Professional Documents
Culture Documents
2010-2011
Cassie Willis, Communications Liaison, City Managers Office
TABLE OF CONTENTS
1. Executive Summary 2. Recommendations PLAN 3. City Communications Process & Structure A. Need for City Communications Process & Structure B. Need for City Communications Coordination Groups C. Coordination of Sensitive & Controversial Issues D. Coordination of Public Records Requests 4. City Communications Channels & Tools 5. Strategic Communications Projects & Budget 6. Strategic Key Messages MEASUREMENT 7. Measure, Monitor & Evaluate Effectiveness FACT BOOK 8. City of Cedar Rapids Identity History 9. Target Audience Segmentation 10. Assessment of Previous City Communications Activities 11. Local Communications Effectiveness Research Results A. 2009 Citizen Satisfaction Survey B. 2007-2009 City Employee Survey Recap 12. National Communications Effectiveness Research Results A. From Pew Research Center for the People & the Press B. From The Nielsen Company Page 3 5 6 6 12 18 18 19 21 25 33 36 38 42 43 43 52 57 57 60
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1. EXECUTIVE SUMMARY
Plan Purpose:
To guide the City of Cedar Rapids communications organization and execution To integrate and coordinate communications among all City departments and divisions and community organizations Note: This plan is not meant to dictate project communications plans for specific City departments, services or programs.
Assessment of Previous City Communications Activities: (For details, see page 42) Citys communications efforts have been characterized as lacking organization, coordination, consistency and credibility:
Lack of communications planning, process and structure Lack of coordinated communications initiative with internal employees, as well as community partners Lack of knowledge about the City Councils vision, goals and strategic plan Limited budget and personnel to handle large volume of communications needs Lack of understanding of how to connect with city government Lack of appreciation for the value of city services Lack of awareness of communications importance to governing, staff and citizens
City Communications Process & Structure Overview: (For details, see pages 6-18)
Follow a consistent process for preparing public communications Utilize expertise and improve coordination among Citys designated public information officers Coach other City employees that process public information for their departments or divisions to improve communications effectiveness
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Strategic Communications Projects & Budget Overview: (For details, see pages 19-24)
Continue using current communications channels and tools Add additional communications channels and tools: o Printed newsletter mailed directly to Cedar Rapids residents o Annual printed progress and financial report for residents o City department open house events o Billboard public service announcements o Additional cable TV programming Reengineer the Citys website to be more user-friendly and service-oriented Use free online tools to foster a group of well-informed City ambassadors Total Estimated Budget for 2010: $287,000 Total Estimated Budget for 2011: $281,000 Estimated Annual Budget for Additional Communications Position: Salary Grade 08, See job description #NB444
Strategic Key Messages Overview: (For details, see pages 25-32) This is an overview of the seven strategic key messages that are outlined in more detail in this plan: Teach residents how to connect with city government The City Council has a vision and strategic plan for Cedar Rapids Demonstrate the value of City services Flood Recovery Progress better than before Build community ownership Communicating complex or controversial issues The most accurate source for City information is the City of Cedar Rapids communications channels Public participation is important to the City Councils decision-making process Overview of Fact Book:
The last five sections of this plan include a brief history of the City of Five Seasons identity and brand, research from focused conversation sessions with stakeholders, detailed segmentation of the Citys target audiences, results of local research conducted by the City of Cedar Rapids and national research conducted by The Pew Research Center for the People & the Press and The Nielsen Company. (For details, see pages 36-65)
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2. RECOMMENDATIONS
