Strategic Communications Plan

City of Weatherford | Strategic Communications Plan

Department of Communications and Marketing STRATEGIC COMMUNICATIONS PLAN 2017-2020

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

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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

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The single biggest problem in

communication is the illusion that is has

taken place.

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Mission To connect the public to information that inspires, educates, and enhances quality of life.

Vision To provide the Weatherford experience and offer something for everyone.

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Department of Communications and Marketing

Organizational Chart

City Manager

Director of Communications and Marketing

Communications and Marketing Coordinator

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2019-20 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 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.

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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

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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 connoissuers

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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.

In 1.5 years, the Department of Communications and Marketing developed two new community engagement programs (Youth Advisory Council and Citizen University), redesigned the City of Weatherford’s website (www.weatherfordtx.gov), created an internal communication publication (Employee Relations Guide), developed the new City annual report, engaged in two social media platforms (Nextdoor and Facebook) and was recognized as a state wide finalist within the Texas Association for Municipal Information Officers (TAMI) Awards.

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.

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 2017 year with the expansion and addition of a production printer for in-house printing needs.

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SWOT

• • • •

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

• No adopted style guide • No adopted public communication plan • No unified social media plan • 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

• 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

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

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COMMUNICATION CHANNELS

MESSAGE

MEDIA

WEATHERFORDTX.GOV

SOCIAL MEDIA

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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 311

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.

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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 each social media post.

Place website link on each news release.

Place website link on each Blackboard notice.

Place social media icons on website.

Place Blackboard icon on website.

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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.

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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.

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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

that moves people to

” - Guy Kawasaki

information action.

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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.

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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.

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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

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education

“Preparation through

is less costly than through tragedy.”

- Max Mayfield

learning

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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.

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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.

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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) 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.

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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.

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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.

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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

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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.

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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.

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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.

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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

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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.

January 1, 2017

John Doe 1234 Main Street Weatherford, TX 76086 Employee Recognition

Dear John, Ebis dem dolorum volorem. Ut atem eum aut voluptat voleni nullabore parita voles expelendel maximent ex et volut dolupic tem net volestem aut accupta ex et veraecerum etus, simi, si blatur, quati dolo eatioribus illabor sende velicitae rectius, quissum aligenda dest apelloriae ni que net fugitatquo quam earum dem corem essi odit opti quibusa vel estrum quiste eum et pelicitinim veruptia quo mi, sit vellupt atibus et aut fuga. Non nisit que es re ne officiam, et aciduciis se dolecul landae peritat umquasit quis ipsante nat etus.

Ad modi cus, officatus arum volorum ipiendit, tem voloren dandant accus dollant orenia voles molupti uscilit ut eveniendio. Xeruntemped quia aut qui coriosae vollam qui vel il is seque volupta tiaerum quae con nonsenda apiendis sitiorrum nate doluptur ma qui bea non re restrum exerchi llabores sunto ma de lab ium non nobis aborem volupit as deles int rest oditiis vernamus ped ellecte excerro berupis enimil ipsa velit pro offic tem invelitem.

Bea quunt parum anto ipicitam experiatqui tem re odistibus mos re pratur, eaquam, comnia des moluptaerem dis exeris iliciis molorio. Nam, sus enti dolendiam qui accusaector reri sini odictat.

Gitatiatenis dent pres dollanim aut volores non plant.

Sincerely,

Jame Smith City Manager

303 Palo303 Pinto P.O. Box 255 Weatherford, Texas TX 76086 Palo• Pinto • P.O. Box• 255 • Weatherford, 76086••Phone Phone(817) (817) 598-4000 598-4000

Font Calibri at 10 points.

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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.

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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:

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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

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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, @ 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 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.

Facebook Example:

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CITY OF WEATHERFORD City Street Sign City streets signs are currently being redesigned. The policy will be updated once complete.

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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.

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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.

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STYLE GUIDE POLICY END

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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.

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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:

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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;

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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.

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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.

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SUBJECT MATTER EXPERT LIST

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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

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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.

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SOCIAL MEDIA ACCOUNT REQUEST FORM SOCIAL MEDIA TOOL (I.E., FACEBOOK, TWITTER, ETC.)

