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HomeMy WebLinkAboutSS2 - Public Outreach Communication PlanIntroduction The City of Newport Beach created its public information office in 2001 and developed its first communication plan the following year. In the past seven years, City staff has made concerted efforts to carry out that plan and communicate effectively with its residents, businesses and visitors. With a number of high - profile projects and issues underway, the City recently identified the need to be more strategic in its outreach efforts and to implement a new communication plan to improve both internal and external communication. In 2007 and again in 2008, the Newport Beach City Council made enhancing communication with residents one of its top priorities for the year. Why the City Needs to Enhance Communication Efforts During this same time period, the City Council and staff initiated an organizational improvement effort with a survey to assess resident satisfaction with the services it provides. The City retained ETC Institute of Olathe, Kansas, to create and conduct the survey by both mail and phone. ETC selected a random sample of 1,800 households to survey to gain the 600 completed surveys needed to produce a statistically valid sample ( +/ -3.7% at the 95% confidence level). Ultimately, 718 valid surveys were received and tabulated. Ninety-eight percent (98 %) of residents felt Newport Beach was a "good" or "excellent' ' place to live. Eighty -eight percent (88 %) of the residents who had opinions rated the quality of life in Newport Beach as "excellent" or "good" and 87% were positive about the quality of City services offered. Obviously, the survey results were very good and only a few City services were identified as needing improvement. Communication was among the services that received average ratings. The survey results measured satisfaction levels with existing communication efforts and what sources residents use to obtain information about the City. Sixty -five percent (65 %) of respondents were satisfied or very satisfied with the City's efforts to keep them informed. This rating is low in comparison to the rating received by other City services. When asked about specific communication tools: 62% were satisfied with information from the City Manager's newsletter 52% were satisfied with the City Web site Satisfaction with Various Aspects of Communication b1 f2'��"a8a� wro madam epmaetfoianriwoKximxrumcber. *ice+, city eNOas to keep rswerw info sd The eumatm from City M1tafaws n Swtw Tha CiVs website M Yz. 6albEe! t51 O ta; 0NC." 8J ( .k .x L+R.- pnn»w.wya* >e'ru'k C:�1&•iu4nSwqu. • 46% percent were satisfied with the quality of the City's NBTV programming • 51% percent were satisfied with information about how tax dollars are spent. The survey also measured what communication options survey respondents use to get information about the City. The primary source for information was local newspapers (76 %) followed by the City Manager's newsletter (46 %) and regional newspapers (36 %). Sources of Information Residents Currently Get lnformafion About the City The data collected was instrumental in drafting this plan and in establishing the short-term objectives identified in the City Council's 2008 Communication Priority (please see Appendix A). What This Plan Provides The following pages outline a two -year strategic cm ; communication plan build upon existing and incorporate _ __ new methods of communication °% �" °0" and outreach. The plan identifies Mary - f n vwur -, tf14- 1'punnv H.aw.l:A f4r+lw Sbwy+ ways to utilize existing resources better, augment those resources where needed, and communicate with specific audiences using a variety of communication methods and tools. The City of Newport Beach has a dedicated staff that provides excellent customer service and an engaged community that expects its City to provide high- quality services. This plan will facilitate better internal and external communication and help the organization to share information, listen to its community and respond in an effective and efficient manner. City of Newport Beach Communication Plan Page 2 Goal Communicate proactively, consistently and effectively using a variety of communication tools to share key messages and information and facilitate two -way communication between the City of Newport Beach and its residents, businesses and visitors. Target Publics I Audiences Primary: • Newport Beach Residents • Community -based Organizations (homeowner associations, yacht clubs, service organizations) • Local and Regional News Media • City Employees • City Boards, Committees, Commissions • Newport Beach Business Owners Secondary: • County, State and Federal Elected Officials • Other Local Public Agencies • Visitors • Potential Businesses or Residents • Residents of Surrounding Communities Objectives (All objectives are through December 2009) • Increase overall customer satisfaction with the City's efforts to keep residents informed. • Increase awareness, understanding and participation of Newport Beach residents and businesses in City programs, projects and issues. • Increase the amount of accurate, balanced media coverage of City news and events • Increase customer satisfaction with the City's communication tools including its Web site and NBTV by enhancing and expanding content. • Minimize rumors and misinformation about City policies, projects and programs by communicating proactively, consistently and