a) Plan: Adopt, implement and maintain a two-year strategic communications plan (this plan) that executes the City Councils vision, goals and strategic plan b) Structure & Process: Develop and organize a communications structure and process that coordinates and communicates consistently throughout the organization (For details, see pages 6-18) c) Key Messages: Approve a set of strategic key messages and use them repeatedly over the next two years (For details, see pages 25-32) d) Communication Channels & Tools: Devise multiple methods to disseminate City information to the wide variety of target audiences (For details, see pages 19-24) e) Budget: Fund strategic projects and additional communications position listed in this plan (For details, see pages 2124) f) Measurement: Develop methods to track the following three key communications effectiveness metrics Increased awareness of City Councils vision, goals, strategic plan and related actions Improved coordination among City departments and divisions Increased citizen involvement and public participation in City government (For details, see pages 33-35)
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PLAN
3. CITY COMMUNICATIONS PROCESS & STRUCTURE
A. Need for City Communications Process & Structure
In 2008, the Cedar Rapids Mayor, City Council and City Manager created the Communications Liaison position to develop and implement strategic communication activities; coordinate media and public relations; provide project and special event support; and policy and legislative research. This full-time, non-bargaining position reports directly to the City Manager. In 2009, the City Council developed a set of seven goals to implement its vision for Cedar Rapids. One of those goals emphasizes citizen involvement, specifically to develop a comprehensive plan for connecting people to their government. This plan is designed to provide multiple opportunities for residents to connect with the Cedar Rapids city government and to improve the Citys communications efforts internally, among City departments, divisions and employees, and externally, with Cedar Rapids residents, community organizations and local media representatives. Improvement begins with an efficient, consistent process. The Citys communications process should rely on the expertise of the current communications staff and public information officers (PIOs). Table 1 identifies those staff positions. City departments and divisions without designated PIOs should designate a representative to coordinate communications for that department or division. That representative will be coached by the communications liaison and other public information officers to provide relevant information in a consistent manner to the appropriate target audiences using the most effective communications channel and/or tool. This coaching will take place through a new internal communications coordinators group outlined in the Need for City Communications Coordination section of this plan. The following table (1) and diagrams (2&3) demonstrate how specific City staff positions will divide communications responsibilities and disseminate City information.
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COMMUNICATIONS RESPONSIBILITIES
Strategic Communications Planning & Counseling Internal & External Communications Media Relations Community Outreach Employee Communications Event Planning & Coordination Flood Recovery Communications Online Communications Cable Access Programming & Coordination Employee/Internal Communications Communications Project Coordination Content Contribution/Copywriting Media Relations Communications Effectiveness Measurement Event Planning & Coordination Communications Project Coordination Content Contribution/Copywriting Communications Effectiveness Measurement Event Planning & Coordination Internal Communications Intergovernmental Communications Legislative Communications
Communications Liaison
To be determined
City Council members City Employees Community Partner Organizations State Partner Organizations Community Partner Organizations Cedar Rapids City Council State & Federal Lobbyists Page 7 of 65
Fire Department
Marketing Manager
Police Department
Sergeant/Public Information Officer Public Works Maintenance Manager (+Public Information Officer) Utilities Communications & Community Education Coordinator
Utilities Department
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Utilities Department
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Diagram 2 City Communications Information Flow Chart for INTERNAL Target Audiences
Communications Liaison
City Manager
Assistant Communications Coordinator (Proposed Position)
City Council
City Directors
City Employees
Legislative Liaison City Board & Commission Members City Department Public Information Officers (PIOs)
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Diagram 3 City Communications Information Flow Chart for EXTERNAL Target Audiences
Communications Liaison
City Directors
NOTE: Legislative Liaisons external target audiences are State & Federal Lawmakers. January 2010
3) Public Records Custodians These are the City employees responsible for tracking and fulfilling public records requests for their department or division. In most cases, this group overlaps with the City PIOs and the City Communications Coordinators. This group will meet every four to six months.