DEPARTMENT SOCIAL MEDIA ADMINISTRATOR

NAME PHONE #

ACCOUNT HANDLE REFER TO PERSONNEL POLICY 109.03 ON APPROPRIATE HANDLES

ACCOUNT LOGIN

EMAIL/USERNAME PASSWORD

PURPOSE OF USING TOOL

REQUESTED BY SIGNATURE

DATE

I have reviewed City of Weatherford Personnel Policy 109.03 with the above listed employee and understand that once established, administration, monitoring and management of this site or page is our responsibility as outlined in the policy. Therefore, I authorize this social media establishment request to be submitted to the Communications and Marketing Department for final approval.

DEPARTMENT AUTHORIZATION SIGNATURE

DATE

NAME

TITLE

SIGNATURE

DATE

NAME

TITLE

FINAL AUTHORIZATION

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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 Resources2017-2020 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.”

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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.

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APPENDIX D. EMERGENCY COMMUNICATIONS PLAN

External Affairs Annex ESF #15

City of Weatherford Emergency Management

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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: ____________ Sharon Hayes City Manager City of Weatherford

Approved:

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

Approved:

_____________________________________ Date: ____________ Cody Mulloy Emergency Management Coordinator (EMC) City of Weatherford

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Record of Changes Change #

Date of Change

Change Entered By

Description

01

2017

Cody Mulloy

Creation of New ESF Annex

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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

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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.

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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.

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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.

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

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:

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

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.

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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, IS702.a, IS-794, IS-250.a 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

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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).

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Appendix I - Internal

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

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APPENDIX E. SUBJECT MATTER EXPERT LIST

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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 FALL 2011

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What Cities Need to Know to Administer Municipal Hotel Occupancy Taxes - Abridged Version

Table of Contents

EDITOR’S NOTE

3

AUTHORIZED ENTITIES

3

COLLECTING THE TAX

3

EXEMPTIONS FROM THE LOCAL TAX

4

PENALTIES FOR FAILURE TO REPORT OR COLLECT THE TAX

4

USE OF LOCAL HOTEL OCCUPANCY TAX REVENUES

5

Criteria #1: First, every expenditure must DIRECTLY enhance and promote tourism AND the convention and hotel industry.

5 Criteria #2: Every expenditure of the hotel occupancy tax must clearly fit into one of nine statutorily provided categories for expenditure of local hotel occupancy tax revenues.

7 1) Funding the establishment, improvement, or maintenance of a convention center or visitor information center.

7 2) Paying the administrative costs for facilitating convention registration.

7 3) Paying for advertising, solicitations, and promotions that attract tourists and convention delegates to the city or its vicinity.

8 4) Expenditures that promote the arts.

8 5) Funding historical restoration or preservation programs.

9 6) Funding certain expenses, including promotional expenses, directly related to a sporting event within counties with a population of under 1 million.

9 7) Funding the enhancement or upgrading of existing sports facilities or sports fields for certain municipalities.

10 8) Funding transportation systems for tourists 10 9) Signage directing tourists to sights and attractions that are visited frequently by hotel guests in the municipality.

11

ADMINISTERING HOTEL OCCUPANCY TAX REVENUE EXPENDITURES Duty of funded entities to provide a list of activities.

Delegating management of funded activities.

Use of hotel occupancy tax revenues to cover administrative expenses.

12 12 12 13

SPECIAL RULES FOR SELECTED MUNICIPALITIES

14

ADDITIONAL INFORMATION

14

2

Texas Hotel & Lodging Association, 2011

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What Cities Need to Know to Administer Municipal Hotel Occupancy Taxes - Abridged Version

Editor’s Note This is the abridged version of THLA’s What Cities Need to Know to Administer Municipal Hotel Occupancy Taxes. A full version of this article, with information including expanded information on hotel tax collection, tax exemptions, and city-specific rules, is available by contacting THLA at 512-4742996.