clearly with target audiences. • Increase awareness and understanding among City employees of the goals and activities of the City of Newport Beach. City of Newport Beach Communication Plan Page 3 Strategies • Engage target audiences in the communication process by using interactive tools and techniques to share information and gather feedback. • Enhance existing and develop new communication materials and channels that provide timely, trustworthy information about City policies, programs and projects. • Create and implement a community outreach program to provide proactive, timely information about significant projects to residents and businesses. • Develop policies and procedures to ensure quality and consistency throughout City communication materials and activities. • Develop and maintain good working relationships with the news media to obtain accurate and balanced media coverage of City programs and projects. • Produce key messages to effectively communicate the City's programs, projects and activities. • Utilize qualitative and quantitative research methods to measure satisfaction with, and the effectiveness of, the City's communication efforts. Tactics / Activities • Web site - Improve and expand the content and navigation of the City's Web site. The City of Newport Beach has a Web site at www.city.newport- beach.ca.us that contains information about City officials, projects and programs. Funding has been proposed for the FY 08 -09 budget to redesign the site in order to expand content, enhance users' ability to locate information, and increase visitors to the site. Content management software will be included to enable each department to provide more extensive content and timely updates. Timeline: Initial changes incorporated by Apri l 15, 2008. Issue Request for Proposals, retain consultant by October 2008.* New Web site designed and operational by July 1, 2009. Bud et: $80,000 — 100,000* NBTV and Bulletin Board - Develop quality programs focused on City projects, programs and local events and activities of interest to the Newport Beach community. The City of Newport Beach assumed operations for Time Warner Channel 3 and Cox Channels 30 & 852 in April 2007 and oversees all programming and scheduling on these channels. City of Newport Beach Communication Plan Page 4 NBTV produces 14 original programs, airs City Council and special meetings, and regularly updates content on the station's bulletin board. NBTV programming and City Council meetings are also shown through the City Web site. Program content will be evaluated and adjusted to incorporate and align with City priorities and to encourage wider viewership among the estimated 25,000 cable subscribers in the City and Web site visitors. Short public service announcements to highlight City programs and projects will also be produced. A list of current NBTV Programs is included in Appendix B. Timeline: Evaluate the number and content of NBTV programs by March 15, 2008. Incorporate initial program enhancements by April 15, 2008. Continue to monitor programming and enhance content through December 2009. Budget: Currently $300 per 30- minute program (includes one camera / operator, staff time to tape, edit and produce program). Communication Policy — Create and present a policy for City Council review and adoption that incorporates standards and guidelines for media relations, NBTV and the City Web site(s)_ The City's existing media relations policy is outdated and needs to be revised. Rather than solely update that document, a new comprehensive communication policy will be drafted to include updates to the media relations policy and add new policies for the City Web site and NBTV. The policy will help to ensure consistency in the City's communication efforts and provide guidelines for media relations activities, programming for NBTV (a government access channel), and content for the City Web site. Timeline: Develop policy and present to City Council by June 30, 2008. Budget: $0 • Capital Project Outreach Process - Create a standardized, community outreach process for capital projects to be implemented by the Public Works Department. All of the City's large or capital projects involve a community outreach component. This new, step -by -step process will include guidelines for effectively using a variety of communication methods and tools (community meetings, news releases, newsletter articles, NBTV programs, Web pages) and include timelines for communicating in advance of and during projects. Timeline: Create and implement process by June 1, 2008 Budge : $0 City of Newport Beach Communication Plan Page 5 • City Manager Resident Newsletter —Increase the number of issues distributed each year of the City Manager's Resident Newsletter. The City Manager's Resident Newsletter provides updates and information about City projects and programs. It was the highest- rated, City - generated communication tool measured in the Customer Satisfaction Survey. No formatting or content changes are suggested. A new production schedule has been created and the newsletter will be distributed more frequently, with a goal of eight issues per calendar year. Timeline: Distribute 8 issues (one issue, every 6 — 8 weeks) through December 31, 2008. Repeat distribution schedule in 2009. Budget: $17,000 per issue (includes printing and mailing) • Staff Communication Committee - Oversee and coordinate meetings of the Staff Communication Committee. A new committee, comprised of one representative