Communications Solution Within Departments for City of Hamilton Townhall Paper For this assignment, you need write 10 pages paper, double space, letter siz

Communications Solution Within Departments for City of Hamilton Townhall Paper For this assignment, you need write 10 pages paper, double space, letter size 12.

The first screenshot is the requirements.

The second file is the playbook we made for the City of Hamilton.

City of Hamilton is a government department,which is belong to the butler county,Ohio. So you can search online to find some information for introduction and background. Most information you can also find in our playbook.

The third file is the power point we made for our presentation, it is a summary for our playbook, maybe it also can help you to finish this assignment.

https://www.hamilton-city.org/ Here is the government department official website. Also it will help you.

The format is same as before, like the mini case. So you should have the example. In case you lose it, I upload it, which is the fourth file. INTERNAL
COMMUNICATION
PLAYBOOK
Table of Contents
Introduction ………………………………………………………………………………………………………….. 1
Executive Summary ………………………………………………………………………………………………… 1
Purpose ………………………………………………………………………………………………………………… 1
Goals, Mission & Vision …………………………………………………………………………………………… 1
Values ………………………………………………………………………………………………………………….. 1
Suggested Communication Channels………………………………………………………………………….. 1
Internal Communications Channels ……………………………………………………………………………. 1
City Staff Meeting List …………………………………………………………………………………………….. 1
Resources ……………………………………………………………………………………………………………… 1
Introduction
Given the immense explosion within recent years regarding the consumption of data,
whether it is through online news sources, social media platforms, there has been a
significant demand on how people want to receive this information. And now more than
ever, this demand is now becoming prevalent within the work environment. In today’s
society, information can be received within seconds, which has created a standard that
these outlets must be able to uphold. And within the working environment, it is no
different. Whether it’s managers or their subordinates, these people want to receive
their expected information in order to properly and effectively complete their duties.
Communication is the lifeblood of every organization. Companies need to be able to
reach their employees quickly in a consistent, established way. Over the years the way
companies relay information to their employees have changed. In this new age, people
are surrounded by their technology. They have cell phones, tablets, laptops and smart
watches on 24/7. Most communication no longer comes from word of mouth. It comes
from Twitter, Facebook, emails, and text messages. So, what is the best way for a
company to use this technology to their benefit without drowning their employees with
information overload?
Good communication needs to be complete, concise, and clear. The communication
needs to be in a friendly tone to encourage feedback but needs to be short enough to
be read in a matter of minutes. Long communications are usually not read or
misunderstood. Companies need to be respectful of their employees’ time.
Announcement should only be made to the employees that are affected by them.
Executive Summary
The City of Hamilton and its staff heavily relies on a wide array of communication
channels- whether it’s through emails, townhall/ staff meetings, newsletters, bulletin
boards, videos, or any other forms of communication. These messages are usually
passed down through the different layers of hierarchical leadership rather than laterally
from individual to individual. This allows managers of different departments to effectively
communication amongst their subordinates in an appropriate fashion.
However, this organization feels though that communication within departments, as well
as between departments, is not at its fullest potential. Given that there is such an
abundance of staff within this organization, there is a sense that not every employee its
effectively receiving their intended messages.
The intended purpose of this playbook is to create a more appropriate communications
environment to guarantee that all staff within the City of Hamilton- from department
heads to new hires, have a firm grasp on how and when to use it.
This playbook outlines our mission, values, organization chart, as well as the need,
resources, and appropriate channels required for an effective communication system
that engages all staff to their appropriate contingencies.
Purpose
The purpose of this playbook is to:
•
Ensure that information is shared from top-down to bottom-up and continuously
throughout the organization
•
Ensure that employees stay abreast of critical information
•
Update and have a chance to voice their opinions ultimately leading to increased
employee engagement and morale
Goals, Mission & Vision
The goals to develop an effective communication environment that:
•
•
•
•
•
Increases employee’s usage of communication methods allowing employee to
obtain critical information
Increase employee engagement
Create a multi-prong approach to employee communication
Implement a template for how information can be shared with employees across
the City of Hamilton
Increase employee morale and job satisfaction by creating more informed and
empowered employees
Mission
Providing the Best Experiences for Our Residents, Businesses, and
Visitors.
