J453: Strategic Communication Plan Medford Police Department

Kristiana Foppiano, Kendra McGowan, Ruby Hillcraig, Natalie Kelley, Bradley Sheets

  2  

Table of Contents:

Background………………………………………………………….…………………………...3

Situation Analysis……………………...………………………………………………………...6

S.W.O.T…………………………………………………………………………………………..7

Core Problem…………………………………………………………………………………….9

Goal & Objectives………………………………………………………………………………..9

Key Publics

Residential homeowners………………………………………………………………....11

Local Business owners…………………………………………………………………...19

Evaluation……………………………………………………………………………………….26

Work Cited……………………………………………………………………………………...30

Calendar………………………………………………………………………………………...A1

Budget…………………………………………………………………………………………..A2

Communication Confirmation………………………………………………………………...A3

  3  

Background Police departments play a crucial role in maintaining safety and order in a community.

The effectiveness of this role can be measured in numbers by the clearance rates, but can also be

measured by perception. A community’s perception of police can either help or hinder the work

officers do and the overall function of the department. When community members have a

positive perception of police, they are more likely to be cooperative, which helps police

departments work more efficiently and effectively (Ashcroft 4). However, maintaining a positive

perception can be difficult because the most common interactions with police officers are

reactive, meaning that they occur after a crime or incident. Reactive interactions often leave

community members with negative feelings toward the police (Ashcroft 4). In order to change

these negative perceptions, police departments need to be more proactive with community

interactions by reaching out to develop relationships outside of crime. A recent survey by the

U.S. Department of Justice demonstrated that interactions with police officers and neighborhood

characteristics are two of the most influential components that shape public opinion of police. It

also showed that police departments can increase positive perceptions by taking part in more

“informal” contact with residents (Ashcroft 4). The study defined informal contact as

interactions that happen without a crime or incident (Ashcroft 4). Examples of an informal

contact would be police officers speaking at community meetings, increasing visibility within

neighborhoods, and speaking with people in the community (Ashcroft 4). The study also found

that more informal contact led to more cooperation when residents were confronted by police

due to crime (Ashcroft 4). The study’s results showed that personal experience and informal

interactions with police influenced public opinion on police more than the media, or race and

ethnicity (Ashcroft 15). Public opinion can affect the dynamics of a police department’s

  4  

relationship with its community. Furthermore, it can influence how community members

respond to changes, such as price increases on taxes and utility fees.

The cost of living for members of a community is often a sensitive topic, especially when

rates increase. Price is often considered a sacrifice by consumers, therefore it can be hard to

convince residents that a price increase is accurate and fair for the service received

(Ziethaml). Research on consumer behavior defines perceived value as “the worth that a product

or service has in the mind of the consumer.”(Investopedia) Often, consumers do not consider the

cost of production when deciding whether they believe a price is fair (Investopedia). This is an

important concept to consider when understanding a public’s perception of utility fees. It

illustrates that a community member’s feelings about the value of a service is based on how

much the service is personally worth. The concept of perceived value proves that it is necessary

for the producers of products and service to strategically create a higher perceived value of its

products (Investopedia). In cities where utility fees are raised, enhancing the perceived value for

the residents is one way to improve the perception of increasing costs.

The City of Medford is located in Jackson County in the SW region of Oregon about 27

miles from the California border. It is a community of 76,460 people, and is the fourth largest

metro area in Oregon (Medford Police Department Annual Report 8). Within the community sits

a single police station, founded in 1885 (MPD Annual Report 8). For the past 47 years the

Medford Police Department has been housed on the bottom floor of City Hall. The move to this

location was meant to be temporary, but without funding the department has had no choice but to

stay put. The current police station is 14,000 square feet for 150 employees. It should be 40-

45,000 square feet to properly suit the number of employees. (Personal Communication)

  5  

The Medford Police Department, led by Chief police officer Tim George, has felt a need for a

new facility for many years. The department bases this need on a lack of proper space and

security needed to keep the community of Medford safe. The police station holds 103 sworn in

personnel, 35 civilian personnel, 16 part-time personnel, and 30 volunteers (MPD Annual Report

9). These city workers are crammed into a space that keeps criminals and civilians in an unsafe

proximity. The department also has 97 vehicles with no parking garage to properly house them.

The vehicles sit on the street, which leaves them vulnerable to vandalism and theft (George).

As the community of Medford continues to grow, the need for more police officers has also

grown, but the space allotted to the department remains unchanged. In order to expand and

properly function, the police department sought out help from the Medford City Council. In

2012, the police department proposed a $32 million bond. The measure was passed and the

project is slated to begin in spring 2014. The money for the measure will come from a $2

increase in Medford citizens’ monthly utility fee (Personal Communication).

