City of Weatherford Communication System outlines the primary and alternate staff needed for information dissemination. Below is a list of key city personnel and subject matter experts. An additional document is available at the Communications and Marketing Department that contains contact information for personnel.

SEE NEXT PAGE FOR SUBJECT MATTER EXPERT LIST.

48 STRATEGIC PLAN | 2021-2024

SUBJECT MATTER EXPERT LIST

2021-2024 | STRATEGIC PLAN 49

CITY OF WEATHERFORD Designation of City of Weatherford Spokesperson: 1. The Communications and Marketing Department is designated as the City of Weatherford’s principal news and information media contact and spokesperson.

2. In the absence of the Director of Communications and Marketing, the secondary spokesperson shall be the Communications and Marketing Coordinator or City Manager.

3. The Communications and Marketing Department will convey the official City’s position on issues of significance or situations that are particularly controversial or sensitive in nature.

4. The Communications and Marketing Department will use its discretion on allowing individuals to speak directly to the news media to ensure a consistent message is presented when responding to the news media and public.

5. Communications’ designated media spokesperson(s) shall adhere to the content guidelines identified in the General section of this policy.

The Police and Fire Departments are exempt to the communication section of this policy as they have authorized Public Information Officers (PIO) who can speak to the media and provide news releases.

Employees and Elected Officials Contacted Directly by News and Information Media: 1. If a City employee is contacted by any form of the news or information media, employee is to refer all news media to the Communications and Marketing Department. Instead of employee stating that they are not allowed to talk to the media, employee should state, “It is the City policy that media inquiries be referred to the Communications and Marketing Department.”

2. Employees may not speak in either an official or unofficial capacity on matters involving the City of Weatherford without specific approval from the Communications and Marketing Department.

3. Interviews of employees, either directly or indirectly, must be approved by the Communications and Marketing Department.

4. The Mayor is the designated spokesperson representing Council and matters regarding policy decisions. City Council members may defer media inquiries directly to the Communications and Marketing Department or to the Mayor.

5. The City Manager and Director of Communications and Marketing is the official spokesperson for all other city related issues. The City Manager may designate management staff to speak on his/her behalf.

Guidelines for Seeking News and Information Media Coverage: 1. The Communications and Marketing Department is the only office authorized to distribute news and information media releases.

2. When submitting news releases or information to the Communications and Marketing Department, please pay attention to news deadlines. Ideally all information should be

50 STRATEGIC PLAN | 2021-2024

CITY OF WEATHERFORD submitted one week prior to release. Once distributed to news outlets, information is not guaranteed to be published.

3. Employees are not allowed to contact the news media or reporters directly without first consulting the Communications and Marketing Department.

Exception to General Policy The Police and Fire Departments are exempt to the communication section of this policy as they have authorized Public Information Officers (PIO) who can speak to the media and provide news releases.

2021-2024 | STRATEGIC PLAN 51

52 STRATEGIC PLAN | 2021-2024

APPENDIX C. SOCIAL MEDIA POLICY CITY OF WEATHERFORD Section:

HUMAN RESOURCES

Reference Number: 109.04

Subject:

INFORMATION TECHNOLOGY / COMMUNICATIONS

Initial Effective Date: 08/01/2016

Title:

SOCIAL MEDIA POLICY

Last Revision Date:

Purpose: The City of Weatherford expects you to avoid social networking activities that (1) conflict with your job duties, (2) reflect negatively on the City, (3) affect your job performance, or (4) affect the performance of other City employee. These guidelines and policies are applicable to all City of Weatherford employees, elected and appointed officers, officials and to all members of City boards and commissions who utilize any social media directly or indirectly on behalf of the City. This policy also applies to all City of Weatherford personnel who personally utilize any social media or other internet activity that may impact the City’s credibility, reputation, employee morale, services or goals of the City of Weatherford as outlined in the Standards of Conduct Policy, 107.00, both on and off duty.

General: 1. Social media refers to the forms of communication through which users create online communities to share information, ideas, personal messages, and other content.

2. Examples of social media may include, but are not limited to: a. Blogs (TypePad, Blogger, etc.) b. Social Network Sites (Facebook, MySpace, Friendster, etc.) c. Microblogging (Twitter, etc.) d. Social Q&A (Answers.com, Yahoo!, etc.) e. Video Sharing (YouTube, Vimeo, etc.) f. Photo Sharing (Flickr, PhotoBucket, etc.) g. Professional Networks (LinkedIn, Plaxo, Inc.) h. Content-driven Communities (Wikipedia, etc.) i. Product-based Communities (Ebay, Amazon, etc.)

