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SAE’s program structure recommendations below reflect the resources needed to implement this Plan, including several new – and we believe exciting – strategies and tactics. It’s important to note that quality and effective public information programs in the public sector place a heavy burden on an in- house team to not only maintain a robust traditional communications effort that predominantly relies on media relations, printed publications and community outreach, but also to develop and implement new, often technology-based, communications platforms and channels. And of course, content creation continues to be the most important element of any public information effort. We have analyzed the City’s capabilities that support the overall mission of engaging target audiences to build trust and confidence in the programs and services of the City, and it is clear that these resources are minimal. In our extensive experience structuring public and private sector communications programs, we invariably see significant success in educating and informing target audiences when all communications capabilities and channels are unified within a single overarching office which is responsible for strategy as well as implementation. Conversely, we see organizational frustration and fragmented efforts when different internal offices each oversee a significant tool in the communications arsenal. Therefore, an aligned organizational structure is required. Establish “Office of Communications and Community Engagement”. This office title describes a contemporary public sector communications function which relies on strategic counsel and messaging rather than simply a tactical dissemination of materials. The office would be responsible for: • Strategic counsel to the City Council, City Manager’s office and all City departments • Community outreach • Internal communications • Internal communications team leadership • Social media • Website content • Graphic design • Video production • YouTube channel production, programming and oversight • Digital and print advertising • Emergency communications Reclassify current position responsible from “analyst” level to “director” level; retain title of “Communications and Community Relations Manager”. This compensation level is more indicative of the role and breadth of capability required by the incumbent. This Plan and establishment of an Office of Communications is an important moment to pivot from being focused on a predominantly tactical effort to providing strategic counsel and broadening its programming to support citywide and department goals. Further, the current office is increasingly relied upon to assist early in controversial issues which, without communications counsel, can lead to the public’s loss of confidence in the City. Essentially, this title change will help convey to internal and external audiences that the position is senior-level and strategic, both for the incumbent and when recruiting to fill the position in future years. Additional rationale for this title change includes: • Aligns with other public and private sector organizations that have adopted similar titles for their senior communications official. • Reflects the expanded scope and staffing of the Office of Communications. • Ensures interaction on a peer-to-peer basis with other managers in the organization. Unify website, all City graphic design resources and all video production capability into the Office of Communications. Each of these functions should exist as part of a consolidated office that can drive Public Information Program: Organizational Structure 30 | Strategic Communications Plan – City of San Leandro