According to the police department, the money will go toward a 42,000 square foot

building, which includes a three-story parking garage with 223 available parking spots. The

police department will put $21.6 million of the $32 million bond toward funding this

construction. The police department has expressed its needs but the citizens of Medford are

questioning the extravagance of the project (Personal Communication). In 2004, an article in the

Mail Tribune brought attention to a project that would redesign the police department and only

cost a third of the price of the newest proposal. The head architect of the 2004 project said he

wants to see a new police station as much as anyone, but wonders if the city really needs or can

afford one with such a high price tag (Mann). In response, the City Council assured the Medford

community that the price is based on extensive research. The city hired the Mackenzie Architect

  6  

firm to do the research for the project (Mann). The study done by Mackenzie referenced the price

and size of other cities’ police facilities such as Bend’s, which has a similar population to

Medford and expanded its police station in 2007 to a 48,000 square foot building at $100 per

square foot (Mann). Additionally, in 2012 Eugene built a 66,000 square foot building at $257 per

square foot, and in 2009 Roseburg built a new facility at $232 per square foot. Medford’s 42,000

square foot building will cost $259 per foot (Mann). In comparison to the other cities, Medford’s

new building is the highest priced per square foot, but still comes close to cost with surrounding

cities. The department sees these costs as necessary and proactive because they leave room for

future growth. Tim George estimates that this new building will be able to withstand changes and

expansions for the department for the next 50 years (Mann).

Since 2009, City-Data has shown an increase in crime rates, specifically with robberies,

assaults, burglaries, and thefts (City Data). In 2012, the Medford Police Department received

88,598 calls for service, arrested 513 DUII drivers, seized over 939 lbs. of illegal drugs and 42

firearms, resulting in a 74.1 percent clearance rate (MPD Annual Report 10). Tim George says

the main goal of this strategic plan is “to ensure a safe community by protecting people,

property, and the environment " (George). The relatively small utility fee will be a community

investment into a more safe and efficient police department. Medford residents are currently

disconnected from this project due to the department’s lack of informative communication. They

have expressed confusion and anger over the raise of the utility fee and if these issues are not

addressed, then the project will be unsuccessful. ("City of Medford Focus Group Results")

The issues MPD is facing are not exclusive to Medford. Many other cities around the country

have dealt with similar problems. In Steamboat Springs, Colorado, the city council began making

plans for the relocation of its police department. In order to express the need for the move, the

  7  

city invited community members to tour the facilities. After the tour, the residents were given a

survey so they could express their opinion on the building’s current condition. The survey

allowed the city to get first-hand knowledge of how residents felt about the building. It allowed

the city to use the feedback as a resource in future media pieces and effectively demonstrate the

necessity of the relocation to the rest of the community (Franz).

Additionally, prior to the North College Hill, Ohio renovation to its police and fire

stations, the city released its plan and purpose to the community through town hall meeting

minutes. The media picked up the story and was able to present the facts of the project and report

that there was no opposition to the renovations at the time. The transparency and timeliness of

the communication to the community helped result in a positive perception of the project.

Examining how other cities have dealt with renovation projects can help to address possible

communication strategies, which MPD should consider implementing as it moves forward with

the project (City of North College Hill).

The MPD needs to address its publics, provide information on the plan for the new

building, and stress the benefits the new facility will have on the community. In general, most

citizens are opposed to giving any additional government funding to Jackson County (Personal

Communication). Therefore, it is imperative that their efforts are not directed towards acquiring

funding but instead focus on properly communicating and showing transparency.

Situation Analysis

As the Medford Police Department continues to grow, inadequate space poses various

problems for the department to properly function. The new police facility will be funded by

adding a two dollar fee to Medford citizens’ utility bills. This fee is proceeding without a

communal vote, causing unease and confusion among the community and resulting in a lack of

  8  

support (Personal Communication). The police department’s greatest challenge will be finding a

way to gain support for the project by informing Medford citizens about how the new building is

essential to increase the department’s ability to positively impact the community. If MPD does

not gain support and community members continue to fight against construction, the department

and its project will suffer. During the process, the police department has the opportunity to share

more information about the current work it does and give community members a chance to

become a part of the future of the department.

One of the most important parts of crisis management is being able to see warning signs

of potential problems and to prevent damage (Stephens 104). Many community members may

have already formed an opinion on the new building, and being aware of those who are opposed

will help MPD address the potential problem of people speaking out against the project. Once the

project has started there could be possible backlash from the community, such as protests against

construction, petitions against the fee, or refusal to pay the fee. How MPD responds in the

beginning and continues to communicate throughout the process will determine how the rest of

community reacts (Stephens 104). The department needs to find a way to build awareness and

educate Medford citizens about how the project will benefit them, while also encouraging

community members to be involved with the project from beginning to end.

SWOT Analysis Strengths:

• High clearance rate on crime.

• Department exceeded the Federal National Incident Management System training

requirement by 10%.

• Website is updated and maintained in a timely manner with seasonal safety tips.

  9  

• Received the 2012 Michael Dolgin Greatness Award for the Medford Police Department

and Officer Ashworth’s contributions to Special Olympics.

• Took on 70 beat (territory and time that a police officer patrols) projects to improve

quality of life in neighborhoods.

• Involved with school districts by holding yearly safety assembly and School Resource

Officers program.

• The Department has a 90% approval rating based on 277 Patrol Service Audits

(MPD Annual Report).

Weaknesses:

• Insufficient space in current building:

o Lack of protection for patrol cars in parking garage.

o Lack of separation between criminal areas and staff operations.

• Community is unaware of the MPD’s daily operations and what they do for the city.

Opportunities:

• The new building will provide a place to park patrol cars as well as offering safer

facilities to interview victims.

• Increase internal efficiency within MPD office.

• Engage with unreached publics through town meetings and events by educating them on

what the MPD does.

