Strategic Communication Plan - RTD

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INTRODUCTION RTD FasTracks Public Information/Involvement Program Overview The RTD FasTracks Public Information/Involvement Program is in place to establish and maintain a high level of communication and outreach to project stakeholders throughout the 12-year FasTracks program. The communication function is an essential part of keeping communities connected and engaged throughout the FasTracks process, ensuring public confidence, and identifying and resolving issues and concerns. Vision The RTD FasTracks Public Information/Involvement Program will provide the communication integration necessary for consistent, accurate, reliable internal and external communications that support the RTD FasTracks team vision to provide an enhanced region-wide, reliable and safe transit system that responds to the growing transportation needs of the Regional Transportation District. Mission The mission of the RTD FasTracks Public Information/Involvement Program is to support the goals of the FasTracks Program by creating and maintaining a comprehensive communications program that will contribute to a high level of understanding and trust between the public and the Regional Transportation District. Goals • To maintain and promote the cooperative spirit of regionalism upon which

the RTD FasTracks Program relies for its success • To establish an integrated, coordinated, consistent flow of information

about FasTracks through internal and external channels • To use a variety of communications methods to keep all stakeholder groups

highly informed about and engaged in the RTD FasTracks program • To be responsive, accessible, proactive, honest and forthright to

stakeholder groups in all communications about FasTracks • To establish avenues for stakeholders to become involved throughout the

FasTracks program • To quickly and accurately identify, analyze and respond to issues, inquiries

and input

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DEFINITION OF PLAN TERMS The RTD FasTracks Strategic Public Information/Involvement Plan identifies, defines and outlines key communication components for coordinating and integrating the public information/involvement function in order to ensure comprehensive, cohesive communication efforts for the RTD FasTracks program. These components include: Programs Issues Management: A formalized communication management process that the RTD FasTracks team will use to anticipate and document emerging concerns or issues that may affect the FasTracks program, team and/or stakeholders, and to take coordinated, strategic action regarding those issues. Crisis Communications: Pre-established procedures designed to guide the RTD FasTracks team in coordinated communications with the news media, the public, government agencies, employees, project partners, and other affected parties in response to a crisis situation. Internal Relations: A program focused on ensuring that all staff, consultants and project partners remain informed and engaged in the RTD FasTracks program. Internal Relations will concentrate on developing and maintaining communication channels that allow for information flow throughout the project team. Public Involvement: A program focused on facilitating two-way communication between the public and the RTD FasTracks program team. Public involvement strategies will be designed to elicit input, feedback and participation throughout the project. Public Outreach: A program focused on connecting with and educating various communities and stakeholders by providing information to create an informed general public. Government Relations: A program focused on establishing and/or maintaining a positive relationship with local, state and federal government partners and stakeholders involved in the RTD FasTracks program. Media Relations: A program focused on establishing and/or maintaining a positive relationship with trade, community, local, regional and national media outlets.

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Planning Terms Target Audience : A specified audience or demographic group for which a communication message or method is designed. Goal : The identified overarching purpose(s) for any public information/involvement program, activity or message. Objectives : A specific, measurable outcome that identifies the time frame, intended audience, and desired result of a communication activity. Ex: To inform 100 percent of RTD FasTracks team members of the project goals within 30 days of hire. Strategies : General approaches that tie specific tactics into the objectives. Strategies do not indicate specific actions to achieve objectives. There can be multiple strategies for each objective, as well as strategies that can support multiple objectives. Ex: Work with HR to develop a new-hire project orientation package. Tactics : Specific communication actions, tools and/or methods devised to deliver information and messages. Ex: Project fact book, orientation presentation, newsletters, Web site, etc.