of each City department, was formed in February 2008 to help improve internal communication and better coordinate external communication. The members meet monthly to share information about upcoming projects, emerging issues and identify ways to enhance the City's communication tools and processes. Timeline: Organize monthly committee meetings through December 2008. Continue regular committee meetings through December 2009. Budget: $0 • SelectAlert - Promote and Increase subscriptions to SelectAlert. This service, part of the City's e- onlineservices program, was introduced by the Administrative Services Department / IT Division several years ago. The SelectAlert component of the program enables customers to subscribe to specific categories of information about the City. The customer is then notified by e-mail or phone each time the City releases new information about the topic(s) of interest. To date, this component of the system has been underutilized by both the community and staff. The program will be aggressively promoted to encourage increased usage by residents and businesses. Virtual FAQ's (949 -644 -3211) is another component of the e- onlineservices program. This automated telephone and Web service provides information about City programs and services to customers 24 hours / day, seven days / week. This component will also be promoted and departments will be reminded to update messages as needed. City of Newport Beach Communication Plan Page 6 Timeline: Increase residential subscriptions to SelectAlert by 10% by June 1, 2008. Promote & increase subscriptions an additional 25% by December 31, 2008. Continue to increase staff usage and customer subscriptions through December 2009. Budge : $0 - $5,000* (advertising in Daily Pilot, print and enclose billing insert) News Releases / "News Center" — Provide information, both proactively and in response to inquiries, to members of the news media. The City's Public Information Manager and the designated departmental Public Information Officers produce and distribute newsworthy information to print and broadcast news outlets. To provide reporters easier, 24/7 access to information, a new section of the Web site - a "News Center" - will contain all news releases, media contact information, and general information about the City. Timeline: Complete News Center by July 30, 2008. Continue to issue news releases and provide timely information through December 2009. Bud et: $0 City Meetings and Events Calendar — Implement a centralized calendar of Citywide events and meetings. The City has utilized a software program for listing public meetings and several departments maintain their own event calendars. There is a need to update that software and better coordinate and centralize this information for easier community and media access. Timeline: Purchase and implement new software by July 30, 2008. Update calendar regularly through December 2009. Budge : $3,000 (unbudgeted in current fiscal year) • Communication Support - Provide outreach and public relations assistance to City departments to facilitate communication with the community and identity potential issues. The City has a number of important issues and large projects planned or underway (i.e., John Wayne Airport, water quality and conservation, City Hall & Park design). The public information manager and public information officer are available to assist City departments with communication planning and programming. City of Newport Beach Communication Plan Page 7 Timeline: Ongoing/ As- needed Budget: $0 Graphics Standards / Style Guide- Develop standards for graphic and written information distributed by the City of Newport Beach. It's important for all printed and electronic communication produced by the City to be consistent in format and appearance to enable the community to easily identify communication from the City of Newport Beach. New graphic standards and a style guide will be created and implemented to ensure a unified, professional image is presented to the community. Timeline: Create and implement graphic standards by December 31, 2008. Create and implement a City style guide by June 30, 2009. Budget: $5,000 Communication Research & Evaluation — Utilize formal and informal research methods to gather customer input and determine the effectiveness of City's communication efforts. Effective communication programs should include measurable processes and results. The City may elect to conduct formal research such as re- surveying the community about customer satisfaction or surveying residents specifically about its communication program. In lieu of formal evaluation, the following sources / methods can be used to monitor progress in meeting the plan's objectives: -News Clipping / Monitoring - Public Comment -Web site and SelectAlert Usage - Customer Complaint Monitoring - Council and Staff Review. Timeline: On -going / As- needed Budget: TBD Internal Communication —Improve the frequency of and identify new methods for, communicating with employees. City of Newport Beach Communication Plan Page 8 As ambassadors to the community, City employees need to be kept well - informed about the goals and priorities of the organization. In addition to departmental meetings, the City traditionally communicated with its employees by attaching flyers and memos to paychecks. With the new paperless paycheck system, this method of internal communication is no longer an option. More extensive use of the intranet, e-mail and