Our city’s success depends on people. Residents, businesses, and visitors have
choices. We recognize that in order for us to succeed we must deliver experiences that
make people want to be here and stay here. Regardless of where we work, we deliver
great experiences. If it’s the accountant picking up the trash on the sidewalk, or the line
worker welcoming a new business to town, we go the extra mile to deliver the best
impression for anyone passing through
Vision
A City of Authentic and Active Neighborhoods and People.
In Hamilton, we are proud of our heritage. A city of champions, we were built on the
ingenuity, courage, and drive our hardworking ancestors that built our city into an
industrial powerhouse. Through flood and fire, the grit and determination of our
ancestors is manifested in us. Hamiltonians envision an inspiring future that gives old
bones new muscle, with create shops, breweries, bakeries, and restaurants. We are
active not just in the physical sense, but by our service to our neighbors and strangers
because they are the city too. When we see a need, we take action and work to create
our Hamilton.
Values
Passion for Hamilton
City of Hamilton employees display a strong passion and commitment to the
community, its people, institutions, and enterprises. This is the central value to the
organization which supports all others. After all, we are public servants first and
foremost.
Own the Outcome
What does success look like? At the end of the day, what are we trying to accomplish?
City of Hamilton employees own the outcome, not just the work. That is to say, we are
as flexible as possible in adapting our processes to help the City achieve its vision and
goals.
Respect
City of Hamilton employees show respect and empathy toward our coworkers and the
customers we serve. We value diversity and we are committed to providing a culture
inclusive of all. We may not always be able to provide the answer a customer wants, but
we treat them as we would want to be treated. Further, we are accountable for both our
successes and failures.
Sense of Urgency
City of Hamilton employees show a bias for action. When a task is in front of us, we
move swiftly and thoughtfully. We show our customers what dedication looks like by not
only meeting, but exceeding expectations daily in our delivery of quality services.
Innovation
Our processes do not always have the most direct route to our vision and goals. It is the
responsibility of every employee to identify opportunities to improve the quality and
efficiency of our daily work, and the responsibility of management to empower their
employees to implement them. It is also our responsibility to share these best practices
with organization at-large.
Inclusion
City of Hamilton employees are a unified people, for the people. Our coworkers and
customers come from a wide variety of cultures and backgrounds, and together, our
unique perspectives make us strong. We strive to foster a culture of equity and
inclusion, realizing that every interaction is an opportunity to expand our worldview. We
respect and value one another and achieve successes together when everyone is in.
Nobody out.
Suggested Communication Channels
Event Info
Calendar
Info/
Info/
Announcements Announcements
for Large
for Small
Numbers
Numbers
Simple
Change in
Policy
Complex
Changes in
Policy
✓
Email to All
Email to
Unit
✓
✓
Intranet
✓
Face to Face
Meetings
✓
✓
Newsletters
✓
✓
Open Forum
Discussion
✓
Video
✓
✓
Text/
Emergency
✓
Conference
Call
✓
✓
Survey
✓
Bulletins
Updates &
Info
✓
✓
HR Info
Administrative
Changes
✓
Info for
Urgent
Actions
Praise
Good
Work
Inspiration/
Goals
✓
✓
Calendar
Email to
All
✓
✓
✓
Email to
Unit
✓
Intranet
✓
✓
✓
✓
✓
✓
✓
Face to
Face
Meetings
✓
Newsletters
✓
✓
Open
Forum
Discussion
✓
Video
Text/
Emergency
✓
Conference
Call
✓
✓
✓
Calendar
Survey
✓
✓
Bulletins
Internal Communications Channels
BEST FOR
ADVANTAGES
MINUSES
Event Information
Easy to
interpret/understa
nd
Continuous
updates to keep
current &
informative
Allow for personal
customization
CONSIDERATIONS
Email
BEST FOR
ADVANTAGES
Announcements
Can reach mass
needed by large
audiences fast