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STRATEGIC APPROACH TO PUBLIC INFORMATION/INVOLVEMENT Team Structure FasTracks possesses unique elements that require a centralized team to coordinate an integrated organizational structure that addresses the needs of the overall RTD FasTracks Public Information/Involvement program, as well as the individual needs of each corridor. To achieve this, a team configuration has been identified that will accommodate both requirements and maximize communication resources. FasTracks Public Information Manager The RTD FasTracks Public Information Manager is in place to oversee a comprehensive communications program which includes an array of public outreach, public involvement, media relations, government relations, graphics arts, special events, informational materials, market research, and other public information-related elements project-wide and corridor by corridor. The Public Information Manager also will oversee the development of the corridor public involvement plans and the orchestration of those plans. FasTracks Public Information Consultant (PIC) The FasTracks Public Information Consultant works in conjunction with the FasTracks Public Information Manager in the oversight and execution of communications and outreach associated with the FasTracks program. The primary tasks of the PIC will be to focus on conducting comprehensive public outreach and public information support for the FasTracks program. This includes coordination with the corridor public involvement teams through corridor liaisons; issues management; coordination and facilitation of a Citizens Advisory Committee (CAC); communicating with local communities, local elected officials, local neighborhood and community groups, minority groups, local businesses, and media outlets; internal relations; coordinating content and maintenance of the FasTracks Web site and hotline; coordinating production of FasTracks collateral materials; and planning and orchestrating FasTracks-related special events and activities. Planning and Development Community Involvement Staff The Planning and Development Community Involvement Staff will be integrated into the FasTracks Public Information/Involvement Program and be a working part of the FasTracks PI Team. Community Involvement staff will coordinate the overall public involvement function through the Environmental Impact Statement process, serve as corridor liaisons throughout the various stages of FasTracks development, and assist the FasTracks PI Team in various other communication-related functions, as identified.

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Corridor Public Involvement Teams As FasTracks progresses through the various stages of planning and development, corridor public involvement teams will be contracted to carry out the corridor-specific public involvement duties. The corridor teams will work with the general FasTracks PI Team in developing corridor PI plans and defining the various tasks and responsibilities of the two teams. The FasTracks PI Team and the corridor PI teams will work closely to ensure that program-wide key issues and messages are incorporated into the corridor team plans, and that the corridor issues and messages are communicated to the program-wide stakeholders. Corridor Liaisons The FasTracks PI Team will assign members of the team to serve as liaisons to the various FasTracks corridors and projects. These corridor and project liaisons will be the consistent link from the overarching PI Team to the corridors/projects throughout the FasTracks implementation process. Establishing liaisons ensures a convenient and streamlined flow of communication between the FasTracks PI Team and the corridor PI teams. The PI liaisons will attend corridor/project team meetings, assist in the planning and orchestration of corridor community meetings, coordinate corridor messaging to the program PI team and program messaging to the corridor PI team, and coordinate review of all corridor/project collateral materials.

Organizational chart

Staffing As identified in the organization chart, staffing has been aligned both by corridor and by functional communication discipline, as outlined in this plan. Preliminary staffing needs have been identified based on the RTD FasTracks implementation schedule as of fourth quarter 2005, with additional staff needs corresponding with the projected timing for project ramp-up into design and construction. Staffing needs will be analyzed on an ongoing basis, as part of the annual strategic communication planning process. Roles and Responsibilities Each full-time RTD FasTracks Public Information/Involvement Team staff member will be tasked with a corridor liaison role (one or more), as well as the lead responsibility for one or more functional communication disciplines. The intent of the roles and responsibilities alignment is to ensure consistency and coverage of the key communication components of the plan. The staff lead for each functional discipline will provide strategic oversight and management, with implementation assistance from other team members and/or subconsultants as necessary and appropriate. Staff roles and responsibilities will be analyzed on an ongoing basis, as part of the annual strategic communication planning process. Following are the preliminary roles and responsibilities outlined for current and future staff: RTD Public Information/Involvement Manager Corridor Liaison Role(s): N/A Internal Liaison Role(s): N/A Discipline Lead(s): Functional Discipline Oversight; Media Relations, Issues Management Primary Responsibilities: • Set strategic vision and direction for RTD FasTracks

Public Information/Involvement Team • Develop Annual Public Information/Involvement Plan • Develop annual team scope of work and budget • Oversee development and implementation of corridor public involvement

plans • Manage public information consultant contract • Develop annual and quarterly Media Relations

and Issues Management Plans • Oversee/support functional discipline management • Manage media relations activities • Other functions as assigned through annual

responsibility matrix process Consultant Public Information/Involvement Project Manager Corridor Liaison Role(s): Northwest Rail Corridor; US 36 Corridor; Internal Liaison Role(s): N/A