• Generate community involvement in a kick-off to summer barbeque.

• Strengthen communications and create brand on all social media outlets, Twitter,

Facebook, and blogs.

Threats:

  10  

• Negative attitude towards police department from community members.

• Budget cuts from government could lead to lack in funding for the department.

• Decreased community support and involvement.

• Pressure from community to meet project deadlines.

Core Problem: The Medford Police Department needs to increase awareness on the necessity of

the utility fee and department, garner support for the utility fee and construction, and keep the

key publics engaged throughout the process; if it fails to do so, the police department’s

performance and its role in the community will suffer.

Goal: Establish positive relationships with the key publics by generating awareness on the

necessity of the utility fee and department and garnering support for the project in order to hold

the community’s engagement throughout construction.

Objectives:

1. To raise awareness among property owners regarding the building project and the

reasoning behind the increased utility fee: to 10 percent within three months, 20 percent

within in six months and 30 percent within a year.

Rationale: We need to make property owners aware of this utility fee because they are

one of the sources of the funding for the project.

2. Garner support for utility fee and construction by a 5 percent increase in approval rating

within six months, 10 percent within nine months and 15 percent within a year.

Rationale: Support on the utility fee will show that the key publics understand the

purpose of the project. It will allow MPD to maintain a positive relationship with the

community throughout the construction process, leading to a better relationship upon

completion of the project.

  11  

3. Increase engagement in the construction progress shown by a 50 percent attendance rate

at events.

• 10 percent increase at local business meetings.

• 10 percent increase in attendance at community meetings.

• 15 percent attendance rate at summer kick-off barbeque.

• 15 percent attendance rate at the evening in the park event.

Rationale: Involvement from the publics during construction will generate a unified

understanding of the project and how it is benefiting MPD and the community as a whole. By

measuring the attendance rate at events the MPD will be able to see how many people in the

publics it is reaching and build stronger relationships with those who come to support the project.

Key Publics

There are many key publics concerned with the success and failure of police departments,

however, not all of them are targets for accomplishing the goal of the rebuilding project. Police

departments’ priority should be directed at members of the community that the MPD has already

spent a great deal of time creating relationships with (Stephens 103). These are the groups that

will best serve as a support system when problems arise because they already trust the

department (Stephens 103). For our key publics we chose to focus on property owners. Property

owners are defined as a person or entity that has a title on a piece of land, building, or other item.

The owner may be responsible for paying taxes and fees for the property in their possession

(Business Dictionary). Since all property owners will be paying the utility fee, we decided this

key public will be most impacted by rebuilding the department and, therefore, is most crucial to

its success.

  12  

There are two main categories of property owners in Medford: residential and business.

Residential property owners are defined as rental and owner occupied homes, including but not

limited to apartments, houses, condominiums and townhouses (Investopedia). Business property

owners are establishments owned for the purpose of selling goods and services

(Investopedia). According to the 2013 U.S. Census, there are a total of 30,079 households in

Medford, making up 33.3 percent of the population. Medford also has 1,500 small and large

businesses. ("Business Directory "). Based on our demographic research, and who the MPD has

built relationships with, we have decided to segment property owners into two separate

audiences. Residential property owners make up a majority of the population, which means they

have the ability to have a big influence on expanding awareness of MPD, supporting the new

building and being a part of the process until the end. MPD needs to address this public in order

to build better relationships and strengthen trust in order to gain their influence. Business

property owners are a vital part of the community because of their contributions to the economy

and growth of Medford as a whole. These businesses will be the second main group paying the

utility fee and MPD needs to address the specific needs of local businesses in order to build a

relationship and gain support. Throughout this plan we will provide explanations on each key

public with strategies and tactics solidifying why we chose them.

Residential homeowners:

Residential homeowners are a key public because they make up 63.4 percent of the

population, making them the largest group paying the utility fee. As the greatest financial

contributors to the project, residential property owners will be concerned about where the money

is going and how it benefits them. MPD needs to show how the construction of the new building

will improve the safety of their families and homes. Residential property owners are affected by

  13  

the large number of burglaries and drug offences that happen every year and MPD can show how

this new building will bring more attention and time to these issues (MPD Annual Report). MPD

will also have more space which means increase in volunteer programs and places to hold

neighborhood watch meetings which are all ways MPD can show its commitment to this

public. By demonstrating concern for this public, MPD can start to build a relationship with

them that supports their needs. Hopefully, by showing support to this public MPD can gain some

informal opinion leaders, people who have stake in the project and want to use their voice to

influence the rest of the community.

Current relationship: Varied relationships because many households support the safety that the

police department provides but do not necessarily support the additional fee or building project

overall (City of Medford Focus Group Results).

Self-interests: Residential homeowners are primarily concerned with the safety of the people in

their household and their property. There were 352 reported incidences of residential burglary

and over 1,000 combined thefts of cars and bikes in 2012 (MPD Annual Report). Lowering these

rates is in the best interest of this public (City of Medford Focus Group Results).

Influentials:

· Family

· Community

· Friends and neighbors

· Schools

Primary Message: As the owner of your house, we understand how important the safety of your

family and property is. We want to continue to protect these values and we believe this new

building will be key in our department’s ability to perform at its best.