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Brief Group Definitions: City PIOs 8 City departments employ designated PIOs Communications Coordinators Department/division representatives that assist with City communications Public Records Custodians Department/division representatives that fulfill public records requests Communications Liaison City Managers Office position; Leads each group Group Coordination Opportunities: Joint Projects Branding Initiatives Consistent Messaging Content for City Communications Channels & Tools Media Relations City Events
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City of Cedar Rapids Strategic Communications Plan 2010-2011 Two External Communications Coordination Groups:
(See Diagram 5 for demonstration of coordination) 1) C3: Community Communications Coalition This group is made up of professional communicators representing a cross section of community agencies and services from within Cedar Rapids and Linn County. The purpose is: To serve as a marketing and communications resource for the membership agencies To receive and circulate regular updates from/to each member organization To provide a forum for programming that will strengthen the collective skills, knowledge and outreach for messaging and information shared between members and within the represented organizations Group Description & Membership: C3 is a community-oriented organization. It is not to serve as a marketing and communications service for outside interests to exploit for narrowly-defined messages and audiences. Membership is limited to public relations professionals, marketing communications professionals and public information officers that work for community organizations in the Cedar Rapids and Linn County area. Membership Expectations: C3 members are expected to: Participate in C3 meetings Focus on benefits to the greater Cedar Rapids/Linn County community Contribute unselfishly to group activities Use professional discretion and respect for the benefit of the whole C3 group Maintain confidentiality as needed This group meets twice a month. Members include representatives from the following organizations: o Cedar Rapids Area Chamber of Commerce o Priority One (economic development organization) o Entrepreneurial Development Center o Cedar Rapids Downtown District (SSMID) o Cedar Rapids Area Convention & Visitors Bureau o Cedar Rapids Community School District o Linn County government o Landlords of Linn County o Four Oaks o Greater Cedar Rapids Community Foundation o Horizons A Family Service Agency o Linn County Nonprofit Resource Center
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2) Core Communications Team This informal team of marketing communications professionals from five key community organizations work together to coordinate large community announcements and communications projects. This group meets as needed. Members include representatives from the following organizations: Cedar Rapids Area Chamber of Commerce Cedar Rapids Area Convention & Visitors Bureau Cedar Rapids Downtown District Linn County government City of Cedar Rapids government
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Brief Group Definitions: C3 professional communicators representing a cross section of community agencies and services from within Cedar Rapids and Linn County Core Communications Team informal team of marketing communications professionals from five key community organizations working together to coordinate large community announcements and communications projects Communications Liaison City Managers Office position; Leads each group Group Coordination Opportunities: Information Sharing & Community Dissemination Joint Community Announcements Dispel Misinformation Feedback on City Communications Effectiveness
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City of Cedar Rapids Strategic Communications Plan 2010-2011 C. Coordination of Sensitive and Controversial Issues
Now that a city communications process and structure has been established, the City can improve the way it manages sensitive and controversial issues. These types of issues usually include information from multiple City departments and subject matter experts and, in some cases, multiple external organizations. Managing these issues requires a comprehensive strategic approach with one designated spokesperson. The appropriate department director, the city manager and the communications liaison must be informed immediately of media inquiries that relate to sensitive or controversial issues, and must be made aware immediately of potentially sensitive issues when it is anticipated that those issues may reach the media or general public. The city manager will communicate directly with the communications liaison, the appropriate department director and other city officials as necessary, to develop strategies for each issue and determine an appropriate spokesperson. Examples of sensitive or controversial issues include, but are not limited to, performance evaluations related to any city employee; legal claims or lawsuits filed against the City of Cedar Rapids; negotiations related to union or association bargaining units; negotiations related to economic development or redevelopment; court appearances by any city employee, member of the City Council, or spouses or other family members of either; and hiring, disciplinary or termination processes related to any city employee.
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FREQUENCY
Twice a month
Newsletters
Weekly
Printed Materials
Quarterly
Printed Materials
Quarterly Rotation
Annually
Monthly
Cedar Rapids Residents (Mediacom subscribers) Cedar Rapids Residents (Mediacom & ImOn subscribers) Page 19 of 65
Monthly
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Weekly
Online Communications
Daily
Daily
Daily
Media Announcements
Daily
City Events
As Needed
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Total Estimated Budget for 2010: $287,000 Total Estimated Budget for 2011: $281,000 Estimated Annual Budget for Additional Communications Position: Salary Grade 08, See job description #NB444
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City of Cedar Rapids Strategic Communications Plan 2010-2011 B. The City Council has a Vision & Strategic Plan for Cedar Rapids
Target Audiences: Cedar Rapids Residents, Cedar Rapids City Council, City Employees, Community Partner Organizations, State Partner Organizations, News Media Overview: The City needs to clearly demonstrate that the City Council has a vision and strategic plan, how staff is implementing that vision and plan and how that vision and plan will benefit every Cedar Rapids resident. Key Messages: The Councils vision is for Cedar Rapids to be a vibrant urban hometown a beacon for people and businesses that are invested in building a greater community for the next generation. 2009 Goal Areas: 1) Flood Recovery and Protection Identify Funding and Sources for Flood Restore Affordable Housing for Affected Citizens Develop and Implement Property Acquisition Plan Develop and Implement Neighborhood Revitalization and Enhancement Plans 2) Dynamic and Diverse Neighborhoods Increased, Streamlined, Proactive Code Enforcement Multimodal Connectivity to Schools, Recreation and Work Enhance Viability of Existing & New Neighborhood Associations Develop Neighborhood Resource Centers Eliminate Nuisance Properties 3) A Vibrant Downtown Housing Unit Construction to Meet Market Demand Over 1/2 of Army Corps of Engineers Study Completed 95% Occupancy rate for Commercial / Office Finalize Transportation Plan 4) City Financial Strength Reduce Dependency on Property Taxes Improve Intergovernmental Relations Align with Best Practices for Cities
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5) A Sustainable Community: Economically, Environmentally, and Socially Develop Comprehensive Energy Management Plan Evaluate Current Practices Protect Natural Resources for future generations 6) Citizen Involvement Active Boards & Commissions Utilize Empirical Data Develop Comprehensive Plan for Connecting People to their Government 7) Reinvest and Maintain Public Infrastructure Update the City's Comprehensive Plan (incorporate subordinate plans) Develop Comprehensive Environmental Management Plan Develop Comprehensive Building Facilities Management Plan
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Key Messages: The City of Cedar Rapids is a vibrant urban hometown a beacon for people and businesses that are invested in building a greater community for the next generation. This is your city and my city, but especially our city. Cedar Rapids is making significant progress toward building a better community for our kids and our kids kids.