Authorized Entities All incorporated Texas municipalities, including general law and home rule cities, may enact a hotel occupancy tax within the city limits.1 A city with a population of under 35,000 may also adopt the hotel occupancy tax within that city’s extraterritorial jurisdiction (ETJ).2 Most cities are eligible to adopt a hotel occupancy tax at a rate of up to 7 percent of the price paid for the use of a hotel room.3 If a city adopts the hotel occupancy tax within its ETJ, the combined state, county, and municipal hotel occupancy tax rate may not exceed 15 percent.4 Texas has among the highest combined hotel occupancy tax rates of any major metropolitan areas in the nation, with Houston at 17 percent and San Antonio at 16 ¾ percent.5 In addition to local hotel occupancy taxes, all lodging properties operating in Texas are subject to a six percent state hotel occupancy tax.6 Governed under Chapter 156 of the Texas Tax Code, the state hotel occupancy tax is administered by the Texas Comptroller. Funds from the state six percent hotel occupancy tax flow directly to the Texas Comptroller’s office and are largely used for the general governmental operations of the State. A portion of the state hotel occupancy tax revenue also goes toward funding tourism promotion through Texas’s ad campaign. Most Texans know this successful ad campaign by its famous tagline, “Texas, it’s like a whole other country.”

Collecting the Tax Under the Texas Tax Code, the following businesses are considered “hotels” and are required to collect hotel occupancy taxes from their guests: “Any building or buildings in which members of the public obtain sleeping accommodations for consideration” for less than 30 days, including a hotel, motel, tourist home, tourist house, tourist court, lodging house, inn, rooming house, or bed and breakfast facilities. The Texas Administrative Code also includes “manufactured homes, skid mounted bunk houses, residency inns, condominiums, cabins, and cottages within the definition of a “hotel” if the facility is rented for periods of under 30 days.7 Hospitals, sanitariums, nursing homes, dormitories or other non-hotel housing facilities owned by institutions of higher education, and oilfield portable units do not collect the tax.8 Subject to various exemptions, the hotel tax is imposed on any “person” who 1

Tex. Tax Code Ann. § 351.002(a) (Vernon 2011). § 351.0025(a).

3 § 351.003(a).

4 § 351.0025(b).

5 Source: National Business Travel Association 2009 Survey.

6 Tex. Tax Code § 156.051.

7 Tex. Tax Code § 156.001; 34 Tex. Admin. Code Ann. § 3.161(a)(3) (Vernon 2009).

8 Tex. Tax Code § 156.001.

2

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pays for the use of a room in a hotel, including corporations, organizations, and other legal entities. The hotel room must cost $2 or more per day for the local hotel tax to apply, and $15 or more per day for the state hotel tax to apply.9 A full version of this article, with information including expanded information on hotel tax collection is available by contacting THLA at 512-474-2996.

Exemptions from the Local Tax Texas law provides certain hotel tax exemptions based on the length of a guest’s stay or the guest’s affiliation with an exempt organization. Texas law is more permissive for exemptions from the state 6% hotel occupancy tax than it is for local hotel tax exemptions. The state hotel occupancy tax allows for an exemption for the following entities: educational, charitable, and religious entities are often exempt from the state hotel occupancy tax. These entities are not exempt from local hotel occupancy taxes.10 Focusing specifically on the local hotel occupancy taxes, there are primarily four categories of exemptions permitted from municipal and county hotel occupancy taxes: 1) Federal Employees: Federal employees traveling on official business; 2) Diplomats: Foreign diplomats with a tax exempt card issued by the U.S. Department of State; 3) High Ranking State Officials: A very limited number of state officials with a hotel tax exemption card (e.g. heads of state agencies, state legislators and legislative staff, members of state boards and commissions, and state judges); and 4) Permanent Resident/Over 30 Day Stay: Persons or businesses who have agreed in advance to use a hotel room for more than 30 consecutive days (i.e. the “permanent resident” hotel tax exemption).11 A full version of this article with information including expanded information on tax exemptions is available by contacting THLA.

Penalties for Failure to Report or Collect the Tax The local hotel occupancy tax statutes provide for specific penalties a city may assess against hotel operators who fail to file the hotel tax collections report, file late or without full payment, or produce false tax returns.12 A full version of this article with information including expanded information on hotel tax penalties is available by contacting THLA.

9

Tex. Tax Code § 156.051(a); § 351.002(a).

Tex. Tax Code § 156.102.

11 § 156.104.

12 § 351.004.