  14  

Secondary Messages:

• MPD currently divides neighborhoods into 7 patrol beat zones in an effort to distribute

workload based on amount of crime, concerns and calls for service. In 2012, the

department completed 70 beat projects in an effort to increase quality of life in these

neighborhoods. Our hope is that this new building will increase the amount of projects

we can take on and continue to improve your neighborhoods (MPD Annual Report 10).

• In 2012, there were 352 residence burglaries in Medford. The amenities of the new

building will help to prevent this number from growing and hopes to ensure a safer

environment for all homeowners. (MPD Annual Report 33)

• In 2012, there was 1,914 drug offences.

• The Medford growth rate is 6.4 percent higher than the state average ("Medford, OR

Populations & Races"). With these growing numbers, the MPD needs additional space to

work. The new facility will allow the department to be more efficient and proactive in the

community, which will increase safety.

Primary Message: The Medford Police Department understands that the added fee affects your

monthly living expenses and we want to further explain how your money is being allocated and

assure you of the long term benefits.

Secondary Messages:

• As a financial contributor to this project, you deserve to be updated on the agenda and

informed of any changes and advancements during the building process.

• Your funds will help allocate how our police department spends its time and services.

Your support will not only help our community stay safe, but will also create a stronger

unity within our neighborhoods.

  15  

• MPD survey showed that the voters had negative feelings about the increased utility fee

and we want to counteract these emotions by assuring them that the fee will be

productive in the long run. The new building will withstand substantial growth for 50

years (Gordon).

Primary Message: As one of the largest publics in the community, we recognize the specific

needs of your family and property. We want to make you involved and informed throughout this

project so we can build a relationship that supports your needs and MPD’s goals.

Secondary Messages:

• Your involvement in this project will show your support for the police department and for

the safety of the community. We want to cultivate a community where members feel

confident in the MPD and show support by bringing your families to our summer kick-off

in June.

• In 2012, 11 new Neighborhood Watch groups were added to the city of Medford,

bringing the total number of groups to 89. The increasing numbers of these groups shows

a start to a relationship between residential homeowners and MPD. By supporting the

new building, you are supporting more accessibility to new resources that MPD can

provide to the growing number of watchers. (MPD Annual Report 1)

• We want to make the you feel like a part of the project, and we will begin by establishing

a stronger relationship between our police department and you. We urge you to come to

our current station to see why we are asking for the new facility.

• We want to recognize you for your support and show our gratitude.

  16  

Strategy #1: Provide information on officers that will allow community to get to know the staff

on a more personal level. Create opportunities for interaction in order to build a stronger

relationship between residential property owners and MPD.

Rationale: Based on research provided in the background we know that perception of police

departments is heavily influenced by informal contact with community members (Ashcroft).

Homeowners are a large group of residents, so strengthening a relationship with them will

improve perception and address our goal.

Tactics:

• Produce a Youtube series showcasing police department and the staff. Videos and

interviews created from within the department are a controlled source which delivers a

message to the community that has not been changed (Stephens 69). Over 6 billion hours

of video are watched each month on YouTube—that's almost an hour for every person on

Earth, and 50% more than last year (YouTube Statistics). YouTube allows users to

interact with content by liking and commenting on videos. MPD can respond to these

comments with comments or response videos, creating personal communication while

creating content to the masses.

• Create Facebook bios of officers educating public about the officer’s life outside of the

police station. The posts will give an inside look into the life of a police officer, and

Medford’s Facebook users will be able to like and comment on the posts. MPD will be

able to respond to the comments as is necessary and can even provide a way (work email

or mailing address) for the users to connect with the officer directly. Users can also

interact with each other, leading to conversations that MPD can join.

  17  

• Hold monthly community meetings offering meet and greet with officers to generate

personal contact. Meetings may not reach the largest amount of people but they leave a

lasting impression and provide information to people who are the most engaged because

they have chosen to attend the meeting these people will be most likely to spread the key

messages from the meeting (Stephens 72).

• Promote with flyers on our Citizen’s Academy. This is an eleven-week class that aims to

give publics a better understanding of what the police department does for the

community.

• At meetings, hand out contact sheets for people who want to be more involved or want

more constant information. This will provide data on key influencers in this public.

Strategy #2: Through a combination of traditional and new communication tools we will provide

information about the new building regarding where and how the families’ funds are being

allocated.

Rationale: Based on research presented in our background we know that people perceive the

value of services based on how much it affects them personally. If we demonstrate where the

family’s money is going and how it affects them, they will be more likely to support the

project. Multiple outlets for communication will increase the likelihood that the key publics see

the message three to five times.

Tactics:

• Update website monthly on the construction process. A department website remains one

of the most important ways to communicate to a community (Stephens 69). The

department’s web page is its 24/7 presence in the community which means it has the

power to leave positive or negative impressions on visitors (Stephens 69).

  18  

• Send out a series of press releases every three months that provide comparative analysis

showing how this new building will affect households from and reduce increasing crime

rates to more involvement in the community (City Data Medford, Oregon). Press releases

are one of the most common tools police departments use but they are most successful

when used to introduce big changes in policy or future projects to broad audiences

(Stephens 73).

• Create a blog to inform why renovations are necessary, show current building conditions,

give the plan in detail, offer blueprints and pictures of what it will look like. According to

Technorati’s 2013 Digital Influence Report, blogs are ranked as the third most influential

digital resource (Leonard).

