11 - Engineering Services Stormwater Management Communications Plan

Communication Plan|Stormwater Management
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COMMUNICATION PLAN
ENGINEERING SERVICES
STORMWATER MANAGEMENT
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COMMUNICATION PLAN
What this document is
A strategic communication plan is a key component to any
stormwater project or initiative. It is a planning tool that helps
keep residents informed of stormwater management projects
and the positive impact that these efforts have on the Raleigh
community.
The purpose of the plan is to ensure that Stormwater Manage-
ment provides relevant, accurate, and consistent information
to stakeholders and other audiences. This includes distributing
key messages and tactics that align with the division’s core mis-
sion and the needs of each stakeholder group.
The plan is a framework to manage and coordinate a variety of
communication elements, including who receives communica-
tions, how it’s delivered, what information is communicated and
from whom, and how often information is shared.
This is a living document that offers high-level communication
and citizen engagement strategies.
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GOALS:
Generate effective and open communications that shifts the
perception of and brings more awareness to stormwater man-
agement, its benefits, and the role that both the City and resi-
dents have in sustaining stormwater infrastructure, natural re -
sources, and public safety.
The plan will outline communication strategy that:
• Increases public knowledge of stormwater management and how our division is perceived in the communi-
ty;
• Makes Raleigh residents aware of flood reduction and water quality projects, including processes like road
closures/detours, services disruption, project technique, progress and challenges;
• Increases participation in Raleigh Rainwater Rewards and the Drainage Assistance Program;
• Introduces new programs on watershed master planning, asset management, and backyard streams; as well
as maintenance responsibilities;
• Helps residents become more familiar with stormwater development regulations and educated on turbid
water connected to sediment and erosion control;
• Encourages residents to reduce water pollution with education on illegal dumping and simple ways to vol-
unteer/get involved to help protect waterways;
• Focuses on content that is consistent with the City’s voice and tone and that builds trust between the City
and residents;
• Improves the division’s reach to broader audiences through cross-department and unique campaigns.
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Golden Rules for Effective Communications
1 Audience: Stakeholders include City of Raleigh residents and visitors. Audiences are project specific and may
vary by campaign (Main target audience: About 143,000 stormwater utility customers).
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3
Strategy: No communications strategy is the same. Different tactics are strategically used based on the audi-
ence and project. It is important to keep stakeholders in the loop and to be transparent. This adds credibility to
the project, helps manage expectations of stakeholders, and minimizes dissatisfaction from residents.
Timing/Frequency: Communications strategies and campaigns should be planned in advance to give enough
public notice of a project, event, or initiative. This ensures that stakeholders have a full understanding of the
project and can make informed decisions based on the communications provided. Effective time management
also allows communications staff to properly plan out campaigns successfully. Tactics and frequency of com-
munications vary based on project needs.
Communication Voice & Tone
The City’s overall mission is to build a stable platform of evolving services for our community through which
we champion positive and sustainable growth and realize visionary ideas for all. To be both effective and
personable, we must use a consistent voice and tone that the community identifies with and appreciates. This
includes our temperament, character, attitude, and values.
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Communications Voice & Tone (continued)
1 Voice (consistent personality): Smart but not unclear; Helpful but not overbearing; Concise but not snappy;
Forward-thinking but not trendy; Professional but not robotic; Passionate but not aggressive.
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3
Tone (attitude and mood): Approachable but not over-promising; Relevant but not juvenile; Expert but not
rigid; Clear but not diluted; Optimistic but not misleading; Inclusive but not pandering.
Over voice and tone drives how we conduct business and carryout our core values:
• Responsive: Committing to timely and thoughtful customer service
• Respect: Honoring other perspectives and appreciating different views
• Integrity: being fair and equitable
• Collaboration: Encouraging partnerships and information sharing
• Stewardship: Being accountable and responsible for our work
• Honesty: Remaining true to our actions
• Initiatives: Empowering problem solving, seeking new opportunities
• Diversity: Including multiple perspectives, unique ideas, and a cross-section of people
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Communication Roles
For this plan to work there must be buy-in and contributions from the entire team. Each person and
section has an important role in creating and delivering our messages. This includes:
• Communications staff (City- and department-wide)
• Department and division managers
• Section managers
• Project managers
• Administrative staff
• Inspectors
Everyone plays a key role in the success of this plan by creating and delivering consistent messages that align with our
mission and core values.
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Communication Strategy by Section
Stormwater Planning & Business Operations
This section will outline broad communication strategy for business services, watershed planning, and asset management.
More in depth strategy will be included in a campaign-specific communication plan/brief. Tactics may vary based on proj-
ect needs.
Business Services
Business Services has two main communications needs:
Needs:
• Inform property owners about their responsibility to pay the stormwater utility fee.
• Updated information about the stormwater utility fee.
Tactics:
• Create a communication campaign on the stormwater utility fee that includes web, social media, newsletter, email,
and print material. This campaign will shift when there is a rate increase.
• Update web and print material (brochure) so that it is in line with the new City brand.
Looking to the Future:
• Potential rate increase in fiscal year 2020
• Stormwater utility fee calculations app (Internal only)
Watershed Planning
This is a new stormwater initiative that will comprehensively outline community, water quality, and stormwater infrastruc-
ture needs throughout Raleigh.
Needs:
• Highlight what a watershed is, which ones are in Raleigh, the need to monitor and maintain watersheds, and how a
plan will help the City shift goals and objectives to improve stormwater infrastructure and preserve natural re-
sources.
• Showcase benefits of watershed planning - public safety, transparency with citizens, flood reduction, regulatory
compliance, improved water quality, seamless project prioritization, and financial stability.