Use caution when identifying yourself as a City of Weatherford Employee. If you post pictures of yourself or others containing images of City uniforms or insignia, City logos, City equipment or City work sites, ensure that it is in the best interest of the City. It is preferable that all postings of this nature be on the City’s official website as part of your job duties.

You should ensure that content associated with you is consistent with other City policies (Public Communication Policy, 109.03 and Standards of Conduct Policy, 107.00).

Respect your co-workers. Remember that the City of Weatherford is a municipal organization whose employees reflect a diverse set of values, beliefs, customs and points of view. Employees must avoid using ethnic slurs, personal insults, obscenity, etc., and topics that may be offensive, inflammatory or harassing in nature. If you need further guidance regarding what constitutes inappropriate STRATEGIC PLAN 53 communications, please consult your immediate supervisor, Human Resources2021-2024 or Public| Relations.

CITY OF WEATHERFORD City staff representing the City of Weatherford on City social media sites and applications in the course of their assigned duties and responsibilities are bound by existing city policies and standards (Standards of Conduct Policy, 107.00)., including but not limited to: a. Comments in support of or in opposition to City of Weatherford political campaigns or ballot measures; b. Profane language or content; c. Content that promotes or fosters discrimination or harassment on the basis of race, creed, color, age, religion, gender, national origin, physical or mental disability; d. Sexual content or links to sexual content; e. Conduct or encouragement of illegal activity; f. Content that is confidential according to the Texas Public Information Act; g. Information or references to the personal addresses, personal telephone numbers, personal email addresses, family members, or other personal information of City officials or City employees; h. Links to websites or “pages” of outside vendors that are not related to the purpose of the media site; or i. Information that may tend to compromise the safety of security of the public.

Respect privacy. Do not post any information or pictures on a City social media account or personal social media account that may defame, embarrass, insult, demean or damage the reputation of the City or any of its employees, or may create a hostile work environment for any official or employee.

Respect copyright, fair use and retention requirements. Postings must comply with all federal, state and local laws governing copyright law and fair use of copyrighted material. For example, do not use the City of Weatherford logos or images for your own personal use (Use of City Logo Policy, 109.05). Employees may not copy, digitize, alter or distribute any part of copyrighted work, for example, licensed software, in the possession of the City of Weatherford without first obtaining written permission from the City or unless you have prior authorization; Weatherford Public Library is exempt.

Postings may also be subject to regulations and retention schedules according to the Texas Local Government Code, Chapters 201 through 205. Records required to be maintained pursuant to the Texas State Library and Archives Commission records retention schedule shall be maintained for the required retention period and may be accessible on the approved City platforms.

Speculating on rumors: Refrain from speculating on anything the City of Weatherford has not officially announced, even if you are being asked for a personal opinion. Careless posts about City business could lead to others realizing financial gain or other favors that are inappropriate, unethical or perhaps illegal.

Use a disclaimer. The City of Weatherford has a communication policy established to designate individuals with the authority to speak on behalf of the City (Public Communication Policy, 109). Do not identify yourself as a City of Weatherford employee, because, if you do, people may confuse your opinions with those of the City. If someone else identifies you on-line as a City of Weatherford employee, you must make clear that you are writing for yourself and on your own behalf, and not for the City of Weatherford.

At minimum, you must include a disclaimer similar to the following: “the postings on this site are my own and do not represent opinions or positions of the City of Weatherford.”

54 STRATEGIC PLAN | 2021-2024

CITY OF WEATHERFORD Remember that what you post is widely accessible, not retractable, and will be around for a long time, and that the effect of what you post may reflect on your image as an employee as well as the image of the City of Weatherford. There may be consequences to what you post or publish online, including disciplinary action if you engage in conduct that violates City policies (Standards of Conduct Policy, 107.00). If you are concerned whether you are following these guidelines or any City policy regarding Information Technology and/or Communications, discuss it with your immediate supervisor, Human Resources or the Public Relations Office before posting.