• Include a fact sheet with utility bills that are mailed to each household, with a financial

breakdown of the building process and where money will be distributed.

• Hold open house with tours of current facility. The tours will be given by officers who

will be able answer questions and concerns. Secondary research of SteamBoat Springs,

COLO., showed that giving tours helped citizens support and understand the rebuilding

of its police station.

o On website create a page for individuals to sign up for a predetermined time slot.

The tours will have a maximum capacity of twenty people.

• Hand out survey after open house tours to get data on how residential properties owners

feel about the current facility and the need for a new one. The survey will also give data

about how many people come, which will help measure the influence.

Strategy #3: Give recognition to all residential property owners who offered their support on

behalf of the project and express our appreciation.

  19  

Rationale: Based on research we know that we need to garner support from community

members that we already spend a lot of time with and are most likely to support us (Stephens).

By thanking them we can motivate them to create more awareness of the project and remain

involved throughout the process.

Tactics:

• Release a statement on website from the police chief to thank all residential property

owners for their support.

• Print posters and flyers to distribute around town inviting community to the summer

kick-off community barbeque.

• Post on Facebook, Twitter, blog and website inviting community to attend summer kick-

off barbeque.

o Post event description two months prior to event on blog, website and Facebook.

Follow up with Tweets and Facebook posts with details and reminders every

week in the last month leading up to the event.

• Hold raffle to win gift card to home depot and gift card to Rogue Valley Family Fun

Center ("Rogue Valley Family Fun Center"). Prizes provide incentives for coming to

event and it will help us keep track of attendance.

• Distribute raffle ticket to each person as they enter kick-off event to count attendance.

• Opportunities for interview testimonials.

• Hire a photographer for the event that will capture pictures of the community and MPD

for future website, blog, and Facebook posts.

  20  

• In the summer we will sponsor a float in the 4th of July parade. This float will give the

MPD a chance to show community involvement and offer them the opportunity to

advertise their services with a float banner.

Local Businesses:

Another vital key public to the Medford community is local businesses. Local businesses

are a main source of the economic success in Medford. Currently, there are over 1,500 small and

large businesses in Medford ("Business Directory"). Small business owners are influential

community leaders because they make up a variety of the professional workforce. Forbes rated

Medford as the 51st best place for a start-up business, and last year the city had a 1.2 percent

increase in job growth ("Medford Metropolitan Statistics"). These local businesses present a

great opportunity for the MPD to reach out to. The local businesses are fairly unaware of the

police department’s current conditions and the reasoning behind this project. ("City of Medford

Focus Group Results" (61).

Local businesses make up a broad spectrum of the public and because they are skeptical

of the new departments facility, it is vital that the MPD gets their support. 65.4 percent (18,359)

of the population work for private companies; 9,959 of those workers are men and 8,400 are

women ("Work and Jobs in Medford"). In a focus group held by the MPD, it was found that

more than half of local businesses were unhappy with the new plan and found the expenses

unnecessary. The group expressed that they feel the community needs to improve its school

districts, reduce drug use, and revamp the town to attract new businesses ("City of Medford

Focus Group Results" 77). By getting local businesses’ support, the MPD can show how this

building will institute a promising location for future business leaders and its commitment to

long-term safety.

  21  

Current relationship: Varied relationships with the MPD. Local businesses are opposed to this

public fee and upset with the MPD’s lack of transparency. They feel that they need to produce a

10-year plan showing the potential benefits of the new facility. As a whole, local businesses

believe that Medford offers an adequate schooling system, a generally safe community, and a

thriving business community. Businesses have also expressed concern about high-unemployment

rates and too much government control. ("City of Medford Focus Group Results")

Self-interests: Establishing a better environment for businesses to thrive in. Success within their

company and safety in the community (City of Medford Focus Group Results 15).

Influentials:

• Peers

• Colleagues

• Future businesses

• Community

Primary Message: As a local business, we understand that your success depends on the safety of

your property. We want to show you how the new building will play a pivotal role in providing

safety based on your businesses’ needs.

Secondary Messages:

• The Medford Area Drug and Gang Enforcement (MADGE) is an important branch of the

MPD and has programs currently in place to specifically adhere to business owners

needs. The graffiti eradication program specializes in removing graffiti from public and

private businesses. MADGE and MPD’s collective efforts, along with the Juvenile

Department, have removed 609 vandalism marks throughout Medford (MPD Annual

Report).

  22  

• Businesses should be aware of the increase in crime rates, in 2012 there were 28

robberies and 79 burglaries among Medford businesses. There was also 1,323 reports of

vandalism among properties and 1,157 cases of shoplifting in 2012 (MDP Annual

Report).

• The new facility will give the MPD a stronger authoritative presence in the community,

therefore boosting overall morale and enhancing consumer’s perception of safety in

Medford (Daley, and Rodriguez).

• Recognition of community improvement will help reduce crime and fear of theft, and

generate sales and revenue among local businesses. Various police-business partnerships

have been developed across the nation to help improve public safety in business

communities. Over 2,000 Business Improvement Districts (BIDs) have been established

to help patrol business areas and improve community safety ("Police-Business

Partnerships"). For example, BIDs reportedly helped reduce crime in New York City's

Grand Central Station by 60 percent, and 25 percent in the downtown business area of

Columbia, South Carolina. Exploring a partnership between the MPD and the businesses

population could potentially offer similar improvements to Medford’s business

community, while also generating more support for the new police department.