departmental meetings and bulletin boards will be emphasized to ensure that accurate, timely information is provided to all employees. Timeline: On -going Budget: $0 (utilize existing technology and resources) Key Messages The City of Newport Beach is: • Fiscally conservative and financially responsible • Open and honest in its communication with the public • Committed to efficient, high- quality service • Responsive to customer concerns • Dedicated to upholding the community's vision for Newport Beach as expressed in the General Plan Vision Statement (Appendix Q. Key messages, specific to City programs and projects, will be developed and communicated using a variety of tools and channels to provide accurate and consistent information to the various audiences served by the City of Newport Beach. Research The following sources were used to gather the information needed to fonnulate this plan: • 2007 Customer Satisfaction Survey • City Council Member interviews • Staff Communication Committee surveys • Review of existing communication methods and materials. Appendix A. 2008 Council Priority - Communication B. NBTV Programs C. General Plan — Vision Statement *Pending approval of FY '08 -09 budget City of Newport Beach Communication Plan Page 9 APPENDIX A COUNCIL PRIORITY - IMPLEMENT AN EFFECTIVE COMMUNICATION PLAN WHICH UTILIZES VARIOUS COMMUNICATION TOOLS TO PROVIDE CURRENT INFORMATION TO OUR RESIDENTS 1. Hire a Public Information Manager to develop and oversee a comprehensive City communication program. This was accomplished on January 7, 2008, when Tara Finnigan reported to work. 2. Update the City's existing Communication Plan by working with the Council Communication Committee and City Council, and by presenting a recommended update to the existing plan to Council by April 220. 3. Work with the City Manager to complete and distribute a minimum of eight issues of the City Manager's newsletter to the community by December 31, 2008. 4. Evaluate the number and content of NBIV programs by March 15'" and start incorporating program enhancements by April 15`". 5. Begin improving and expanding the content of the City's Web site by March 315' and continue making improvements through December 31". 6. Create a community outreach process for capital projects to be implemented by the Public Works Department by June 1st. 7. Increase residential subscriptions to E- SelectAlert by 10 percent by June 1S` 8. Create and implement a new Council Communications Policy by June 30t" that includes an updated media policy and incorporates new Web and NBTV policies. 9. Oversee and coordinate a staff communication committee composed of employees in all departments who distribute information to the media and the community by meeting with the committee each month, starting in February. Fiscal Implications: The Public Information Manager will need the budget to implement the expanded and improved communications methods that will be required to meet this Council priority. The cost of this will become known in several months when the Communications Policy recommendations are produced. Needed Resources: The City now has two full -time people dedicated to the communication division of the City. The City Manager believes that is adequate; however, these positions will need to be focused on those issues which have the greatest importance to the community and utilize those communication methods which have the greatest effectiveness. APPENDIX B The Newport Channel — NBTV Programming April 2008 City Scenes Coverage of special events, people and places in and around the City involving our citizens and businesses and allows promotion of joint partnerships/co- sponsorships between the City and different non - profit organizations informing viewers of how to get involved in our community. From The Mayor's Corner Provides information on issues of interest to the community during one -on -one with the City's Mayor. Heart of the Harbor Perhaps our City's most valuable resource is the waterway in and around the harbor and on into the Upper Bay. Join Harbor Resources officials as they examine all the aspects of living an urban lifestyle mixed with water. Look at the Library Hosted by Library Assistant Mara Cota, the City's wide spectrum of library services, resources and activities are explored and explained while visiting the different library branch locations. Pages from the Past In 2005, in preparation for the City of Newport Beach's Centennial Celebration the following year, City history began to be captured and preserved by NBTV. Local historian Gay Wassall- Kelly hosts this program on little known facts and revealing memories discovered about long ago times in interviews with long -time residents. Pick -A -Pet Hosted for almost a decade by Newport Beach Police Department Animal Control Officer Jamye Rogers, this is the longest running program on NBTV. Dogs, cats, birds, snakes, rabbits and many more animals needing homes all have the opportunity to be adopted via a city program which provides longer care at the shelter for animals giving them a greater opportunity to be adopted. Profiles of Government Features detailed operations of City staff and departments in their daily functions as they keep City services running smoothly and consistently. Provides a means of informing our community of the nuts and bolts and the complexity of keeping this highest level of public service for which Newport Beach is known. NBTVProgramming, Continued Speak Up Newport Speak Up