10

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Use of Local Hotel Occupancy Tax Revenues There is a two-part test for every expenditure of local hotel occupancy tax.13

Criteria #1: First, every expenditure must DIRECTLY enhance and promote tourism AND the convention and hotel industry.14 Under the Tax Code, every event, program, or facility funded with hotel occupancy tax revenues must be likely to do two things: 1) directly promote tourism; and 2) directly promote the convention and hotel industry.15 “Tourism” is defined under Texas law as guiding or managing individuals who are traveling to a different, city, county, state, or country.16 A “direct” promotion of the convention and hotel industry has been consistently interpreted by the Texas Attorney General as a program, event, or facility likely to cause increased hotel or convention activity.17 This activity may result from hotel or convention guests that are already in town and choose to attend the hotel tax funded facility or arts or historical event, or it may result from individuals who come from another city or county to stay in an area lodging property at least in part to attend the hotel tax funded event or facility.

If the funded event or facility is not reasonably likely to directly enhance tourism and the hotel and convention industry, local hotel occupancy tax revenues cannot legally fund it.18 However, it is important to note that events and facilities that do not qualify for hotel occupancy tax funding are often still legally eligible for city funding from most of the other funding sources available to the city (general property tax revenues, general sales tax revenues, franchise fee revenues, etc.). State law is stricter in terms of how the local hotel occupancy tax revenues can be spent.

There is no statutory formula for determining the level of impact an event must have to satisfy the requirement to directly promote tourism and hotel and convention activity.19 However, communities with successful tourism promotion programs generally award the amount of the hotel occupancy tax by the proportionate impact on tourism and hotel activity incident to the funding request. Entities applying for hotel occupancy tax revenue funding should indicate how they will market the event to attract tourists and hotel guests. If an entity does not adequately market its events to tourists and hotel guests, it is difficult to produce an event or facility that will effectively promote tourism and hotel activity.

A city or delegated entity should also consider whether a funded event will be held in a venue that will likely attract tourists and hotel guests. For example, if an event is held in a local school or community center, it may be less likely to attract tourists than if it is held at a local performing arts venue, museum or civic center. Each community will need to assess whether the facility hosting the function is likely to attract tourists and hotel guests. Similarly, if an event is a community picnic, local parade, educational class, or other similar type of event, it is often not likely to attract tourists and hotel guests, and would likely not be eligible for hotel occupancy tax funding.

13

§§ 351.101(a), (b). §§ 351.101(b).

15 Id. 16 § 351.001(6).

17 See Op. Tex. Att’y Gen. Nos. GA-0124 (2003), JM-690 (1987).

18 Id. 19 See generally Tex. Tax Code §§ 351.101(a), (b).

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Finally, it is a good practice to utilize a hotel tax application form. THLA has a sample hotel occupancy tax application form and a “post event” form that are already in use by many city governments throughout Texas. For a copy of these two forms, simply call THLA at (512) 474-2996, or email THLA at news@texaslodging.com. These forms pose questions of funding applicants such as “Do you have a hotel room block for your events?,” and “What do you expect to be the number of room nights sold for this event?” Additionally, the application asks if the entity has negotiated a special hotel price for attendees of their funded event. If the entity does not find the need to reserve a hotel block or negotiate a special hotel rate, it is not likely that they anticipate their event/s will have a meaningful impact on hotel activity.

Funded entities can also visit with area hoteliers who, in many cases, can provide feedback on whether any of their hotel guests expressed an interest in attending such events or facilities in the past. Hotel front desk and management staff usually know what local events and facilities were of interest to their guests by notes in their reservation systems, requests for directions, information and transportation to such venues by hotel patrons.

After an applicant’s event or program is offered for several years, the applicant should have a reasonable idea as to whether their event or program’s attendance includes a number of tourists and hotel guests. For example, some entities track whether guests are staying at local hotels via their guest registry. Other entities measure potential out-of-town attendance from their ticket sales records or other survey information.

It is important to note that Texas law also provides that the hotel occupancy tax may not be used for general revenue purposes or general governmental operations of a municipality.20 It also may not be used to pay for governmental expenses that are not directly related to increasing tourism and hotel and convention activity.21 For example, consider a request to use the hotel occupancy tax to pay for construction of additional lighting, restrooms, roads, sidewalks, or landscaping in a downtown area.