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City of Cedar Rapids Strategic Communications Plan 2010-2011 G. The Most Accurate Source for City Information is the City of Cedar Rapids
Target Audiences: Cedar Rapids Residents, Cedar Rapids City Council, City Employees, Community Partner Organizations, State Partner Organizations, News Media Overview: As local and regional news media organizations downsize staff and reduce resources, the quality of the information they provide to the public is not as reliable or accurate as in the past. The City must fill that gap by becoming the best source for the most accurate information about City services, programs and issues. To become that trusted source, the information must be truthful, honest and as transparent as possible. The City must combat rumors, build trust and commit to communicating directly with residents. The City cant rely on the media to deliver the message accurately. Citizens expect a transparent government and the City of Cedar Rapids needs to deliver on that expectation. Key Messages: The Citys printed publications, e-newsletter, website, cable TV show and social media activities are some of the many ways to receive accurate, up-to-date information. The City is committed to providing relevant information to the public, as often as needed, based on the Citys style guide recommendations.
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MEASUREMENT
7. MEASURE, MONITOR & EVALUATE EFFECTIVENESS
The most effective strategic plans are plans that include methods for measuring effectiveness and tracking progress. This Strategic Communications Plan will be assessed every six months over the next two years to measure the following three key communications effectiveness metrics: Increased awareness of City Councils vision, goals, strategic plan and related actions Improved coordination among City departments and divisions Increased citizen involvement and public participation in City government
The communications liaison may track any of the following City communications activities and key performance indicators for this measurement. COMMUNICATIONS TOOL/FREQUENCY
Electronic Newsletter Distributed Twice a Month
CATEGORY
Newsletters
Newsletters
Printed Newsletter Distributed Monthly Employee Newsletter Distributed Weekly Annual Progress Report Distributed once a year
Cedar Rapids Residents City Council Members & City Employees Cedar Rapids Residents
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Employee Communications
City Employees
Cedar Rapids Residents (Mediacom subscribers) Cedar Rapids Residents (Mediacom & ImOn subscribers) Cedar Rapids Residents (Mediacom & ImOn subscribers) Cedar Rapids Residents Cedar Rapids Residents & Businesses, Visitors, City Employees & News Media
Website Analytics Page Downloads Note: Ask cable providers for metrics information
Website Analytics Video Downloads Note: Ask cable providers for metrics information Website Analytics Page Views Website Analytics Unique Visitors Website Analytics Page Clicks Website Analytics Page Views Website Analytics Unique Visitors Website Analytics Page Clicks
Online Communications
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Online Communications
Community Building Project Using online/ social media tools Open Houses & Public Participation Events As needed
City Events
Surveys
City Employees
These key performance indicators will be monitored and evaluated by the City Manager, the communications liaison and the City Managers Office staff to identify trends, recognize achievements, determine areas for improvement, make mid-course adjustments and take stock of progress. All of these City Communications activities, projects and tools must mark improvement for the objectives and outcomes set forth by this Strategic Communications Plan: To fulfill the Cedar Rapids City Councils goal for citizen involvement, specifically to develop a comprehensive plan for connecting people to their government To cultivate and encourage public participation in City government To create a coordinated communications process that ensures efficient, effective, responsive and consistent City communications with Cedar Rapids citizens and all of the Citys target audiences To position the City of Cedar Rapids communication channels and tools as the most accurate source for City government information To leverage every communication opportunity with citizens in order to build and improve our community
