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Brooklyn Park council weighs hiring communications director and short‑term PR support to reshape city narrative
Summary
Council members and staff debated whether to hire a communications director or contract short‑term PR help to improve external perception, amplify positive stories (notably biotech recruiting) and train internal staff; no formal vote was taken but staff were directed to evaluate options.
At a continuation meeting of a strategic‑communications discussion, Brooklyn Park City officials on the council and staff discussed whether to hire a permanent communications director, engage an external public‑relations firm in the short term, or pursue both.
Assistant City Manager Dr. Smith opened the conversation by reviewing a one‑page recap and 2023 resident‑survey highlights, noting 85% of respondents rated the city’s quality of life as "good" or "excellent" and listing top resident concerns as crime, jobs/economy, reckless driving and drugs. Dr. Smith said council guidance on desired outcomes — more resident engagement, improved external perception, or both — would shape staffing and strategy decisions.
Mayor (Speaker 1) and several council members said the city must address two primary audiences: residents (to improve internal understanding of city actions and budgets) and external audiences (to attract investors for targeted industries, such as biotech). The mayor outlined a two‑step approach favored by several participants: a short‑term hire or contract to "stop the bleeding" and place positive stories in major outlets while simultaneously preparing the communications team; a longer‑term director would then internalize and sustain those practices.
Council Member Harrison (Speaker 5) cautioned that drawing a strict line between "informing" and "influencing" can be misleading, arguing that withholding information is itself influential and that the city’s communications should clearly state facts and legal context so messaging is not perceived as political. Communications staff (Speaker 7) told the council the department is overburdened — listing more than a dozen responsibilities — and urged the council to narrow priorities so available resources can focus on high‑impact campaigns.
Speakers suggested practical next steps: hire a PR firm or public‑relations organization with established media relationships (examples discussed included the Star Tribune and broadcast outlets) to secure placements that highlight local successes, and have city management (including Dr. Smith and the city manager's office) evaluate the consultant scope and potential for a future director position.
No motion or formal vote was recorded. Council and staff agreed on the operational need to evaluate consultant proposals, clarify priorities for city communications, and return with implementation recommendations.
The council closed the item without adopting a staffing or contract decision; staff were asked to bring back evaluation and implementation details for future consideration.