These are expenditures for which the city would traditionally use its general revenues. Therefore, such an expenditure would violate the prohibition against using the hotel tax for “general governmental operations of a municipality.”22 It is difficult to argue that such improvements to a non-tourism facility would “directly” promote tourism and hotel activity. At best, one could argue the improvements would “indirectly” enhance tourism and hotel activity—which is not sufficient under the clear language of the Tax Code to qualify for funding from the hotel occupancy tax.

20

Tex. Tax Code § 351.101(b); see also Op. Tex. Att’y Gen. Nos. JM-184 (1984), JM-965(1988).

Id. 22 Id. 21

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Criteria #2: Every expenditure of the hotel occupancy tax must clearly fit into one of nine statutorily provided categories for expenditure of local hotel occupancy tax revenues.23 The nine categories for expenditure of the hotel occupancy tax are as follows:

1) Funding the establishment, improvement, or maintenance of a convention center or visitor information center.

This category allows expenditures of the hotel tax for the creation, improvement, or upkeep of a convention center or a visitor information center.24 The term “convention center” is defined to include civic centers, auditoriums, exhibition halls, and coliseums that are owned by the city or another governmental entity or that are managed in whole or in part by the city.25 It also includes parking areas in the immediate vicinity of a convention center facility, and certain hotels that are owned by the city or another governmental entity, or that are managed in whole or in part by the city.26 It does not include facilities that are not of the same general characteristics as the structures listed above.

Texas law specifies that for a facility to be funded as a convention center, it must be a facility primarily used to host conventions and meetings.27 “Primarily used” in this context would arguably mean that more than 50 percent of the bookings for the facility are to host conventions or meetings that directly promote tourism and the hotel and convention industry.28 In other words, holding local resident meetings in a facility would not count toward qualifying the facility as a convention center, but meetings of individuals from out-of-town who in part stay at hotels would qualify.

Simply naming a facility a convention center or visitor information center does not automatically qualify the facility as a “convention center.” The authority to use the hotel occupancy tax for facilities is limited and any such facility must meet the above noted “primary usage” test. For example, general civic buildings such as the city hall, local senior citizen centers or activity centers would not qualify as convention centers that could be funded by hotel tax.

2) Paying the administrative costs for facilitating convention registration.

This provision allows expenditures for administrative costs that are actually incurred for assisting in the registration of convention delegates or attendees.29 This is generally an expenditure for larger cities that hold large conventions, and includes covering the personnel costs and costs of materials for the registration of convention delegates or attendees.

23

Tex. Tax Code § 351.101(a). § 351.101(a)(1).

25 § 351.001(2).

26 Id. 27 Id. 28 Id.; see generally Tex. Tax Code §§ 351.101(a), (b).

29 Tex. Tax Code § 351.101(a)(2).

24

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3) Paying for advertising, solicitations, and promotions that attract tourists and convention delegates to the city or its vicinity.

This provision allows expenditures for solicitations or promotional programs/advertising directly related to attracting tourists and convention delegates to the city or its vicinity.30 Such expenditures are traditionally in the form of internet, newspaper, mail, television, or radio ads; or solicitations to promote an event or facility. The advertising or promotion must directly promote the hotel and convention industry.31 For example, the Texas Attorney General ruled that the local hotel occupancy tax may not be used for advertising or other economic development initiatives or improvements to attract new businesses or permanent residents to a city.32 In certain cases, a city may be able to use the advertising and promotion category to justify covering the costs of advertising an event that will attract tourists and hotel guests, even though the administrative or facility costs for the underlying event would not qualify for hotel tax funding.33

4) Expenditures that promote the arts.

This section authorizes the expenditure of local hotel occupancy tax for a variety of art-related programs that also promote tourism and local hotel and convention activity.34 Specifically, it allows funding the encouragement, promotion, improvement, and application of the arts including instrumental and vocal music, dance, drama, folk art, creative writing, architecture, design and allied fields, painting, sculpture, photography, graphic and craft arts, motion pictures, radio, television, tape and sound recording, and other arts related to the presentation, performance, execution and exhibition of these major art forms.35 However, it is not enough that a facility or event promotes the arts; Texas law requires that the arts related expenditure also directly promote tourism and the hotel and convention industry.36 Section 351.101(a) of the Tax Code specifically states that “the municipal hotel occupancy tax may be used only to promote tourism and the convention and hotel industry.” The Texas Attorney General reaffirmed this standard when it held in Opinion GA-0124: “Under section 351.101 of the Tax Code, a municipality may expend its municipal hotel occupancy tax revenue only to promote tourism and the convention and hotel industry,’ and only for the specific uses listed in the statute.” There are many success stories of cities that have partnered with the arts entities to turn one day arts events into multiday events that can substantially increase tourism and hotel activity. Such partnerships and long term planning can help both foster the arts and grow hotel tax proceeds that can be made available to the arts.