numbers of people
Simple to use
Can reach
recipients directly
Good for
information
awareness
MINUSES
CONSIDERATIONS
Can be overused
Average worker
receives 122
emails/day,38%
contain important
information
Not guaranteed
immediate access
No guaranteed of
message being
read
Employees spend
13 hours a week
pertain to
checking email
72% of workforce
don’t sit at desk
and use email
Intranet
BEST FOR
ADVANTAGES
MINUSES
CONSIDERATIONS
Institutional &
administrative
content
Secure
Not intended for
public
consumption
High IT
requirements in
order to be useful
From going from
paper files within
an organization to
intranet,
employees save
an average of 15
minutes
CONSIDERATIONS
Face-to-Face Meetings
BEST FOR
ADVANTAGES
MINUSES
Complex
information or
issues significant to
attendants
Demonstrates
importance
Time commitment
required
Can make
communication
personal/ relevant
to team
involvement
Success depends
on skill of leader
Allows open
discussion,
opportunity for
conflict resolution
Newsletters
BEST FOR
ADVANTAGES
MINUSES
CONSIDERATIONS
Announcements
for specific groups
of people
Feel more
emotionally
attached
Content targeted
to audience
Great for info
awareness
Typically sent over
email, which
increases # of
emails
69% of users look
forward to reading
newsletters
intended for their
interest/
Resources required department
to create content
Open Forum Discussions
BEST FOR
ADVANTAGES
MINUSES
CONSIDERATIONS
Discussion for
feedback on
certain decisions,
or important issues
Genuine open
dialogue
Certain discussion
may lead to others
opinions to be
unvoiced
Create list of topics
to discuss before
Allows people to
be heard
Summarize
discussion for
everyone to read
after
Videos
BEST FOR
ADVANTAGES
MINUSES
CONSIDERATIONS
Broad instructions/
messages relevant
over time
Reach out to
several people at
once
Potentially
expensive
Video traffic will
account for 75% of
total mobile data
traffic by 2020
Save money on
travel expenses
May be difficult to
operate
Allows for people
to talk in a
controlled
message
Text/Emergency
BEST FOR
ADVANTAGES
MINUSES
CONSIDERATIONS
Emergency Alerts
Instant delivery of
important
messages
Difficulty in people
signing up
BEST FOR
ADVANTAGES
MINUSES
CONSIDERATIONS
Address concerns/
implementation
amongst/between
departments
Reduce cost of
group meetings
Difficulty in
interpreting tone
Keep in touch with
other branches
more effectively
Certain phones
determine quality
of audio
65% of participants
engage in other
activities during
conference calls
BEST FOR
ADVANTAGES
MINUSES
CONSIDERATIONS
Feedback to
gauge feedback
regarding new
initiatives/
decisions
Allows employees
to voice concerns
Can cause
problems due to
anonymity
Employees who
voice opinions feel
4.6x more
empowered
MINUSES
CONSIDERATIONS
May interfere with
life outside of
workplace
97% of smartphone
owners use text
message on a
regular basis
Conference Call
Surveys
Can help ID
progress/ problems Disengaged
in departments
employees may
not anticipate
Bulletins
BEST FOR
ADVANTAGES
Awareness to
certain policy
changes/
announcements
Creates a platform
for discussion
Creates a sense of
community
Not easily
controlled
Can provide
inaccurate
information
City Staff Meeting List
Department/
Division
(Sample)
InfrastructureGas & Water
Police
Command
Police
Command &
Supervisors
Managers
MonthlyEngineering
EngineeringQuarterly
Traffic- IBEW,
Local 475, and
3169
Monthly
Staff
Meeting
Schedule
Time
Location
Employee
Meeting
Convener
Staff
Attendance
Approx.
Number
Staff
Attending
Format
(Face-toFace;
Conference
Call
–
7:00 AM7:30 AM
Municipal
Garage
Andy
Flum
15
Superviso
rs and
Division
Personnel
WeeklyMondays
Quarterlytwo days
(Retreat);
or one day
9:00 AM10:00 AM
PD
Trent Ch
–
–
–
–
–
–
–
–
–
–
–
–
Rich
Engle
–
–
–
–
–
–
Rich
Engle
–
–
–
Monthly
–
Municipal
Building
Scott
Hoover
5
–
–
1st
Monday
Department/
Division
HR & CSP
Building
Economic
Development
Fire Admin
Fire Command
Staff
Environmental
Health
Resident
Services
Planning
Strategy &
Information
IT Division
GIS Division
Monthly
Staff
Meeting
Schedule
At least
Monthly,
Tuesdays
Ken Meets
Once a
Month w/
Staff
WeeklyMondays
Every
Monday,
Except First
Staff
Attendance
Approx.
