1、Communications GuideFor State DEpartments of Transportation February 2017AcknowledgmentsThis guide is the result of research undertaken as part of the National Cooperative Highway Research Programs (NCHRP) 20-99 series of studies. The objective of the two-year project was to provide recommendations
2、to help state departments of transportation (DOTs) communications professionals effectively and strategically communicate the larger objec-tives of the agency. The research included a review of existing resources, surveys and interviews, as well as extensive consultation with an NCHRP panel made up
3、of industry professionals.PANEL MEMBERSValerie Burnette Edgar, Director of Customer Relations and Information, Maryland DOT State Highway AdministrationLillian W. Jackson, Community Relations Manager (Retired), Georgia DOTCyndi Roy, Assistant Secretary for Communications, Massachusetts DOTTimothy Ta
4、it, Communications Director, Arizona DOTIan L. Todreas, Vice President, Eastern Research Group, IncorporatedLinsey Willis, Director of External Affairs, Contra Costa Transportation Authority (CCTA)NCHRP STAFFChristopher J. Hedges, Director of Cooperative Research Programs, TRBAMERICAN ASSOCIATION OF
5、 STATE HIGHWAY AND TRANSPORTATION OFFICIALS (AASHTO) MONITORJulie Bolding, Management Analyst, South Dakota DOTFEDERAL HIGHWAY ADMINISTRATION (FHWA) LIAISONDawn Vanlandingham, Transportation Specialist, Federal Highway AdministrationTRANSPORTATION RESEARCH BOARD (TRB) LIAISONKimberly Fisher, Associa
6、te Division Director, Transportation Research BoardAASHTO LIAISONLloyd Brown, Communications Director, AASHTOWSP | PARSONS BRINCKERHOFF RESEARCH TEAMPrincipal Investigator: Darrel W. Cole, Assistant Vice President/Manager, Communications the support of top management; and a skilled staff prepared to
7、 take on diverse tasks in a changing environment. Every DOT, however, is different. Some communications units lead almost all public-facing aspects of the department, from media relations and safety communications to project out-reach and community relations, while in other DOTs some of these functi
8、ons are handled separately by other divisions within the department. Many DOTs have a decentralized, regional approach to communications, while others base their operations at headquarters. Other differences are due to variations in overall DOT functions. Some DOTs are mainly responsible for highway
9、s and others also oversee transit operations, airports, and motor vehicle services, each requiring different communications programs. The size of DOT communica-tions units also varies widely. Despite these differences in organization, size, and function, DOT communicators revealed in a nationwide su
10、rvey and in dozens of interviews many common challenges, such as: What are the best ways to maximize the effectiveness of staff and funding resources? What are the best applications of new media tools as it relates to the core functions of the DOT? What are the best strategies to monitor performance
11、 and enhance the agencys public image? What are the most effective structure, organization, and reporting relationships for communications units?This document discusses these issues and presents practices that DOTs are using to address these and other common challenges. As a general guide and toolki
12、t (rather than a comprehensive manual), it covers effective ways to staff, strategize, and implement communications functions and programs at a DOT, along with ways to analyze and strengthen current programs. The guide is intended as a resource for all DOTs, regardless of the size or structure of th
13、eir communications units. It includes information tar-geted to communications directors and will also be of value to agency heads and communications staff. The first national guidance on this topic in more than 20 years, the guide is based on research on the current state of the com-munications prac
14、tice at state DOTs. The research, presented in a separate report, included a survey of all state DOT commu-nications units, interviews with selected DOT Chief Executive Officers (CEOs) and division directors, case studies, a review of customer satisfaction surveys from all DOTs and an examina-tion o
15、f each states DOT website. In addition, the research included a review of emerging communications practices in the private sector, providing insight into effective approaches that may be of value to DOTs going forward. This guide addresses topics such as: Recommended staff roles and skill sets for t