Additionally, the amount of funding a city allocates to the arts category may be limited by statute. See the “Special Rules” section of this guide, starting on page 23.

30

§ 351.101(a)(3). § 351.101(b).

32 Op. Tex. Att’y Gen. No. JM-690 (1987).

33 See generally Tex. Tax Code § 351.101(a)(3).

34 Tex. Tax Code § 351.101(a)(4).

35 Id. 36 § 351.101(b).

31

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5) Funding historical restoration or preservation programs.

A city may spend a portion of its hotel occupancy tax revenues to enhance historical restoration and preservation projects or activities, or advertising and conducting solicitations and promotional programs to encourage tourists and convention delegates to visit preserved historic sites or museums that are likely to attract tourists and hotel guests.37 Texas law does not limit such funding to structures that are owned by a public or nonprofit entity, or to whether the project is listed on a historic registry, but the city may choose to impose such limitations.

It is not enough that a project or activity event merely be historical in nature; Texas law requires that the historical related expenditure also directly promote tourism and the hotel and convention industry.38 Section 351.101(a) of the Tax Code specifically states that “the municipal hotel occupancy tax may be used only to promote tourism and the convention and hotel industry.” The Attorney General in Opinion GA-0124 (2003) reaffirmed this standard when it held: “Under section 351.101 of the Tax Code, a municipality may expend its municipal hotel occupancy tax revenue "only to promote tourism and the convention and hotel industry" and only for the specific uses listed in the statute.”

Additionally, the amount of funding a city allocates to the historical programs category may be limited by statute. See the “Special Rules” section of this guide, starting on page 23.

6) Funding certain expenses, including promotional expenses, directly related to a sporting event within counties with a population of under 1 million.

This section authorizes a municipality located in a county with a population of under 1 million to use local hotel occupancy tax revenue to fund certain expenses, including promotional expenses, directly related to a sporting event.39 To qualify under this authorization, the sporting event must be one that would “substantially increase economic activity at hotels and motels within the city or its vicinity.”40 The statutory authorization also requires that a majority of the participants in the sporting event also be tourists to the area.41 This category is intended to allow communities to fund the event costs for sporting tournaments that result in substantial hotel activity. For example, if a city had to pay an application fee to seek a particular sporting event or tournament, if could use hotel tax for such an expenditure if the sporting event would substantially increase economic activity at hotels and the city was within a county of under one million population. The requirement that a majority of the participants must be “tourists” is included in the statuary authority to prohibit the use of local hotel tax for sporting related facilities or events are purely local (e.g.; local recreation centers, local little league and parks events, intramural sports, etc.).

37

§ 351.101(a)(5). § 351.101(b).

39 § 351.101(a)(6).

40 Id. 41 Id. 38

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7) Funding the enhancement or upgrading of existing sports facilities or sports fields for certain municipalities.

Certain statutorily bracketed cities may use local hotel occupancy tax to enhance and upgrade existing sports facilities owned by the municipality.42 Acceptable sports facilities include those for baseball, softball, soccer, and flag football.43 The municipality must own the sporting facility, and the municipality must meet one of the following population requirements in the Code. A full version of this article, with information including which cities are eligible for this category, is available by contacting THLA at 512474-2996.