Number
Staff
Attending
Format
(Face-toFace;
Conference
Call
Time
Location
Employee
Meeting
Convener
2:30 PM4:30 PM
CSP
Letitia S.
Block
–
–
–
–
–
–
–
–
–
1:30 PM2:30 PM
–
Jody
4
–
–
8:30 AM9:30 AM
–
–
–
40 HR
–
–
First
Monday
8:30 AM11:00 AM
–
–
–
Deputy
Chief,
EMS, Amy
Once a
Month
Once a
Month
In Off
Season
No Set
Time
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
3:00 PM
3rd Floor
Conference
Room
Liz
Hayden
7
All Depts
Face to
Face
3:00 PM
IT
Conference
Room
Brandon
Saurber
–
All Hands
–
3:00 PM
IT
Conference
Room
Manju B.
–
All IT,
Brandon,
Leah
–
9:00 PM
IT
Conference
Room
–
All GIS,
Brandon,
Leah
–
Every
Wednesday
First
Tuesday of
Every
Month
Third
Tuesday of
Every
Month
Every other
Monday
?
Department/
Division
Brandon
Monthly One
on Ones
Monthly
Staff
Meeting
Schedule
MondaysOnce a
Month
10:00
AM
IT
Conference
Room
–
–
–
–
–
All Hands
–
Directors
–
Face to
Face
–
Rotating
Operation
s
–
5
–
Face to
Face
–
Customer
Service
Face to
Face
–
Superinte
ndents
–
–
–
Superinte
ndents
Conference
Call
Face to
Face
Face to
Face
Streets &
Sewers,
Gas &
Water
Fleet
Maint.
–
–
11:00
AM
Council
Chambers
Infrastructure
Wednesdays
– Weekly
8:30
AM10:30
AM
Infrastruct
ure South
Conference
Room
Jim
Logan
Infrastructure
FridaysWeekly
All Day
All
Locations
MondaysWeekly
Infrastructure
– Customer
Service
Monthly
HuddleWednesdays
Infrastructure
– Hydro
FridaysWeekly
Monthly Site
Visits
Every
Thursday
Public Works
Public WorksDivisional
Meetings
Every Month
Format
Location
–
Infrastructure
Staff
Attending
Time
Arian
Hall &
Chrystal
Hall
Finance
Staff
Attendanc
e Approx.
Number
Employee
Meeting
Convener
1:30
PM2:30P
M
10:00
AM10:30
AM
9:30
AM
7:45
AM
7:15
AM8:30
AM
–
Infrastruct
ure South
Nate
Conference
Perry
Room
Customer
Marie
Service
Hibbard,
Break
Darla
Room
Bokeno
Dan
Moats
Hydro
Dan
Plants
Moats
Jim
Garage
Williams
Garage
Jim
Williams
Department/
Division
Monthly Staff
Meeting
Schedule
Time
Waste Water
1st
Wednesday
of Every
Month
7:45 AM8:30 AM
Water
Production
Electricians II,
Supervisors
Fleet
Maintenance
Electric
Distribution
Every Day
Every
Monday
Every Day
Every Day
7:00 AM7:15 AM
8:00 AM9:00 AM
7:00 AM7:15 AM
6:30 AM
Location
Employee
Meeting
Convener
Staff
Attendance
Approx.
Number
Staff
Attending
Format
Plant
Greg
Hilderbran
d
All Hands-1st
Shift
–
–
Plant
John Bui
All Hands1st Shift
–
–
Power
Plant
Dennis
–
–
–
–
–
–
Crew
Leaders,
Lineman III
–
–
Garage
Hanover
Steve
Ormsby
John
Schlitchter
& Chris
Napier
Resources
Calendar Info:
• Collins, Bryan. “The Secrets Of Effective Calendar Management.” Forbes,
Forbes Magazine, 31 July 2018,
www.forbes.com/sites/bryancollinseurope/2018/07/31/the-secrets-of-effectivecalendar-management/#61301a382c8a.