16、odays DOT communications unit Best practices for communications planning and performance measurement Achieving a coordinated approach across DOT districts or regions Tips for operating with a small staff, building a depart-ment, hiring staff, and working with consultants Communicating effectively wi
17、th DOT employees, including field staff Effective use of social media, videography, and other digital communicationsThroughout the guide the reader will find “In Practice” sidebarsbrief discussions of specific topics and examples of successful approaches in use by DOTs today. Todays DOT communicatio
18、ns landscape is complex. It includes diverse audiences along with traditional and new media tools to reach customers. Striking the right balance to efficiently and effectively communicate with members of the public is vital to customer safety and satisfaction and will help enhance the image of each
19、DOT. It is hoped that this guide will help DOTs achieve that balance and experience success. INTRODUCTION5 2017 by the American Association of State Highway and Transportation Officials.All rights reserved. Duplication is a violation of applicable law.| Communications GuideTHE FOCUS OF EFFECTIVE COM
20、MUNICATIONS PRACTICESWhile it is recommended that this guide be read in its entirety, there is rec-ognition of the time demands placed on department of transportation (DOT) professionals. As a “guide,” this document may commonly be used for refer-ence. This summary and the infographic in Appendix 1
21、are quick-reference resources detailing the key elements for DOTs and, particularly, DOT communicators to focus on to ensure an effective communications practice.THE PUBLICThe needs and expectations of the public are the primary focus of state DOTs. The communications head is responsible for ensurin
22、g that members of DOT leadership are thinking in these terms. People are typically motivated by what is in their personal interest. For example, while the DOT thinks of safety in terms of numbers of fatalities statewide, an individual thinks about their personal safety on their commute home from wor
23、k. The communications head should be the advo-cate for the public within the DOT. THE RIGHT PEOPLEThe most crucial element of a successful communications practice is the staff implementing it. Hiring, developing, and retaining communications professionals dedicated to public service and proactively
24、keeping members of the public informed is vitally important.EMPLOYEESInternal communications is sometimes an afterthought. An engaged and informed work force will produce positive results that get noticed by the public and improve perceptions of the department. Communications units are responsible f
25、or ensuring that a multi-dimensional approach is taken to keeping employees informed.PUBLIC INFORMATIONProviding information to the public is the baseline goal of the communications head. This information includes “just-the-facts” communications such as road closures, traffic condi-tions, and constr
26、uction impacts. These are day-to-day issues that could affect someones ability to get where they need to go. While the public may not always express appreciation for receiving this information, they will certainly notice when they do not receive it and their travels are delayed.6 2017 by the America
27、n Association of State Highway and Transportation Officials.All rights reserved. Duplication is a violation of applicable law.| Communications GuidePROACTIVE COMMUNICATIONS Proactive communications positions the DOT to be viewed positively by the public and helps keep it from simply reacting to nega
28、tive stories. This approach to communications goes beyond providing necessary information to the public. A proactive strategy includes actively promoting the “good news” stories related to the agency. These stories might be cost savings, delivering projects ahead of schedule, accountability measures
29、, or efforts to protect the environment. PUBLIC ENGAGEMENT The reality of the modern informational culture dictates that DOTs maintain a two-way dialogue with the public. Facebook, Twitter, mobile apps, and other tools allow for easy interaction. They have also created an expectation of interaction.