Primary Message: The MPD understands that you are prominent members of the community

and you have a monetary stake within the community and by supporting this project you are

enabling MPD to maintain a community where your business can thrive.

Secondary Messages:

  23  

• With the lack of support from the community the police department needs another avenue

to relay information. Therefore we want to ask that you use your influence to spread a

positive perception of the project.

• The MPD has established a position with the Heart of Medford Association in order to

strengthen communications with the local business community. The Heart of Medford

strives to establish a cooperative business environment, where local businesses work

together to support and enhance the Medford business community ("Heart of Medford

Association").We want to expand on this current relationship and utilize it as a

communication tactic to better connect businesses with the community as a whole.

• Similar to the Heart of Medford Association there is a Police Advisory Committee where

the MPD meets to discuss common safety concerns and explore possible solutions to

these issues. This group meets once every four months and would be a great opportunity

for local businesses to attend so they gain a better understanding of what the MPD does

for the community. ("Police Advisory Committee")

• Aside from formal and in person meetings we want to emphasize the importance of

support through social media. According to the ISACA Social Media Report, businesses

using social media are experiencing numerous benefits in brand recognition, customer

satisfaction, monitoring competition and establishing relations among other businesses.

We encourage local businesses to use social media to show their support for the MPD.

We believe that local businesses would not only benefit their business as a whole but also

have a positive impact on the MPD.

Primary message: We understand that attracting new business is important to you and we feel

the new police station could kick start a revitalization of the community.

  24  

Secondary message:

• Medford businesses have spoken out about wanting to build a better community in order

to attract more customers and create a stronger economy (City of Medford Focus Group

Results).

• The advancements to the police department will help create a more inviting and

prosperous community. According to a study on improving city safety done by Motorola,

“Vitalizing our cities and making them more attractive is the one clear focus of all

government agencies. Every dollar of public safety investment has been shown to return

five dollars of economic development results.” ("Build Safer Cities and Thriving

Communities")

Strategy #1: Garner support from local business owners through various in-person promotional

techniques and advertisements that further explain to local businesses on how creating a strong

internal infrastructure within our police department is a fundamental step in attracting potential

businesses.

Rationale: If we can demonstrate that the new police department can be the start of a stronger,

better Medford, then businesses will see how it can affect them personally, which will make

them support the project and help us attain the goal.

Tactics:

• Members from the MPD should attend at least one of the Chamber of Jackson County’s

ConnectForLunch ("Chamber of Medford ") event which will allow an opportunity for

personal communication efforts.

  25  

• The City of Medford Chamber of Commerce also organizes lunches for local businesses

to network. The MPD will attend Chamber of Commerce Greeters meeting every other

week to speak directly to 80 business owners in Jackson County ("Business Directory").

• Mail invitations to local businesses informing them which meetings the MPD will be

attending that way businesses can attend a specific event and meet with officers.

• Create a contact card with space for questions to hand out at each meetings. This will

allow the MPD to see who attended so they can reach out to them beyond the meeting.

• At luncheon and meeting pass out surveys allowing them to express what their hopes are

for improving the business community as well as leave their contact information.

• Follow-up email thanking them and offering ideas on how to meet their needs.

Strategy #2: Encourage local businesses to attend community meetings and a safety workshop

educating them on how to prevent crime and show how to implement an action plan in case

crime occurs.

Rationale: We want businesses to trust and support us and we can build that by creating a

relationship where they know that MDP has businesses’ interests in mind, including specific

safety needs.

Tactics:

• Email letter out to business owners inviting them to workshop.

• Announce the event on the website and Facebook page.

• At event, hand out resource packet that includes emergency contact sheet, tips to keep

business safe, and fact sheet on crime statistics, and information on implementing

Business Watch groups. ("Tip Sheet").

  26  

• At event, have contact sheets for people who want to sign up for emails and updates from

MPD. Collecting this information will give MPD an idea of which businesses are more

interested in the project.

• Have volunteers make follow-up calls to businesses that did not attend and see if they

would be interested in attending a later date or would like a resource packet that was

provided at the meeting.

• Post 50 flyers around downtown Medford that lists information on business safety

meetings and businesses that attended every other month.

Strategy #3: Reach out to local businesses and express our appreciation for their support and

publicly list on website and newsletter which businesses offered their support.

Rationale: We want to recognize the businesses that supported us and give back to them by

highlighting their involvement and publicly sharing their businesses with the local community.

Tactics:

• Post a statement to thank businesses that offered support throughout construction on

website and provide links to the letter on all social media accounts.

• Send out invitation by mail to local businesses inviting them to attend “mid-summer

evening in the park,” a catered event by a local restaurant and band.

• At event provide a booth with a contact sheet where businesses can check in and sign up

for the raffle. This will allow the MPD to know which businesses attended so they can

properly thank them.

• At end of the event raffle off an iPad.

• Buy ad space in local newspaper to show the Medford community which businesses

attended event to offer support.

  27  

• Post pictures and recap of event on Facebook two weeks after the event, tag business

owners and businesses if information is available.

Evaluation:

Objective 1:

Criteria: To raise awareness of the building project among property owners and educate our key

publics the reason behind the utility fee by March 2015.