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FACT BOOK
8. CITY OF CEDAR RAPIDS IDENTITY HISTORY
History of the City of Five Seasons Identity
In 1968, a local advertising agency, Creswell, Munsell, Fultz & Zirbel (CMF&Z), created an identity initiative to position Cedar Rapids as a distinctive destination known widely for a valuable asset. They capitalized on the fact that commuting time in Cedar Rapids is much shorter than larger cities in other areas of the country, thereby providing time for more enjoyable lifestyle. Bill Munsell and Gary Anderson created a memorable city identifier a slogan that defined the Citys important point of difference. Mr. Anderson designed the logo, resembling a five-point star. The City of Five Seasons was based on a Bible verse from Ecclesiastes 3:1 To everything there is a season, and a time to every purpose under the heaven. The new logo and branding line were accompanied by this explanation: Life is the sum of all the seasons with which it is filled. And if we have time to enjoy the things most important to us, life is rich and full indeed. In Cedar Rapids there is time enough.time to enjoy the seasons as they pass. Extra time. Precious time. A fifth season. The idea was developed for and introduced by the Cedar Rapids Area Chamber of Commerce. As officers and managements changed, the slogan was utilized inconsistently. By 1975, the Cedar Rapids Area Convention and Visitors Bureau (CVB) and the City of Cedar Rapids had adopted the Five Seasons. In 1979, the convention center built in downtown Cedar Rapids was named the Five Seasons Center and the adjacent hotel was called the Five Seasons Hotel. In 1993, Mr. Munsell and Mr. Anderson teamed up again to raise more than $800,000 in private donations and in-kind contractors support to build a 60-foot tall version of the Five Seasons logo called the Tree of Five Seasons, near the Cedar River in downtown Cedar Rapids. The stainless steel monument was erected on April 3, 1996 and officially dedicated to the city on May 18, 1996.
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NEIGHBORHOOD ASSOCIATION Cedar Hills Cedar Valley Kenwood Lincolnway Village Moundview Noelridge Northwest Oak Hill Jackson South West Taylor Wellington Heights
TOTAL POPULATION 9,941 501 3,775 297 3,521 2,922 4,613 1,745 6,897 4,853 5,106
TOTAL MALES 4,748 262 1,760 159 1,710 1,530 2,258 776 3,344 2,542 2,463
TOTAL FEMALES 5,193 240 2,015 139 1,811 1,392 2,355 969 3,553 2,311 2,643
HOUSING OWNERS 2,843 134 1,109 81 565 908 1,331 261 1,959 1,203 857
HOUSING RENTERS 1,199 52 729 31 668 443 539 581 1,019 793 1,183
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2) Cedar Rapids Area Chamber of Commerce 3) Priority One (economic development organization) 4) Entrepreneurial Development Center 5) Cedar Rapids Downtown District (SSMID) 6) Cedar Rapids Area Convention & Visitors Bureau 7) Cedar Rapids Medical District (SSMID), including: Mercy Medical Center Physicians Clinic of Iowa St. Lukes Hospital 8) Cedar Rapids Community School District 9) Linn County government 10) Landlords of Linn County 11) Human Service/Nonprofit Agencies, including: American Red Cross Four Oaks E. State Partner Organizations 1) Rebuild Iowa Office 2) Iowa Department of Economic Development 3) Iowa Finance Authority 4) Governors Office 5) Iowa Department of Transportation
Greater Cedar Rapids Community Foundation Horizons A Family Service Agency Linn County Nonprofit Resource Center Salvation Army United Way of East Central Iowa Waypoint Services 12) Arts & Cultural Organizations, including: African-American Museum of Iowa Brucemore, Inc. Carl and Mary Koehler History Center Cedar Rapids Museum of Art Legion Arts/CSPS National Czech & Slovak Museum & Library Theatre Cedar Rapids