30、 Successful communications heads remain fo-cused on a vibrant public engagement program. TRADITIONAL METHODSSocial media and mobile devices have changed the land-scape of communications. Traditional outreach strategies and tactics are still effective, however. News releases, web-sites, special event
31、s, phone calls, and in-person contacts all have value and a place in DOT communications. EMERGING TRENDS AND TOOLSSuccessful communications leads have a vision for the future. When Facebook and Twitter emerged as potential tools for communicators, they were not in wide use among the general populati
32、on. Leaders with vision, however, saw the future utility of these tools and the need to begin using them. It is vital that communications heads stay abreast of new public engagement trends and tools.CUSTOMER SERVICEEnsuring that customers are responded to in a timely, courte-ous, and accurate manner
33、 should always be top of mind for communications leads at DOTs. In addition to customers who contact the agency through traditional means like the phone or e-mails, DOTs should also engage customers through Facebook, Twitter, and other social media sites where they are posting comments or questions
34、regarding transportation. Customers might include members of the public, other agen-cies, businesses working with the DOT, the news media, and the contracting community.MEASURING PERFORMANCEPerformance measures are vital to the success of communi-cations efforts and to demonstrating results. These m
35、easures should be tracked and reported on a consistent basis. Results can also be shared with departmental leadership. In addition to formal performance measures, results can be demon-strated by sharing news stories, customer comments, and social media posts.7 2017 by the American Association of Sta
36、te Highway and Transportation Officials.All rights reserved. Duplication is a violation of applicable law.Effective communications flow from and reflect the agencys mission, values, and goals. 8 2017 by the American Association of State Highway and Transportation Officials.All rights reserved. Dupli
37、cation is a violation of applicable law.9FIRST PRINCIPLES While every department of transportation (DOT) is differ-ent, several core principles emerged in research for this guide that apply in most situations. These “first principles” for DOT communications are woven throughout this guide and are de
38、rived from surveys and interviews with com-munications professionals. The principles are present in successful and effective communications units.Effective communications flow from and reflect the agencys mission, values, and goals. This is best accomplished when the communications director has the
39、full support of the agency head and is involved in discussions of critical issues facing the agency. LEADER-DRIVEN: Our research concluded that com-munication teams success is driven primarily by leader-ship rather than structure or other factors. Leadership is responsible for establishing the direc
40、tion of a DOT by clearly communicating the organizations mission, objec-tives, and goals. Externally, strong leaders can establish and advance messaging that supports these goals among stakeholders. Internally, strong leaders can use strategic communications to foster trust, credibility, and opennes
41、s with employees. PROACTIVE: DOTs that are successful at keeping the pub-lic informed and driving positive public perceptions of the agency typically show a commitment to proactive commu-nications. Rather than waiting to respond to inquiries from the news media, the DOT actively distributes informat
42、ion through the news media and directly to the public. STRATEGIC: Effective communications programs are typically based on goals, defined through a planning process, and evaluated and improved over time through data gathering and performance measurement. There are many valid ways to plan and evaluat
43、e communications programs, but having some or all of these initiatives in place is consistent with high-achieving communications at DOTs. CONSISTENT: Consistent messaging and use of the DOTs brand go a long way to promote the agencys image, but achieving a relevant approach to DOT communications goe
44、s beyond the brand. It can involve special efforts to achieve an integrated approach across diverse districts/re-gions, and new thinking about how to integrate the many public interactions occurring across DOT divisions so all “speak with one voice.”RESPONSIVE: Customers expect timely responses to t
45、heir questions and concerns. While this is nothing new, now that so many customers are online and on mobile devices, DOTs need to establish two-way dialogues on social media and other communications channels. This requires a customer service approach and new skills beyond those required in tradition
46、al public information.ENGAGING: Todays communications are often more visu-al and interactive than in the past. The public has become more discriminating about the information they want, and along with accuracy and timeliness, they expect informa-tion to be engaging. DOTs are responding with a strong
47、er graphic focus, greater use of video, and content marketing that tells a storyeven when communicating about basic safety issues or an upcoming roadway project.SECTION1 2017 by the American Association of State Highway and Transportation Officials.All rights reserved. Duplication is a violation of
48、applicable law.10There may be recognition of the need for more communications, but lets put a value on it so its actually better communications as opposed to just more. DOT Communications Director 2017 by the American Association of State Highway and Transportation Officials.All rights reserved. Dup
49、lication is a violation of applicable law.11COMMUNICATIONS UNITS WITHIN DEPARTMENTS OF TRANSPORTATIONCommunications units support the bottom line goals of state departments of transportation (DOTs). Messages, strategies, and tactics should flow from and reflect the agencys mission, values, and desired results expressed through strategic planning. Defining the purpose of communications and establishing the communications unit as integral to the success of the DOT is important. A starting point for this success is identifying the roles of key leaders and