Texas law further requires that before local hotel tax to be used for this purpose, the sports facilities and fields must have been used a combined total of more than 10 times for district, state, regional, or national sports tournaments in the preceding calendar year.44 If hotel tax revenues are spent on enhancing or upgrading a sports facility, the municipality must also determine the amount of “area hotel revenue” generated by hotel activity from sports events held at the hotel tax funded facility for five years after the upgrades to the sport facility are completed.45 The area hotel revenues that were generated from sports events at the hotel tax funded facility over that five year period must at least equal the amount of hotel tax that was spent to upgrade the sports facility.46 If the amount of hotel tax that was spent on the facility upgrades exceeds hotel revenue attributable to events held at that facility over that five year period, the municipality must reimburse the hotel occupancy tax revenue fund any such difference from the municipality’s general fund.47 For example, if a city spent $400,000 on improvements to its soccer fields, it would have to show at least $400,000 in area hotel revenue directly attributable to events held at that soccer field over the five year period after the soccer field improvements were completed. If the city could only show $300,000 in hotel industry revenue due to events held at that soccer field, the city would have to reimburse the city hotel tax with the $100,000 difference from the city’s general fund.

8) Funding transportation systems for tourists Often with conventions and large meetings, there is a need to transport the attendees to different tourism venues. In 2007, the Texas Legislature authorized the use of city hotel tax for any sized city to cover the costs for transporting tourists from hotels to and near the city to any of the following destinations:  the commercial center of the city;  a convention center in the city;  other hotels in or near the city; and  tourist attractions in or near the city.48

42

§ 351.101(a)(7).

Id. 44 Tex. Tax Code §§ 351.101(a)(7), 351.1076.

45 Id. 46 Id. 47 Id. 48 § 351.110(a).

43

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The reimbursed transportation system must be owned and operated by the city, or privately owned and operated but financed in part by the city.49 For example, this authority could be used to cover the costs of a city to finance certain private shuttles to operate between the convention center and area hotels and attractions for a large city-wide convention. The law specifically prohibits the use of the local hotel tax to cover the costs for a transportation system that serves the general public.50

9) Signage directing tourists to sights and attractions that are visited frequently by hotel guests in the municipality.

In 2009, the Texas Legislature added a statutory category that allows cities to use municipal hotel occupancy tax revenue to pay for signage directing tourists to sights and attractions frequently visited by hotel guests in the municipality.51 Arguably, this type of expenditure was permissible as “advertising and promotion” prior to this 2009 legislation. However, the Legislature codified this understanding to officially include signage directing tourists to sights and attractions that are frequently visited by hotel guests.52

49

§ 351.110(b). § 351.110(c).

51 § 351.101(a)(9).

52 Id. 50

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Administering Hotel Occupancy Tax Revenue Expenditures Duty of funded entities to provide a list of activities.

All entities (including the city itself) that are directly or indirectly funded by the local hotel occupancy tax are annually required to provide a list of the scheduled activities, programs, or events that will directly enhance and promote tourism and the convention and hotel industry.53 This list is to be provided annually to the city secretary or his/her designee prior to the expenditure of the hotel occupancy tax funding by the funded entity.54 An entity may add items to this list at any time, and each city decides the format for providing this information. This documentation requirement does not apply if the entity already provides written information to the city indicating which scheduled activities or events that it offers that directly enhance and promote tourism and the convention and hotel industry. For example, cities that require quarterly or annual reports on the use of hotel tax by hotel tax funded entities would satisfy this requirement if their report addresses the extent to which their events directly promote tourism and hotel activity.55 It is important to remember that if an entity does not have any such events or programs reasonably expected to directly promote tourism and the hotel and convention industry, it is not eligible for local hotel occupancy tax funding.56 If only a portion of an entity’s programs fit this criteria, then only a proportionate amount of that entity’s costs should be covered by the local hotel occupancy tax.57

Delegating management of funded activities.

The governing body of a city may delegate the management or supervision of programs funded by the hotel occupancy tax by written contract.58 This delegation may be made to a person, another governmental entity, or to a private organization.59 This delegation is often made to a local arts council, a chamber of commerce, or to the convention and visitors bureau. The municipality shall approve the entity’s annual budget prior to delegating the management or supervision of hotel tax funded programs.60 Furthermore, the municipality shall require the delegated entity to make periodic reports, at least quarterly, listing the hotel occupancy tax expenditures made by the delegated entity.61 Additionally, the Code requires that the contracted entity maintain complete and accurate financial records for every expenditure of hotel occupancy tax revenue, and upon the request of the municipality or another person, make the records available for inspection and review.62 An entity with delegated authority to manage hotel tax funded programs undertakes a fiduciary duty with respect to the use of the tax revenue.63 Such entities are also required to maintain the city hotel occupancy tax revenue in a separate bank account that may not be commingled with any other account 53

§ 351.108(b).