F. State & Federal Lawmakers 1) State Legislators http://www3.legis.state.ia.us/ga/legislators.do?&ga=83 2) Eastern Iowa Congressional Delegation www.house.gov & www.senate.gov Congressman Dave Loebsack - http://loebsack.house.gov/ Senator Chuck Grassley - http://grassley.senate.gov/ Senator Tom Harkin - http://harkin.senate.gov/
Des Moines Register Iowa City Press Citizen Iowa Public Radio Iowa Public Television KNWS Radio KXEL-KOKZ-KFMW-KWLO Radio KXGM Radio Marion Times Radio Iowa Waterloo Courier 3) National News Media Associated Press New York Times USA Today Wall Street Journal 4) Citizen Journalists These small, nontraditional media organizations are owned and operated by private citizens. EasternIowaNews.com NeighborhoodNetworkNews.com UrbanCoolRadio.com
H. City Board & Commission Members Dozens of Cedar Rapids residents volunteer to serve their community through membership on City boards, commissions, task forces and committees. These citizens are connected to their community and participating in city government. 1) Accessible Parking Review Committee 10) Civil Rights Commission 2) Airport Commission 11) Civil Service Commission 3) Airport Zoning Commission 12) Corridor Metropolitan Planning Organization 4) Assessors Examining Board 13) Crime Stoppers Board 5) Board of Adjustment 14) Electrical Board for Licensing and Appeals 6) Board of Ethics 15) Enterprise Zone Commission 7) Board of Review 16) Five Seasons Facilities Commission 8) Building Board of Appeals 17) Historic Preservation Commission 9) City Planning Commission 18) Hotel/Motel Allocation Committee
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Particular emphasis should be placed on public safety including o Violent and drug-related crimes o Enforcing regulations regarding weed lots, junk lots abandoned autos, poorly maintained properties and dilapidated houses and buildings o Downtown safety There is a significant opportunity to include citizens in local decision-making and to encourage them to be advocates for Cedar Rapids future
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Effectiveness of Communications
Information on City programs and services are readily available but the City could communicate more effectively.
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Survey Questions Regarding the Citys Printed Newsletter Called Your City
Question: Do you recall receiving a copy of Your City Newsletter in the mail? Answer Options Percentage No 25.5 Yes 71.4 Dont Know 3.2 Question: Do you prefer to receive Your City Newsletter online or by mail? Answer Options Online only Mail only Either online or mail Neither Percentage 26.9 67.3 5.1 .7
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*West North Central includes Iowa, Kansas, Minnesota, Missouri, Nebraska, North and South Dakota. *Comparable size cities are those with 100,000 to 250,000 residents.
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45%
40%
35%
30% Percentage
25%
20%
15%
10%
5%
0% Strongly Disagree Disagree Neither Agree nor Disagree Rating Agree Strongly Agree
Since 2007, more employees feel they receive the information they need to do their work.
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Strongly Disagree
Dis agree
Agree
Strongly Agree
Since 2007, more employees feel they get information about how their department is doing.
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50%
40%
Percentage
30%
4/7/2009 10/23/2009
20%
10%
0% Strongly Disagree Dis agree Neither Agree nor Disagree Rating Agree Strongly Agree
Employees knowledge of the vision and what the City is trying to accomplish has remained stable over the last two years.
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30%
25%
Percentage
20%
15%
10%
5%
0% Strongly Disagree Disagree Neither Agree nor Disagree Rating Agree Strongly Agree
Over the last two years, there appears to be more employees who are uncertain about their understanding of how the City is doing financially.
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50%
40%
30%
4/7/2009 10/23/2009
20%
10%
0% Strongly Disagree Disagree Neither Agree nor Disagree Agree Strongly Agree
Since 2007, job satisfaction has increased from 57% indicating satisfaction to 71% indicating satisfaction. Job dissatisfaction has decreased from 20% of respondents to 10% of respondents.