Newport (SUN) is a non - profit organization providing a forum for issues facing the City of Newport Beach. This half hour program allows public officials as well as volunteer organizations the opportunity to present public information with a balanced and open discussion agenda. Time for Tales Hosted by Mara Cota and other Library Services personnel, this program features stories and activities suitable for reading to pre - schoolers. Stories provide toddler entertainment and parents learn more about library services. Taped on site at the main library, it features 3 -4 children's books and a hands -on craft project. Timeless Treasures Newport Beach culture, including music, painting, theater and museum arts is featured in this quarterly produced program. As our City matures, there are hidden treasures and pieces of culture to be uncovered and this program seeks those timeless treasures for all to enjoy. Waterwise Hosted by Code and Water Quality Division Manager John Kappeler, this program presents ways for our community to be wise about conserving and disposing of water properly down the storm drains which go directly into our ocean and bay. Helpful hints and in -depth interviews are provided on becoming more water wise. Fire & Lifeguard "Rescue NB" and Public Safety -Police New Programs! This new program, hosted alternately by Public Information Officers Jennifer Shulz and Sgt. Evan Sailor, features public safety staff, programs & events in and around our City. Live, Learn and Play - New Program! The Recreation and Senior Services Department's Scott Williamson and City employees host this new program that spotlights special places and activities available to the community. This year, the program will provide a tour of City parks, feature sports and special events, and cover the OASIS groundbreaking. Vision Statement VISION Newport Beach General Plan The following describes the City's desired end state and what the community hopes to have achieved by 2025. The GPAC played an instrumental role in wafting this vision statement through a series of discussions and revisions, drawing upon public feedback from the Visioning activities. The statement is intended to be a retrospective view of out community by an observer in the year 2025, to cite the City's achievements as a result of our current "vision." COMMUNITY CHARACTER We have preserved and enhanced our character as a beautiful, unique residential community with diverse coastal and upland neighborhoods. We value our colorful past, the high quality of life, and our 'Newport Beach General Plan Vision Statement community bonds. The successful balancing of the needs of residents, businesses, and visitors has been accomplished with the recognition that Newport Beach is primarily a residential community. GROWTH STRATEGY, LAND USE, AND DEVELOPMENT We have a conservative growth strategy that emphasizes residents' quality of life —a strategy that balances the needs of 'the various STATEMENT Update: A New Vision for the Future constituencies and that cherishes and nurtures our estuaries, harbor, beaches, open spaces, and natural resources. Development and revitalization decisions are well conceived and beneficial to both the economy and our character. There is a range of housing opportunities that allows people to live and work in the City. Design principles emphasize characteristics that satisfy the community's desire for the maintenance of its particular neighborhoods and villages. Public view areas are protected_ Trees and landscaping are enhanced and preserved. Newport Beach General Plan Vision Statement A HEALTHY NATURAL ENVIRONMENT Protection of environmental quality is a high priority. We preserve our open space resources. We maintain access to and visibility of our beaches, parks, preserves, harbor, and estuaries. The ocean, bay, and estuaries are flourishing ecosystems with high water quality standards. EFFICIENT AND SAFE CIRCULATION Traffic flows smoothly throughout the community. The transportation and circulation system is safe and convenient for automobiles and public transportation, and friendly to pedestrians and bicycles. Public parking facilities are well planned for residents and visitors. COMMUNITY SERVICES We provide parks, art and cultural facilities, libraties, and educational programs directly and through cooperation among diverse entities. The City facilitates or encourages access to high - quality health care and essential social services. Newport Beach is noted for its excellent schools and is a premier location for hands -on educational experiences in the natural sciences. Our streets are safe and clean. Public safety services are responsive, and amongst the best in the nation. 