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Discipline Lead(s): Crisis Communications; Public Outreach Primary Responsibilities: • Manage day-to-day activities of RTD FasTracks Public

Information/Involvement Team • Assist in development of annual overall Strategic Public

Information/Involvement Plan • Assist in defining annual team scope of work • Develop annual and quarterly Crisis Communications and Public Outreach

Plans • Oversee/support corridor liaisons • Coordinate with assigned corridor PI teams and stakeholders • Other functions as assigned through annual responsibility matrix process Consultant Public Information/Involvement Executive Liaison Corridor Liaison Role(s): N/A Internal Liaison Role(s): N/A Discipline Lead(s): N/A Primary Responsibilities: • Serve as executive liaison to RTD senior staff, RTD board, and key elected

officials and project stakeholders • Assist in defining annual team scope of work • Lead key stakeholder interface • Coordinate on individual Issues Management Plans • Coordinate with assigned corridor PI team and stakeholders Consultant Stakeholder Outreach Specialist Corridor Liaison Role(s): LRT Maintenance Facility, Denver Union Station Project, City and County of Denver Internal Liaison Role(s): N/A Discipline Lead(s): Government Relations Primary Responsibilities: • Develop annual and quarterly Government Relations Plans • Lead coordination of Citizens Advisory Committee • Lead coordination of contact matrix management • Coordinate with assigned corridor PI teams and stakeholders Consultant Public Outreach Specialist Corridor Liaison Role(s): I-225 Corridor Internal Liaison Role(s): N/A Discipline Lead(s): Special Events Primary Responsibilities: • Support and implement contact matrix management • Support and implement key stakeholder interface • Coordinate with assigned corridor PI teams and stakeholders • Oversee planning and orchestration of special events

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• Oversee production of PowerPoint presentations Consultant Public Outreach Specialist Corridor Liaison Role(s): North Metro Corridor Internal Liaison Role(s): N/A Discipline Lead(s): Internal Relations, Print Materials Primary Responsibilities: • Develop annual and quarterly Internal Relations Plans • Manage Internal Relations communication channels and tools • Oversee production of print collateral production • Oversee graphic design coordination • Assist with special events planning and orchestration • Coordinate with assigned corridor PI teams and stakeholders RTD Public Information Specialist Corridor Liaison Role(s): Southeast Extension; Southwest Extension Internal Liaison Role(s): Small Business Opportunity Office; RTD Marketing • Oversee production of Small Business Opportunity Office newsletter • Oversee maintenance of FasTracks Web site • Coordinate maintenance of FasTracks Information Line • Assist with special events planning and orchestration • Coordinate production of specific program brochures

RTD Manager of Corridor Planning/Community Involvement Corridor Liaison Role(s): East Corridor; Central Corridor Internal Liaison Role(s): N/A Discipline Lead: EIS/NEPA Public Involvement Primary Responsibilities: • Lead Central Corridor coordination • Coordinate with assigned corridor PI team and stakeholders RTD Community Involvement Project Manager Corridor Liaison Role(s): West Corridor Internal Liaison Role(s): N/A Discipline Lead: Public Involvement Primary Responsibilities: • Develop annual and quarterly Public Involvement Plans • Oversee production of district-specific newsletters • Coordinate with assigned corridor PI teams and stakeholders RTD Senior Community Involvement Specialist Corridor Liaison Role(s): Gold Line Internal Liaison Role(s): TOD Team Discipline Lead: N/A Primary Responsibilities:

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• Coordinate with assigned corridor PI teams and stakeholders RTD Public Information Administrative Assistant Primary Responsibilities: • Manage administrative functions • Maintain stakeholder lists • Manage calendar and meeting coordination • Assist with special event planning, production scheduling, etc.

Corridor oversight/integration/coordination Consistent messages, applicable methodologies and lessons learned must be coordinated between the RTD FasTracks Public Information and Involvement Team and the Corridor Public Involvement Teams, throughout the planning, design, construction and mobilization/ opening phases. This will ensure continuity of vision, expectations and implementation for the project and, eventually, the system. To accomplish this, the RTD FasTracks Public Information/ Involvement Team and the Corridor Public Involvement Teams will require close coordination. The following table outlines the preliminary roles and responsibilities of the Corridor Public Involvement Teams and the RTD FasTracks Public Information/ Involvement Team during the Planning and Design phases. These roles and functions will be analyzed on an ongoing basis, as part of the annual strategic planning process.