Id.; § 351.108(d).

55 § 351.108(g).

56 § 351.101(b).

57 § 351.101(e).

58 § 351.101(c).

59 Id. 60 Id. 61 Id. 62 § 351.101(d).

63 § 351.101(c).

54

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or funds.64 The Tax Code does not contain similar prohibitions against commingling the funds for individual organizations, such as an arts or historical group that receives hotel tax funding for their individual program, but do not themselves oversee hotel tax funding to other entities.

Use of hotel occupancy tax revenues to cover administrative expenses.

Texas law allows proceeds of the municipal hotel occupancy tax to be used to cover the portion of administrative costs that are directly attributable to work on activities that may be funded by the tax.65 For example, entities that manage activities funded by the hotel occupancy tax may spend some of the tax for certain day-to-day operational expenses.66 These expenses may include supplies, salaries, office rental, travel expenses, and other administrative costs.67 However, these costs may be reimbursed only if the expenses are incurred in the promotion and servicing of expenditures authorized under the hotel occupancy tax laws.68 The portion of the administrative costs that are covered should not exceed the percentage of the cost that is attributable to the activity funded by the hotel occupancy tax.69 For example, administrators who spend 33 percent of their time overseeing hotel occupancy tax funded programs should seek funding for no more than 33 percent of their salary or 33 percent of other related overhead costs. Additionally, hotel occupancy tax revenues may be spent on travel that is directly related to the performance of the person’s job in an efficient and professional manner.70 This travel should facilitate the acquisition of skills and knowledge that will promote tourism and the convention and hotel industry.71

64

Id. § 351.101(e).

66 Id. 67 Id. 68 Id. 69 Id. 70 § 351.101(f).

71 Id. 65

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Special Rules for Selected Municipalities The Texas Tax Code provides additional rules for certain Texas cities based on the city’s population brackets. A full version of this article with information on city-specific rules is available by contacting THLA at 512-474-2996.

Additional Information If a city or funded entity has additional questions about the administration or use of the hotel occupancy tax, it is welcome to contact the Texas Hotel & Lodging Association for assistance by phone at (512) 4742996. THLA has sample documents available to assist in administering hotel taxes, such as funding grant application forms, post event forms, and tax collection guidelines.

Texas city officials can also make inquiries to the legal staff of the Texas Municipal League at (512) 2317400. Finally, all entities may make inquiries to the Municipal Affairs Section of the Office of the Attorney General of Texas (OAG). The OAG’s Municipal Affairs Division can be reached by phone at (512) 475-4683.

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Index Administrative costs, 7, 13 Advertising, solicitations, and promotions that attract tourists and convention delegates to the city, 8 Application form, 6 Arts expenditures, 8 Attorney General. See Texas Attorney General's Office Authorized Entities and Procedures, 3 Comptroller. See Texas Comptroller Contracts, 12 Convention center, 7, 10 Convention Center funding, 7 Convention registration, 7 Delegating the Management of Funded Activities, 12 Dormitories, 3 Exemptions from the Tax, 4 Extraterritorial Jurisdiction (ETJ), 3 Federal Employees, 4 Fiduciary duty, 12 Historical restoration and preservation, 9 Hospitals, 3 Houston, 3

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List of activities, 12 Nursing homes, 3 Penalties for Failure to Report or Collect the Tax, 4 Permanent resident exemption, 4 Post event form, 6, 14 Religious entities, 4 Reporting, 12 San Antonio, 3 Sanitariums, 3 Signage, 11 Sporting events, 9 Sports facilities or sports fields, 10 State officials, 4 Texas Attorney General XE "Attorney General" \t "See Texas Attorney General's Office" 's Office, 8 Texas Attorney General's Office, 9 Texas Comptroller's Office, 3 Transportation systems for tourists, 11 Use of Local Hotel Occupancy Tax Revenues Criteria #2, 7 Visitor Information Center funding, 7

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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).

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COMMUNICATIONS AND MARKETING STAFF: Blake Rexroat, M.S., CPC Communications and Marketing, Director Phone: 817-598-4209 brexroat@weatherfordtx.gov

Tim Todd Communications and Marketing, Coordinator Phone: 817-598-4240 ttodd@weatherfordtx.gov

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

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