Tools:

• Regularly use the MPD website and update the content on new events and meetings in

the community. Track community awareness by number of weekly visits to web page.

• Create a blog for MPD and post informational blogs on the construction process. Monitor

comments on blog respond in a timely manner.

• Collect data from surveys after “ConnectForLunch” and Medford Chamber Greeters

meetings. Asses each survey and respond on website under a common questions section.

Utilize Twitter to notify businesses which meetings the MPD will be at so they can plan

to attend while they are there.

• At ConnectForLunch meeting get list of businesses who attended and send follow up

email thanking them for coming and to evaluate their thoughts on the meeting.

o Was everyone satisfied with the content?

o Is there a certain topic they would like to focus on at next event?

o Was the content worth their time, do they plan to return?

• Evaluate progress through social media accounts. We will begin by assessing the number

of current followers on Twitter and monitor the number on a weekly basis which will

show us if the content is researching our key publics. We need to follow more companies

  28  

on Twitter and evaluate if the content we release is useful on whether or not we get

followers. Also by sending out multiple tweets a week we will show that the MPD is

working to establish open communication with the community.

• Track number of likes the MPD Facebook page gets and if the community likes the new

photos and stories.

Objective 2:

Criteria: Gain support from key publics in regards to utility fee and construction project.

Tools:

• At the open house and tour of the facility make sure and get feedback afterwards by

answering questions and handing out comment cards for visitors to turn in. Reiterate the

reason behind the construction by addressing what the new facility will have compared to

the current one.

• Measure support by asking those who attend events to give feedback on our social media,

Facebook and Twitter.

o Keep track of the positive mentions on Twitter.

o Monitor number of attendees per open house. Encourage them to use word of

mouth and share their experience with friends and families.

Objective 3:

Criteria: Increase engagement the amount of community members who oppose the construction

project.

Tools:

  29  

• Have sign in sheet at the ConnectForLunch and Medford Chambers Greeters meetings so

we can see which businesses attended. We can follow up by sending thank you letters and

reaching out to businesses by phone calls and emails for reasons as to why they couldn’t.

o Would a different day work better?

• Asses if the evening in the park was effective by speaking with members at the event and

follow up emails after event.

o Would they be interested in more events like this?

o What could we do differently?

• Release a statement to the newspaper on which local businesses came out for the event to

recognize their efforts as well as draw in more support.

• Generate a head count at the summer kick-off barbeque.

o Keep track of raffle tickets to asses how many residential owners and participated

in event.

o Hand out slip for dinner (one for adult, one per child) this way we can estimate

the number of people who came to event.

• Post a thank you letter on Facebook page and encourage residential owners to go to the

Facebook page to find photos of their families. This will generate likes and initiate

another avenue for contact with this public.

                 

  30  

Work Cited: "American FactFinder." Community Facts. US Census, n.d. Web. 10 Feb 2014.

<http://factfinder2.census.gov/faces/nav/jsf/pages/community_facts.xhtml>. Ashcroft, John. "Factors That Influence Public Opinion On The Police." . Office Of Justice

Programs, n.d. Web. 24 Feb 2014. <https://www.ncjrs.gov/pdffiles1/nij/197925.pdf>. Broussard, Shorna, and Kristin Floress. "Are Newsletters Effective?." Assessing Their Role as a

Communication Tool. N.p.. Web. 27 Feb 2014. http://www.extension.purdue.edu/extmedia/FNR/FNR-269-W.pdf

"Build Safer Cities and Thriving Communities." . Motorolla. Web. 23 Feb 2014.

<http://www.motorolasolutions.com/web/Business/_Documents/White Paper/_Static files/Safer_Cities_White_Paper.pdf >.

"Business Directory" . The Chamber. Web. 22 Feb 2014. <http://www.medfordchamber.com>. "City-Data." Crime Rates in Medford. N.p., n.d. Web. 20 Feb 2014. <http://www.city-

data.com/crime/crime-Medford-Oregon.html>. "City Data Medford, Oregon." (OR 97501, 97504) profile: population, maps, real estate,

averages, homes, statistics, relocation, travel, jobs, hospitals, schools, crime, moving, houses, news. City Data, n.d. Web. 09 Feb 2014. <http://www.city-data.com/city/Medford-Oregon.html>.

"City of Medford Focus Group Results." Voters & Businesses . www.cdri.com, n.d. Web. 26 Feb

2014. <https://blackboard.uoregon.edu/bbcswebdav/pid-7781876-dt-content-rid-12216013_1/courses/201302.X0669/Medford Focus Group Results .pdf>.

"City Of Medford Strategic Plan." . City of Medford, n.d. Web. 13 Feb 2014.

<http://www.ci.medford.or.us/Files/City of Medford Strategic Plan Outline.pdf>. Collins, Michael. "Effects of mandatory financial education on lowincome clients." . N.p., n.d.

Web. 09 Feb 2014. <http://www.irp.wisc.edu/publications/focus/pdfs/foc271c.pdf>. "Copies and Documents." . Staples. Web. 18 Feb 2014.

<http://www.staples.com/sbd/content/copyandprint/copiesanddocuments.html>. Daley, Richard, and Matt Rodriguez. "Together We Can." . N.p., n.d. Web. 24 Feb 2014.