Public Information and Public Involvement Roles and Responsibilities AREA/TASK ROLE OF EACH TEAM

Corridor Public Involvement Team

RTD FT Public Information/Involvement Team

Corridor Public Involvement Process

Develop Public Involvement Plan Implement Corridor Public Involvement Process Responsible for all NEPA required public involvement

Assign Strategic Liaison between the RTD FT Public Information/Involvement Team and the Corridor Public Involvement Team Review Public Involvement Plan

Issues Tracking Track corridor issues and resolutions Work with FT PI Team on resolving issues

Maintain tracking of program-wide issues and resolutions Work with Corridor PI Team on resolving issues

Government Relations

Coordinate with FT PI Team on interaction with government officials on corridor-specific issues

Coordinate program government relations efforts

Media Relations Follow FasTracks Program Media Guidelines Write and distribute corridor-specific news releases

Provide FasTracks Media Guidelines and Procedures for all FT PI and Corridor PI team members Review and approve corridor-specific news releases

Stakeholder Lists Compile and maintain stakeholder lists; coordinate

Provide stakeholder database platform

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stakeholder communication and maintain records of all such communication; develop contact matrix of key stakeholders

Provide initial stakeholder list(s), if applicable Provide template for contact matrix

Web Site Maintain corridor-specific Web content and updates

Provide main FasTracks Web site design and hosting

Written Collateral

Provide content, layout, production and distribution Coordinate with Corridor Liaison on archiving of final documents in FasTracks Document Control

Provide collateral design templates Approve collateral materials prior to release Coordinate with Corridor PI Team on archiving of final documents in FasTracks Document Control

Foreign Language Translation

Provide foreign language translation services

Provide translation of transit terminology for uniform use

Information Line Coordinate updates on corridor-specific section of Info Line with Program Team Corridor Liaison

Provide FasTracks Information Line architecture and hosting

Corridor Identity Produce collateral with established corridor identity

Design corridor identity

Messaging Coordinate all public information messaging with FT PI Team Produce corridor-specific messaging and share with FT PI Team Disseminate program messaging via corridor communication methods

Review corridor-specific messaging Produce program-wide key messaging

Coordination Meetings

Attend corridor-specific team meetings Attend quarterly FasTracks PI Coordination meetings

Attend corridor-specific team meetings Facilitate quarterly FasTracks PI Coordination meetings

Turnover Package

Provide the following turnover package materials at phase conclusion in addition to federally required documentation:

Approve turnover package

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• Lessons Learned • Unresolved/ongoing project

issues • Contact matrix of key

stakeholders • List of all identified

stakeholder groups/contact information

• Established communication methods

Project Public Information/Involvement Phases The overall strategic public information/involvement process will be aligned with the four primary phases of the RTD FasTracks project: 1. Planning (EIS/EA/EE) 2. Design 3. Construction 4. Mobilization/Opening (bus re-routing, marketing coordination) Each of these four project phases will present unique considerations from a communication perspective that will be addressed through a revision to this document – the RTD FasTracks Program-Wide Strategic Public Information and Involvement Plan. Based on the current RTD FasTracks implementation schedule, revisions to this plan are anticipated to take place in 2007, 2009 and 2012, to correspond with the commencement of the design, construction and mobilization/opening phases across corridors. The West Corridor will serve as the gateway for lessons learned to apply to each phase, given the corridor’s accelerated schedule. Research and Planning All phases of the RTD FasTracks Strategic Public Information/Involvement plan will be rooted in solid, strategic research. Involvement, outreach and informational needs will change and evolve throughout the life of the program, and systematic qualitative and quantitative research will allow the project team to anticipate trends; proactively address issues; and create and evaluate communication programs, methods and messages that meet the needs of project stakeholders. The RTD FasTracks Public Information/Involvement Team will: • Provide a variety of stakeholder input opportunities • Track stakeholder understanding and opinion • Evaluate the effectiveness of communication methods and messages • Coordinate with RTD FasTracks Quality of Life Metrics

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PROJECT STAKEHOLDERS To engender public trust and understanding, the RTD FasTracks Project team will need to communicate with a wide variety of stakeholders. Key project stakeholders can be categorized in to two groups, which include:

Internal

• RTD FasTracks Team • RTD staff • RTD board • Corridor consultant teams • Other consultants (e.g., survey, travel demand forecasting,

systems, etc.)