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2) Press Accuracy Rating Hits Two Decade Low (September 13, 2009) The publics assessment of the accuracy of news stories is now at its lowest level in more than two decades of Pew Research surveys, and Americans views of media bias and independence now match previous lows. Just 29% of Americans say that news organizations generally get the facts straight, while 63% say that news stories are often inaccurate. In the initial survey in this series about the news medias performance in 1985, 55% said news stories were accurate while 34% said they were inaccurate. That percentage had fallen sharply by the late 1990s and has remained low over the last decade. Similarly, only about a quarter (26%) now say that news organizations are careful that their reporting is not politically biased, compared with 60% who say news organizations are
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Source: The Nielsen Company Note: TV viewing patterns in the U.S. tend to be seasonal, with TV usage higher in the winter months and lower in the summer months leading to a decline in quarter to quarter usage, yet increasing from 2Q08 to 2Q09. As of 2Q09 the 290 million people in the U.S. with TVs spend on average 141 hours: 3 minutes each month tuning into television. June 2009 data (used in this report in place of 2Q09) shows that 134 million people watching video on the Internet spent on average 3 hours: 11 minutes during the month doing so. As of 2Q09 the 15 million people who watch mobile video in the U.S. spend on average 3 hrs: 15 minutes each month watching video on a mobile phone.
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Persons 2+ Watching TV and Using the Internet Simultaneously At Least Once Per Month June 2009 Activity % of Persons Using TV/Internet Simultaneously Estimated Number of Persons Using TV/Internet Simultaneously Time Spent Simultaneously Using TV/Internet Per Person in Hours: Minutes Average % of TV time Panelists spent also using the Internet Average % of Internet time Panelists spent also using TV Source: The Nielsen Company Persons (P2+) 56.9% 128,047,000 2:39 2.7% 27.9%
2) Social Media: The Next Great Gateway for Content Discovery? (October 5, 2009) In the beginning there were ISPs, which then gave way to portals aggregators of content and links which then led to the rise of search as the dominant form of Internet navigation or, how we get to where we were going on the
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3) Social Networking and Blog Sites Capture More Internet Time and Advertising (September 24, 2009) Americans have nearly tripled the amount of time they spend at social networking and blog sites such as Facebook and MySpace from a year ago, according to a new report from The Nielsen Company. In August 2009, 17 percent of all time spent on the Internet was at social networking sites, up from 6 percent in August 2008. This growth suggests a wholesale change in the way the Internet is used, said Jon Gibs, vice president, media and agency insights, Nielsens online division. While video and text content remain central to the Web experience the desire of online consumers to connect, communicate and share is increasingly driving the mediums growth. Among those taking note of this trend: advertisers. Estimated online advertising spending on the top social network and blogging sites increased 119 percent, from approximately $49 million in August 2008 to approximately $108 million in August 2009 all despite a recession. Share of estimated spend on these sites has doubled, from 7 percent of online ad spend in 2008 to 15 percent in 2009. Year-over-Year Percent Change in Online Ad Spend by Industry (U.S., August 2009)
Estimated Spend on Top Social Network Sites Industry Entertainment Travel Business to Business Automotive Health Web Media Software Financial Services Aug-08 $1,097,700 $473,700 $683,400 $1,110,200 $1,131,500 $11,231,800 $526,400 $3,233,900 Aug-09 $10,012,800 $2,198,200 $1,941,700 $3,085,800 $2,754,900 $26,855,700 $1,202,500 $6,415,900 Year-over-Year Percent Growth On Social Network Sites* 812% 364% 184% 178% 143% 139% 128% 98% On All Sites 40% -11% -8% -26% 8% 30% -29% -10%
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*Estimated spend on social networking sites is based off of data for the top ad-supported member community sites ranked by unique visitors in August 2009 For more information, visit http://blog.nielsen.com/nielsenwire/online_mobile/social-networking-and-blog-sites-capturemore-internet-time-and-advertisinga/.
4) Twitter Grows 1,444% Over Last Year; Time on Site Up 175% (June 22, 2009) May 2009 data from Nielsen Online shows that people continue to spend more time on social networking and blog sites than ever before, with total minutes increasing 82 percent year-over-year and the average time per person increasing 67 percent year-over-year in May 2009. Twitter.com was the fastest-growing Web brand in May 2009, increasing 1,448 percent year overyear, from 1.2 million unique visitors in May 2008 to 18.2 million in 2009. Despite being the fastest-growing brand year-over-year, Twitters monthover-month growth has begun to slow, increasing 7 percent from April. The average time per person on Twitter increased 175 percent year-over-year, from 6 minutes and 19 seconds in May 2008 to 17 minutes and 21 seconds in May 2009. However, month-over-month growth was flat, decreasing one percent from April 2009.
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