2021-2024 | STRATEGIC PLAN 55

APPENDIX D. EMERGENCY COMMUNICATIONS PLAN

External Affairs Annex ESF #15

City of Weatherford Emergency Management

56 STRATEGIC PLAN | 2021-2024

Approval and Implementation City of Weatherford Emergency Support Function #15 – External Affairs Annex

This Emergency Operations Plan Annex is hereby approved for the City of Weatherford. This plan annex is effective immediately and supersedes all previous editions.

Approved:

_____________________________________ Date: ____________ James Hotopp City Manager City of Weatherford

Approved:

_____________________________________ Date: ____________ Blake Rexroat Director, Communications and Marketing City of Weatherford

Approved:

_____________________________________ Date: ____________ Lance Arnold Director of Public Safety City of Weatherford

2021-2024 | STRATEGIC PLAN 57

Record of Changes Change #

Date of Change

Change Entered By

Description

01

2017

Cody Mulloy

Creation of New ESF Annex

58 STRATEGIC PLAN | 2021-2024

Table of Contents Approval and Implementation ................................................................................ ii Record of Changes .................................................................................................... iv Table of Contents ...................................................................................................... vi Emergency Support Function 15 – External Affairs ............................................................................................................................ 1 Authority....................................................................................................................... 1 Introduction ................................................................................................................. 1 Purpose ................................................................................................................................................................ 2 Scope .................................................................................................................................................................... 2 Situation .............................................................................................................................................................. 3 Assumptions ...................................................................................................................................................... 3

Concept of Operations .............................................................................................. 3 General................................................................................................................................................................. 3 Organization ...................................................................................................................................................... 4 Activation ............................................................................................................................................................ 4 Direction and Control ................................................................................................................................... 4 Emergency Support Function Operations............................................................................................ 4

Responsibilities............................................................................................................ 5 ESF Coordinator ............................................................................................................................................... 5 ESF Primary Agency ....................................................................................................................................... 6 ESF Support and External Agencies........................................................................................................ 6

Terms and References ............................................................................................... 6 Acronyms ............................................................................................................................................................ 6 Definitions .......................................................................................................................................................... 7

Appendix I - Internal ................................................................................................. 8 Appendix II - External................................................................................................ 9

2021-2024 | STRATEGIC PLAN 59

Emergency Support Function 15 – External Affairs ESF Coordinator

Support and External Agencies

Director, Communications & Marketing

See Appendix I & II

303 Palo Pinto St. Weatherford, TX 76086 Phone: 817-598-4209 Primary Department/Agency Communications and Marketing 303 Palo Pinto St. Weatherford, TX 76086 Phone: 817-598-4209

Authority See Emergency Operations Plan, Authority.

Introduction The Emergency Support Function (ESF) annexes to the Emergency Operations Plan organize the applicable city positions, departments, and outside support agencies into groups according to their roles in strategic response to a city emergency or disaster. Outside agencies may include: governmental, non-governmental, private sector, and other volunteer resources. The ESF annex provides basic information on available internal and external departments and agencies that might be needed for an incident that affects City of Weatherford. Each ESF has at least one lead position or department within the city that will lead the specific response, one or more supporting departments within the City that will provide response support, and one or more external supporting agencies and or groups.

City of Weatherford | 1 | External Affairs Annex

60 STRATEGIC PLAN | 2021-2024

ESFs will normally be activated at the direction of the Emergency Operations Center (EOC) Manager in response to activation level 3 or greater emergencies as outlined in the EOP. Designated department and agency resources may be requested to respond or recover from emergency incidents that affect the city. Normally, the response and recovery actions will be coordinated from the EOC as Incident or Unified Command will use the resources at the incident scene.

The primary position/department/office(s) will normally be responsible for coordinating specific requirements associated with the emergency support function. Support position/department/office(s) may be contacted to provide expertise and assistance, as needed. Finally, external departments/agencies may be needed if internal resources are overwhelmed or where city capabilities do not exist. In all cases, prior memorandums of understanding, mutual aid agreements, or funding issues would need to be addressed prior to requesting assistance.

Purpose The purpose of ESF 15 is to identify the internal and external departments responsible for External Affairs and Public Relations that may take place in an emergency. This ESF provides and coordinate resources (personnel, equipment, facilities, materials and supplies) to support External Affairs and Public Relations during an emergency or disaster.

Scope Emergency Support Function 15: 

Coordinates external communications and public relations with media partners.