External • Neighborhood associations • Businesses

o small businesses o large employers

• Property owners • Non-profits • Chambers of Commerce • News and Community Media outlets • Service and community organizations • Professional associations • Minority organizations • Federal Transit Administration, Federal Highway Administration • Congressional delegation • State legislators • Local elected officials • City and County staff • Colorado Department of Transportation (CDOT) • Denver Regional Council of Governments (DRCOG) • Metro Mayors Caucus • Public sector staff • Environmental Protection Agency (EPA), via the Environmental

Advisory Team (EAT) • Resource agencies, (e.g., SHPO, CDPHA, Army Corps of

Engineers, USFW, etc.) • Public Information Officers (PIOs) • Transportation Management Organizations (TMOs) • Daily newspapers • Community newspapers • Trade publications

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STRATEGIC ACTION PLAN Strategic communication assumes a direct cause-and-effect relationship between an organization’s communication activities and the success of the organization's mission. To that end, the RTD FasTracks Public Information/Involvement Team has developed seven strategic communication programs that will support the successful implementation and completion of the RTD FasTracks Program in a measurable way. These programs will be integrated at both the programmatic and individual corridor levels to ensure that a cohesive, consistent public information/involvement program is administered throughout the project. The programs have been grouped into two distinct categories: • Issue-based programs – outlining processes for addressing

communication needs on an issue-by-issue basis a. Issues Management b. Crisis Communications

• Audience-based programs – specific programs to reach and engage key

stakeholders on a consistent basis a. Internal Relations b. Public Outreach c. Public Involvement d. Government Relations e. Media Relations

Planning Methodology To address the fluid nature and changing needs of the various RTD FasTracks Program phases, the RTD FasTracks Public Information/ Involvement Team will develop annual and quarterly strategic plans for each of the above programs that outline specific, measurable outcomes that will focus resources to support this Program-Wide Strategic Public Information/Involvement Plan.

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Issues Management The following plan outlines the management process that the RTD FasTracks team will use to anticipate, track and take coordinated, strategic action with regard to emerging concerns or issues that may affect the FasTracks program, team and/or stakeholders. To ensure that issues are addressed in a strategic, coordinated and timely way, issues will be identified and managed using a five-step process: 1. Issue Identification: Issues will be tracked and identified by the Public Information/Involvement team through a variety of methods, including: • Corridor liaisons and contact matrix • Meeting monitoring – Agenda scans, attendance, meeting coordination • In-Reach – GMRs; Project progress meetings; Intranet; Senior staff

meetings; Board, committee and study sessions 2. Issue Mapping: Once an issue is identified, it will be analyzed from a variety of angles to determine its extent, including: • Schedule, budget, political, geographic, demographic, associated issues 3. Issue Strategy Options: Once mapping is complete, the team will generate strategic options for approach. • Targeted message development 4. Issue Action Plan Implementation: Once the strategy(ies) has been selected, an issue action plan will be developed to ensure coordinated implementation. • Implementation checklist 5. Evaluation of Results: A formal debrief to evaluate results will conclude the issue management cycle. • Debrief Discussion – Share results and lessons learned with project

management team at bi-weekly meetings

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Crisis Communication Management An effective crisis communication plan is critical to successfully managing the flow of information during crises and emergency situations. With multiple corridors under progress at the same time, the RTD FasTracks Program presents some unique challenges in the area of crisis communications. Given the magnitude of the project, the high level of interest in the community, and the number of entities and stakeholders involved, the RTD FasTracks Communication Team will develop a Crisis Communications Plan in conjunction with the corridor teams and other agency partners. Three elements are key to successfully managing crisis communications: 1. Have a plan in place and ensure that everyone understands it. Even the

most solid crisis communications plan will eventually fail if every person on the project has not been properly trained as to what they should do during a project incident or crisis.