• Walburg, Ellie. “Five Reasons You Should Be Keeping a Calendar.” Cornerstone
University, 18 Dec. 2017, www.cornerstone.edu/blogs/lifelong-learningmatters/post/five-reasons-you-should-be-keeping-a-calendar.
Email Info:
• Wells , Kristen. “8 Reasons Email Is Ineffective in the Workplace.” Zinc, 15 Jan.
2019, www.zinc.it/8-reasons-email-is-ineffective-in-workplace/.
Intranet Info:
• Rauv, Siv. “Is Your Intranet Driving Internal Communications?” Elcom, 12 July
2017, www.elcomcms.com/resources/blog/is-your-intranet-driving-internalcommunications.
Video Info:
• Tripathy, Runa. “Why Video Conferencing Is Important in Business?”
CustomerThink, 21 Aug. 2017, customerthink.com/why-video-conferencing-isimportant-in-business/.
• Vibons. “How to Use Video to Improve Internal Communications in the
Workplace.” Medium, Medium, 5 Dec. 2017, medium.com/@vibons_video/howto-use-video-to-improve-internal-communications-in-the-workplace855ecbd47958.
Conference Calls Info:
• Ayres, Crystal. “6 Advantages and Disadvantages of Audio Conferencing.”
ConnectUS, 9 Aug. 2019, connectusfund.org/6-advantages-and-disadvantagesof-audio-conferencing.
• Gavett, Gretchen. “What People Are Really Doing When They’re on a
Conference Call.” Harvard Business Review, 19 Aug. 2014,
hbr.org/2014/08/what-people-are-really-doing-when-theyre-on-a-conference-call.
Survey Info:
•
•
Fermin, Jeff. “Are Employee Surveys Effective?” Officevibe, 3 Mar. 2015,
www.officevibe.com/blog/are-employee-surveys-effective.
Wigston, Sue. “Are Employee Engagement Surveys Effective?” Experiential
Organizational Training & Development, 5 July 2018,
www.eaglesflight.com/blog/are-employee-engagement-surveys-effective.
Bulletin Info:
• Burs, Elizabeth. “Advantages of Bulletin Boards.” Techwalla,
www.techwalla.com/articles/advantages-of-bulletin-boards.
Text Info:
• Burke , Kenneth. “107 Texting Statistics That Answer All Your Questions.” Text
Request, 24 May 2016, www.textrequest.com/blog/texting-statistics-answerquestions/.
• Frost, Shelley. “About Texting in the Workplace.” Small Business – Chron.com,
Chron.com, 26 Oct. 2016, smallbusiness.chron.com/texting-workplace12302.html.
Face to Face Meetings Info:
• Grossman, David. “Face-To-Face Communication: 6 Reasons to Lead in
Person.” Internal Communications Agency, 15 Apr. 2019,
www.yourthoughtpartner.com/blog/bid/44390/leading-in-person-6-reasons-tocommunicate-face-to-face.
• Mayhew, Ruth. “Face-to-Face Meetings in the Workplace.” Small Business Chron.com, Chron.com, 26 Oct. 2016, smallbusiness.chron.com/facetofacemeetings-workplace-11705.html.
Newsletters Info:
• “How to Create an Effective Email Newsletter: 7 Golden Steps & Tips.”
VerticalResponse Blog, 28 Feb. 2017, www.verticalresponse.com/blog/7-goldensteps-to-creating-an-effective-email-newsletter/.
City of Hamilton
Communication Handbook
Group Members
Rachel Cahall
Grayson Getz
Paul Gabbard
Fengyun He
Yuanfeng Liu
Jason Herbort
Introduction
Communication has changed
Increased social media
Smart phone and watches
Lack of effective communication between employees
Employees in all departments can’t receive the latest news or instructions in
a timely manner
Concerns
Data Overload
Distinction between personal time an…
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