Provides emergency public information and maintains local community relations.



May be activated to respond to incidents that overwhelm normal Incident Command response actions.

City of Weatherford | 2 | External Affairs Annex

2021-2024 | STRATEGIC PLAN 61

Situation The City of Weatherford is exposed to many hazards, all of which have the potential for disrupting the community, causing casualties, and damaging or destroying public or private property. Potential emergencies and disasters include both natural and human-caused incidents.

See the EOP Hazard Summary or the separately published City Hazard Analysis for the potential emergencies that may impact the City of Weatherford.

Assumptions The City makes the following planning assumptions: 

City resources will be quickly overwhelmed.



Communication systems may fail during a major incident.



Backup systems will be available, but may take time to activate.



Shortfalls can be expected in both support personnel and equipment.



Local, state, and federal assistance may not be immediately available.

Concept of Operations General A common operating procedure within the city provides the framework for External Affairs and Public Relations. Interoperable systems make this framework possible. Resources are in existence throughout the city in to provide coordinated capabilities for the most effective and efficient warning, response, and recovery activities. When these capabilities are properly coordinated, response activities become more effective and efficient. 

The Emergency Operations Plan provides overall guidance for emergency planning.

City of Weatherford | 3 | External Affairs Annex

62 STRATEGIC PLAN | 2021-2024



ESF annexes are designed to provide general guidance and basic information to include points of contact in case additional resources or expertise is needed at the EOC or incident scene.

Organization 

National Incident Management System concepts will be used for all incidents.



Incident or Unified Command will be used by responding departments and agencies.



When requested, ESF personnel will report to the EOC and utilize the EOP, its annexes, and other SOPs to activate and operate during an incident or event.

Activation 

If ESF 15 requires activation, the EOC manager or his/her staff will contact the departments or agencies listed in this annex to report to the EOC.



The City emergency notification system may be utilized for the notification and recall of groups needed for the function of the ESF.

Direction and Control 

The Incident Command System (ICS) is used by city personnel to respond to emergencies and disasters. During the emergency response phase, all responders will report to the designated Incident Commander (IC) at the Incident Command Post (ICP).



The ESF shall not self-deploy to the incident scene. Wait to be contacted or try to contact the Emergency Operations Center for guidance and direction.



Do not call any emergency dispatch or public safety answering point unless you have an emergency or critical information to report.

Emergency Support Function Operations The emergency support function will primarily take action in the following phases:

City of Weatherford | 4 | External Affairs Annex

2021-2024 | STRATEGIC PLAN 63



Preparedness o

Review and update this annex.

o

Participate in any exercises, as appropriate.

o

Develop and maintain a list of possible resources that could be requested in an emergency.

o

Maintain a list of personnel (at least one primary and one back up individual) that can be called to the EOC, as needed.

o 

Develop procedures to document costs for any potential reimbursement.

Response o

When requested by the EOC Manager, immediately respond to EOC.

o

Coordinate, if necessary, a Joint Information Center (JIC) with partner agencies in emergency response.

o

Coordinate emergency information for public release through EOC Manager.

o 

Recovery o

Coordinate assistance as needed by the IC, EOC Manager, or EOC Policy Group, as appropriate.

o

Ensure that ESF 15 team members or their agencies maintain appropriate records of costs incurred during the event.

Responsibilities ESF Coordinator 

Develop, maintain, and coordinate the planning and operational functions of the ESF Annex through the ESF primary agency.



Maintain working memorandums of understanding (MOUs), mutual aid agreements (MAAs), or other functional contracts to bolster the ESF capability.

City of Weatherford | 5 | External Affairs Annex

64 STRATEGIC PLAN | 2021-2024

ESF Primary Agency •

Serves as the lead agency for ESF 15, supporting the response and recovery operations after activation of the EOC.

•

Develop, maintain, and update plans and standard operating procedures (SOPs) for use during an emergency.

•

Identify, train, and assign personnel to staff ESF 15 when city EOC is activated.

•

At a minimum, the National Incident Management System ICS-100, IS-700, IS-29, and IS-800 on line classes should be completed by assigned personnel. Additional training requirements may found in the Training, Testing, and Exercise support annex, published under a separate cover.

ESF Support and External Agencies 

Support the primary agency as needed.



Support the city with memorandums of understanding (MOUs), mutual aid agreements (MAAs), or other functional contracts.