<(http://www.popcenter.org/library/unpublished/OrganizationalPlans/37_Together_We_Can.pdf)>.

"Easy Shipping Calculator." . N.p.. Web. 16 Feb 2014. <www.48hourprint.com >. George, Tim. "Medford Police Building for Today and for the Future." Mail Tribune. N.p., 29

Dec. 2013. Web. 13 Feb. 2014.

  31  

Hatcher, Jerry. "Citizens Offering Police Support." . N.p.. Web. 25 Feb 2014. <(http://phoenix.gov/police/cops_testimonials.html) >.

"Heart of Medford Association." About HMA. N.p., n.d. Web. 27 Feb 2014.

<http://heartofmedford.com/about.html>. Purcell, K., L. Rainie, A. Mitchell, T. Rosenstiel, and K. Olmstead. March 2010. “Understanding

the participatory news consumer: How internet and cell phone users have turned news into a social experience.” Pew Research Center’s Internet & American Life Project. www.pewinternet.org/Reports/2010/Online-News.aspx

Leonard, Heather. "Blogs Outrank Social Networks In Influence." . Business Insider, 07 Mar

2013. Web. 24 Feb 2014. <http://www.businessinsider.com/blog-influence-outranks-social-networks-2013-3>.

Mann, Damian. "New Police HQ Design: Size vs. Need." Mail Tribune. N.p., 09 Dec. 2013.

Web. 13 Feb. 2014. "Medford, OR Populations & Races." . USA.com, n.d. Web. 25 Feb 2014.

<http://www.usa.com/medford-or-population-and-races.htm Medford. Medford Police Department. Medford Police Department. Medford Police Department

Annual Report. N.p., 2012. Web. 30 Jan. 2013. "Medford Metropolitan Statistics ." Forbes List. Forbes, n.d. Web. 23 Feb 2014.

<http://www.forbes.com/places/or/medford/>. "Medford Oregon School Ratings." Medford Schools. N.p.. Web. 10 Feb 2014. <

http://www.greatschools.org/oregon/medford/>. Olson, Elizabeth. "Retirement ." Shaking Pennies and Fists Against Utility Rate Increases. The

New York Times, 9 Sept 2013. Web. 22 Feb 2014. <http://www.nytimes.com/2013/09/10/business/retirementspecial/shaking-pennies-and-fists-against-utility-rate-increases.html?_r=0>.

“Personal Communication” between the MPD Chief of Police and group "Police Advisory Committee." City of Medford Police Department. N.p., n.d. Web. 08 Mar 2014.

<https://www.ci.medford.or.us/Page.asp?NavID=2679>. "Police-Business Partnerships." Center For Problem-Oriented Policing. N.p.. Web. 26 Feb 2014.

<http://www.popcenter.org/tools/partnering/4)>. "Providing Networking Opportunities." The Chamber of Medford . N.p., n.d. Web. 09 Mar 2014.

<http://www.medfordchamber.com/cwt/external/wcpages/business_services/networking.asp&xgt;.

Renner, Lauren, and Liska Marina. "Darien Police Department Elderly Service Officers

(ESO)."Senior Citizens. N.p.. Web. 10 Feb 2014. <

  32  

http://www.darien.il.us/Departments/Administration/Documents/SeniorCitizensPresentation.pdf>.

"Rogue Valley Family Fun Center." . N.p.. Web. 09 Mar 2014.

<http://www.rvfamilyfuncenter.com/index.html>. Schreiner, Erin. A Parent's Top Ten School Safety Concerns for Their Child. Demand Media.

Web. 10 Feb 2014. < http://everydaylife.globalpost.com/parents-top-ten-school-safety-concerns-child-9761.html>.

"Tip Sheet." Robbery Prevention for Small Businesses. N.p.. Web. 25 Feb 2014.

<http://www.opp.ca/ecms/files/264308011.6.pdf >. "Twitter Facts & Figures ." History & Statistics. N.p., 04 May 2010. Web. 26 Feb 2014.

<http://www.supermonitoring.com/blog/2010/05/04/twitter-facts-and-figures-history-statistics/>.

"QuickFacts." Medford (city) QuickFacts from the US Census Bureau. N.p., 07 01 2014. Web.

08 Feb 2014. <http://quickfacts.census.gov/qfd/states/41/4147000.html>. Woolington, Josephinw. "EWEB approves rate increases." The 6 percent increase for water,

double that of a prior proposal, would help fund a second source. Register Guard, 04 Dec 2013. Web. 22 Feb 2014. <http://www.registerguard.com/rg/news/local/30822300-75/eweb-increase-rate-percent-electric.html.csp>.

"Work and Jobs in Medford." . City-Data. Web. 22 Feb 2014. <http://www.city-

data.com/work/work-Medford-Oregon.html>. "YouTube Statistics ." . YouTube. Web. 25 Feb 2014.

<http://www.youtube.com/yt/press/statistics.html>. Ziethaml, Valerie. "Consumer Perceptions of Price, Quality, and Value:." . American Marketing

Association, 25 Sept 2013. Web. 23 Feb 2014. <http://www.utexas.edu/law/journals/tlr/sources/Volume 92/Issue 3/Tor/Tor.fn146.Zeithaml.ConsumerPerceptionsofPrice.pdf>.