1x-^ Newport Beach General Plan RECREATION OPPORTUNITIES Newport Beach attracts visitors with its harbor, beaches, restaurants, and shopping. We are a residential and recreational seaside community willing and eager to share its natural resources with visitors without diminishing these irreplaceable assets in order to share them. We have outdoor recreation space for active local and tourist populations that highlight the City's environmental assets as well as indoor facilities for recreation and socializing. Coastal Vision Statement Facilities include pedestrian and aquatic �• }Iq� � '� `- �, � ' opportunities. yr BOATING AND WATERWAYS We are recognized as a premier recreational boating harbor. We have maintained a hospitable, navigable pleasure boating harbor in the lower bay through careful, low- density, non - intrusive on -shore development, by regularly dredging navigation and berthing /mooring areas, and by providing adequate access to the water - and vessel - related servicing facilities. The upper bay retains an unencumbered shoreline and its waterways are maintained free of sediment and debris. AIRPORT We remain united in our efforts to control and contain noise, air, and traffic pollution associated with operation of the John Wayne Airport QWA). Our City government vigorously and wisely uses the political process to control the impact of JWA on our community. This has resulted in a level of JWA operations that preserves our unique charactcr and land values. RESPONSIVE GOVERNMENT officials and City staff listen and respond to the interests of residents and the business r Newport Beach General Plan s spa - �{�aaj orb City of Newport Beach 2008 -2009 Communication Plan Background Council Priority - 2007 & 2008 Implement an effective communication plan which utilizes various communication tools to provide current information to our residents. .at N�pr)ir . O� a F S( Customer Satisfaction Survey Satisfaction with Various Aspects of Communication ov percentage of resporients who rated -he 6err as a t t,3'- - n a G -port scale lexcluding dort kno. City efforts to keep residents Informed The information from City Manager's newsletter The City's website Information about how your tax dollars are spent Quality of the City's NBTV programming 44% 34% 40% 43'K 41X 31% 18% 35% 44% L I H 0% 20% 40% 60056 80% 100% ®Very Satisfied /5) OSabsfied 14) Or.eutral (3; 100issatisfied ! 12) Aewm -. En, Involute 5 nw^ - Acupur-t /tench. C. l X ..,Ahwr .*tmX-w � -WPO,P d F 7 t• Goal Communicate proactively, consistently and effectively using a variety of communication tools to share key messages and information and facilitate two -way communication between the City of Newport Beach and its residents, businesses and visitors. �EwroAT l� �CIYORF\ Target Audiences Primary Residents Community -based Organizations Secondary County, State and Federal Elected Officials Other Public Agencies .-I News Media J Visitors J City Employees J Potential Businesses or City Boards, Committees, Residents Commissions Residents of Surrounding J Business Owners Communities objectives Increase overall customer satisfaction with the City's efforts to keep residents informed. Increase awareness, understanding and of Newport Beach residents and participation businesses in City programs, projects and issues. Increase the amount of accurate, balanced media coverage of City news and events. Objectives, Contd. Increase customer satisfaction with the City's communication tools including its Web site and N BTV . Minimize rumors & misinformation about City policies, projects & programs by communicating proactively, consistently and clearly. Increase awareness & understanding among employees of the goals and activities of the City aF,R PO,pT a. F•: F � r �Jj > Strateg P i \/s CAL /f'ON•` Engage target audiences in the communication process by using interactive tools and techniques to share information and gather feedback. Enhance existing & develop communication materials and channels that provide timely, trustworthy information about City policies, programs and projects. Create & implement a community outreach program to provide proactive, timely information about significant projects. Strategies, Contd. Develop policies & procedures to ensure quality and consistency throughout communication materials & activities. Develop & maintain good working relationships with members of the news media. Produce key messages to effectively communicate programs, projects & activities. Utilize qualitative & quantitative research methods to measure program satisfaction & effectiveness. Activities Web site - Improve and expand content & na vigation NBTV and Bulletin Board - Develop quality programs on City projects, programs, events Communication Policy - Create & present a media relations, NB TV and Web site policy Capital Project Outreach Process - Create a standardized, community outreach process �.Wrod r F 7 n 74Y0R Activities, Contd. City Manager Resident Newsletter - Increase number of issues distributed Staff Communication Committee - Oversee & coordinate monthly meetings SelectAlert - Promote service & increase subscriptions News Releases / "News information proactively inquiries Center" - Provide media & in response to �£ W PORT 04 dcn i F r. s Activities, Contd. r��1COYK\ City Meeting and Events Calendar - Implement a centralized calendar Communication Support -Assist City departments with programs & projects Graphics Standards / Style Guide - Develop standards for information distributed Communication Research & Evaluation - Gather & determine effectiveness Internal / Employee Communication - Improve frequency & identify new methods W POa� frog F .. J � S Key Messages The City of Newport Beach is: Fiscally conservative & financially responsible Open & honest in its communication Committed to efficient, high - quality service Responsive to customer concerns Dedicated to upholding the community s vision expressed in the General Plan Vision Statement rg W po O� .1.. 9� v�trvoc"�' Timeline & Program Budget .January 2008 - December 2009 Two- Year Plan, Spans Three Fiscal Years Estimated Program Budget* One -time costs - approx. $108K Recurring costs - approx. $2081(/ year *Pending budget approval City of Newport Beach 2008 -2009 Communication Plan