Terms and References Acronyms EOC

Emergency Operations or Operating Center

ESF

Emergency Support Function

IC

Incident Commander

ICP

Incident Command Post

ICS

Incident Command System

IP

Internet Protocol

MAA

Mutual Aid Agreement

MOU

Memorandum of Understanding

SOPs

Standard Operating Procedures

City of Weatherford | 6 | External Affairs Annex

2021-2024 | STRATEGIC PLAN 65

Definitions Emergency Operations Center

Specially equipped facilities from which government officials exercise direction and control and coordinate necessary resources in an emergency situation.

Inter-local agreements

Arrangements between governments or organizations, either public or private, for reciprocal aid and assistance during emergency situations where the resources of a single jurisdiction or organization are insufficient or inappropriate for the tasks that must be performed to control the situation. Commonly referred to as mutual aid agreements (MAAs) and can include memorandums of understanding (MOUs).

Standard Operating

Approved methods for accomplishing a task or set of

Procedures

tasks. SOPs are typically prepared at the department or agency level. May also be referred to as Standard Operating Guidelines (SOGs).

City of Weatherford | 7 | External Affairs Annex

66 STRATEGIC PLAN | 2021-2024

Appendix I - Internal

City of Weatherford | 8 | External Affairs Annex

2021-2024 | STRATEGIC PLAN 67

Appendix II - External Group Contact NTXPIO -- NCTCOG - North Texas PIO Listserv ntxpio@list.ncttrac.org

City of Weatherford | 9 | External Affairs Annex

68 STRATEGIC PLAN | 2021-2024

APPENDIX E. SUBJECT MATTER EXPERT LIST

2021-2024 | STRATEGIC PLAN 69

APPENDIX F. WHAT CITIES NEED TO KNOW TO ADMINISTER MUNICIPAL HOTEL OCCUPANCY TAXES

What Cities Need to Know to Administer Municipal Hotel Occupancy Taxes Abridged Version Texas Hotel & Lodging Association

REVISED 2018

70 STRATEGIC PLAN | 2021-2024

2021-2024 | STRATEGIC PLAN 71

72 STRATEGIC PLAN | 2021-2024

2021-2024 | STRATEGIC PLAN 73

74 STRATEGIC PLAN | 2021-2024

2021-2024 | STRATEGIC PLAN 75

76 STRATEGIC PLAN | 2021-2024

2021-2024 | STRATEGIC PLAN 77

78 STRATEGIC PLAN | 2021-2024

2021-2024 | STRATEGIC PLAN 79

80 STRATEGIC PLAN | 2021-2024

2021-2024 | STRATEGIC PLAN 81

82 STRATEGIC PLAN | 2021-2024

2021-2024 | STRATEGIC PLAN 83

84 STRATEGIC PLAN | 2021-2024

2021-2024 | STRATEGIC PLAN 85

Conclusion The City of Weatherford strategic communications plan was compiled in consultation from Texas Christian University (TCU) Bob Schieffer College of Communication - Certified Public Communicator Program.

The Certified Public Communicator Program at TCU is a post-baccalaureate, graduate-level residential program for two summers, plus a two-day winter session with strategic communication professors from TCU’s Department of Strategic Communication.

Professional communicators working for city, county, and public-sector agencies create three-year comprehensive communication plans for their organizations during the program.

The CPC program is a partnership of TCU’s Department of Strategic Communication, Extended Education, the Texas Association of Municipal Information Officers (founding partner), the National Association of County Information Officers (partner), and the Texas School Public Relations Association (affiliate partner).

The plan was orignally planned to go from 2017-2020 and was updated in 2021 with changes to go from 2021-2024.

86 STRATEGIC PLAN | 2021-2024

COMMUNICATIONS AND MARKETING STAFF: Blake Rexroat, M.S., CPC Communications and Marketing, Director Phone: 817.598.4209 brexroat@weatherfordtx.gov

Oscar Diaz Communications and Marketing, Coordinator Phone: 682.229.2616 odiaz@weatherfordtx.gov

Recognized by the Texas Association of Municipal Information Officers (TAMIO).

www.weatherfordtx.gov

facebook.com/experienceweatherford

twitter.com/cityweatherford

facebook.com/weatherfordtexas

nextdoor.com

instagram.com/cityofweatherford

Search “City of Weatherford”