2. Deliver a clear, concise message to stakeholders in a forthright and timely manner. Responding quickly and clearly during incidents and crises is the most effective way to minimize potential impacts.

3. Limit the number of people who speak for the project. The best way to ensure that accurate information is disseminated is by having one voice communicate that information.

The Crisis Communications Plan will support the following goals: • Ensure accurate, consistent and timely communications – both internally

and externally • Eliminate or minimize confusion and rumors • Protect the reputations of the Project team members • Maintain credible relations with public officials, emergency response

providers, the media, the public and all mutually identified stakeholders • Identify and clarify responsibilities and ensure Project staff preparedness The Crisis Communication Plan will be developed in 2006 in conjunction with the corridor teams that currently are assigned to the project. Representatives from participating emergency service providers and impacted municipalities will also participate in plan development, to ensure inter-agency coordination and cooperation where necessary. The Crisis Communication Plan will be reviewed annually and updated as needed. Contact lists will be reviewed and updated on a quarterly basis.

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The Crisis Plan will include the following components: 1. Purpose

2. Crisis/Incident definitions/Potential Scenarios

Corresponding dissemination, lead and spokesperson responsibility. The plan will identify according to these definitions, who will take the lead on specific incidents.

• Designated staff within each organization to respond to the defined incident or emergency will also be identified

• Lead agency matrix

• Homeland Security National Incident Management System (NIMS) coordination

Key Project messaging criteria. Specific guidelines will be outlined for the established messaging criteria that must be incorporated into all crisis messaging.

3. Crisis communications flow chart

• The flow chart will provide a graphic depiction of the integrated project/agency crisis communication process.

4. Internal notification procedures

• Emergency contact list. The contact list/notification tree will be developed and updated in conjunction with the formation of the final Crisis Plan, and will follow the divisions established through the incident definition section outlined above.

• List of emergency service providers. This list will also be incorporated into the telephone tree, following the incident definition process.

5. Crisis Communication Center

• Roles and responsibilities checklists • Media spokesperson • Government liaison • Internal liaison • Public liaison

6. Spokesperson procedures

• Specific spokesperson procedures will be established in cooperation with the designated spokespersons from our participating partner agencies and emergency response agencies. This will facilitate consistency of response, regardless of which agency is the lead for a specific incident within a specific corridor.

7. On-site procedures

On-site procedures provide the critical guidance necessary to effectively manage incidents and crises at the site level.

• Media control. Media control procedures will be established to ensure the consistent, effective handling of media needs during crisis situations.

• Safety Zones. Safety zones will be pre-established for each job site throughout the corridor.

• Steering statements. Recognizing that crises happen “in the moment,” it is critical to have pre-approved steering statements in place to assist the first on-site point of contact in accommodating the needs of the media until the designated spokesperson arrives.

8. Subcontractor requirements

• The plan will include a section on subcontractor requirements relating to crisis communication and media relations procedures. These established requirements will be included in all subcontracts.

9. Crisis communications toolbox

A toolbox of materials will be developed as needed, according to project phase, to increase the effectiveness of crisis communications planning.

• Media training material. A media and crisis training program will be developed specific to the nature of this project. A comprehensive training program will be developed and provided at all levels of the project team to ensure a comprehensive understanding of roles and responsibilities as they apply to media relations.

• Laminated crisis communications wallet cards. These provide detailed internal communication notification procedures for work crews and serve as a quick and convenient reference tool during emergency situations.

• On-site procedure cards. This laminated document provides detailed procedural information for work crews regarding emergency communication response in the field.

• Toolbox briefing sheets. Toolbox briefing sheets are used by superintendents, foremen and safety personnel as a quick reference to brief crews about emergency communication procedures once construction commences.

• Pre-approved statements and news release templates. Sample news releases and statements will be drafted based on the potential scenarios.

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INTERNAL RELATIONS Program-Wide Goals • Allow the free flow of communication throughout the FasTracks team • Quickly and accurately respond to inquiries (both internal and external) • Create an informed team and facilitate effective coordination Stakeholder Audiences • RTD FasTracks Team • RTD staff • RTD board • Corridor teams Strategies • Establish, maintain and upgrade communication channels that enhance

cross-functional communication • Plan events and communication methods to foster “one-team” culture • Equip team members with information to be effective program

ambassadors Tactics Toolbox • Intranet system • Annual teambuilding event • MMQ modification • Internal meetings • Processes, procedures, guidelines • Newsletters • E-mail communications • Training, e.g., orientation, media, presentation • Key message sheets • Fact book Proposed Measurement • Web-based employee communication survey • Message monitoring • Informal feedback, one-on-one interviews

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PUBLIC INVOLVEMENT

Program-Wide Goals • Encourage public participation during all phases of FasTracks • Present a unified public involvement approach from the FasTracks

project team Stakeholder Audiences • Neighborhood associations • Businesses (small & large) • Property owners • Local jurisdictions

Strategies • Create a cohesive relationship between the program communication team

and the corridor communication teams • Develop communication methods that facilitate two-way communication • Expand the FasTracks identity throughout all corridors • Tailor communications to specific community characteristics Tactics Toolbox • FasTracks Web site • Intranet • Issue-management database/report • Corridor-specific FasTracks templates • News releases • Newsletters • Existing communication channels • Government access channels • News media • Fact sheets • Public meetings • Door-to-door canvassing • Neighborhood meetings • Project hotline Proposed Measurement Meeting attendance, response rates, focus groups, surveying, Web site monitoring

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PUBLIC OUTREACH Program-Wide Goals • Raise awareness and understanding of the FasTracks program • Maintain public confidence in RTD and the FasTracks program • Communicate consistent, accurate and timely information to the public Specific target audiences • Neighborhood associations • Non-profits • Chambers • Media • Service and community organizations • Professional associations • Minority organizations Strategies • Maximize use of existing communication channels within the community • Layer easily accessible communication methods to address

communication preferences • Tailor communications to specific community characteristics Tactics Toolbox • News releases • Public meetings/Presentations/Speakers Bureau • Special events • Web site • District newsletters • Annual report • Annual project video • Project fact book • Brochures • Information kits • Project collateral materials • Fact sheets • Kiosks • Bus panels/Trans-fluxes • Advertising • Project Hotline Proposed Measurement • Annual surveying, meeting attendance, response rates, focus groups,

Web site monitoring

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GOVERNMENT RELATIONS Program-wide goals • Maintain confidence in the management and progress of the RTD

FasTracks project • Utilize existing communication channels to extend the reach and enhance

the clarity of RTD FasTracks messages • Facilitate project partnerships that assist RTD in meeting the FasTracks

program goals Specific target audiences • FTA, FHWA • Corps of Engineers • Congressional delegation • State elected officials • State legislators • Local elected officials • CDOT, DRCOG • Metro Mayors Caucus • Public sector staff • Resource agencies, EPA (Environmental Advisory Team) • PIOs Strategies • Update elected and appointed officials, staff and agencies on a regular,

proactive basis • Provide information and messages that allow government partners to

respond quickly and accurately to constituents and demonstrate support of the project

• Identify and respond to issues in a proactive, coordinated manner Tactics Toolbox • Elected officials briefings • Contact matrix • Meeting monitoring • Special events • PIO briefings • Presentations • Speakers bureau • Newsletters, updates • Director newsletters Proposed measurement Annual surveying, focus groups, feedback from briefings, feedback from agency/project staff

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MEDIA RELATIONS Program-wide goals • Develop and maintain proactive relationship with media representatives • Provide accurate, timely, consistent information • Create and maintain interest throughout life of the FasTracks program Specific target audiences • Daily newspapers • Community newspapers • Trade publications

• Transit • Business • Engineering /Construction • Architecture

• Local television • Local radio • National broadcast news • Government access channels • State-wide media • Local jurisdiction newsletter editors • Minority media and publications Strategies • Create convenient, accessible, clear communications for media

representatives • Maintain accurate, updated media contact lists and deadline requirements • Maintain regular communication with key local news representatives • Craft communications to meet specific media outlet needs • Establish RTD FasTracks project media interaction guidelines Tactics toolbox • News releases • News conferences • Media visits • Web site • Media kits • Graphics; photos • Fact sheets • Backgrounders • Annual video Proposed measurement Review level, accuracy and frequency of coverage, review media clips, annual visit feedback

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Strategic Communication Plan - RTD

Documents