Tactics:
• Create a new webpage about watersheds and planning efforts. This will include revamping the stormwater planning
page that is already in place.
• Implement HDR’s public engagement and education strategy. This will need to align with City branding.
Looking to the Future:
• In addition to sharing the planning process, it’s important to take a step back and do a campaign explaining water-
sheds. Then, we can progress into what we are doing to protect them.
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Asset Management
Asset Management includes managing stormwater infrastructure, stormwater control measures (SCMs), dams throughout
the city, and waterways. This is done by keeping up-to-date stormwater mapping that inventories and tracks the location
of stormwater infrastructure while identifying the need to fix or replace an asset. This drives how projects are planned,
designed, and built.
Needs:
• Continue to highlight asset management efforts.
• Showcase SCM devices, infrastructure, dams, and waterways that are functioning properly or need to be improved.
• Work with Emergency Management to share information ahead of natural disasters (i.e. lowering dams before a
hurricane/large rain event).
Tactics:
• Revamp the stormwater planning webpage so that asset management has its own presence (like an interactive map
to show where stormwater inventory is taking place).
• Continue email marketing and social media efforts on infrastructure maintenance and dam safety awareness.
• Create communications strategy when staff proactively lowers dams before a storm to reduce flooding (How resi-
dents should prepare, emergency action plan, and flood gauges).
• Internal communications to explain asset management.
Looking to the Future:
• Early flood warning system/predictive rainfall/flood signs and traffic cameras used to monitor flooding
• Seasonal messaging for stream assets - salt (winter); fertilizer (spring); flooding (summer); leaves (fall)
• Aging infrastructure - Share information via social media using CCTV footage
Stormwater Programs
This section will outline broad communication strategy for stormwater development, water quality, and drainage assis-
tance. More in depth strategy will be included in a campaign-specific communication plan/brief. Tactics may vary based
on project needs.
Development
Stormwater development includes reviewing design plans, approving permits, and conducting inspections to make sure
that construction sites have sediment and erosion control measures in place throughout the duration of a stormwater proj-
ect. This group also plays a key role in updating stormwater development regulations.
Needs:
• Educate residents about flooding (why it happens; what the City does to help; what residents can do; safety).
• Highlight FEMA’s Community Rating System (CRS) credit.
• Educate about turbid (cloudy) water in connection to sediment and erosion control.
• Publicize new/updated stormwater development regulations (smaller site development, Green Raleigh Review,
Guidelines for Land Disturbing Activity (GLDA); lot-to-lot drainage).
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• Assist with the outreach, design, and publication of the stormwater guidance design manual that will have updated
criteria and information about current stormwater design standards - riparian buffer, floodplain development, and
water supply watersheds.
• Increase visibility of the SCM inspections group and their Stormwater Inspections & Maintenance (SIM) Program.
Tactics:
• Exploring a flood awareness campaign in partnership with the North Carolina Museum of Natural Science. This
campaign will be a continuation of last year’s flooding series.
• Create a communications campaign that educates residents and developers about turbid (cloudy) water, dirt com-
ing from construction sites, and clogged storm drains (Transportation Field Services). Assets include updated web
content, social media, and video.
• Cross-promote information about stormwater development regulations and the design manual in DS Insider (gen-
erate regular content and assets). Example: Green Raleigh Review: Connect to ‘Green City’ initiative; Highlight Fire
Station 22 testimonial; Publicize GSI costing tool.
• Continue to distribute monthly annual inspection reminders to property managers. Revamp web content to in-
clude best practices for maintenance and enhance email marketing with regular evergreen content.
Successes:
• First flooding series held in August 2018 - About 15 people attended the first night with media coverage from
CBS17. About 40 people attended the second night with more participation in the online survey. The survey re-
ceived a total of 80 comments on flooding issues.
• Hurricane Florence: Reverse 911 call reached 26,000 residents; interactive flood maps reached 25,000 hits and
allowed residents to search by address; resulted in major media coverage and social media engagement (218,000 on
Twitter); Fire department distributed fliers to flood-prone areas. Public awareness emails were sent out to provide
hurricane safety tips, and information about the Drainage Assistance Program and Flood Hazard Mitigation Pro-
gram.
• A Feb. 22 post on Twitter prompted followers to send us photos of clogged storm drains/dirt coming from con-
struction sites. It reached 7,125 impressions and generated dialogue with followers (including NCDOT).
• SCM inspections: Email marketing has received a steady 50-70 percent open rate, which is above average. Only 17
Note-in-Compliance notifications were sent out in April 2018. As of March 2019: This is back on track after having
a short break due to position changes. We also doubled participation in the stormwater device workshop for prop-
erty managers from 2018 to 2019.
Looking to the Future:
• Partner with Raleigh Police to push out updated web/social assets on flooding.
• Target underserved populations in Raleigh who may experience impacts from the floodplain.
• Streamline coordination with Public Utilities for the Reverse 911; Offer Spanish translations on floodplain fliers.

Water Quality
There are more than 20 different major streams that connect to Walnut Creek or Crabtree Creek. Both creeks flow to the
Neuse River. To protect these water sources, efforts include improving the water quality of Raleigh’s streams and lakes;
preventing stormwater pollution; encouraging residents to help in the process, and providing stormwater runoff education
and outreach.
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Needs:
• Ongoing publicity of Raleigh Rainwater Rewards (going above and beyond) and Green Stormwater Infrastructure
(used to meet regulatory requirements).
• Continued education on rain barrel benefits.
• Increased visibility of volunteer programs, particularly storm drain marking and stream monitoring.
• More awareness to stormwater pollution and keeping storm drains clear.
Tactics:
• Create specific communication campaigns for Raleigh Rainwater Rewards, stormwater runoff pollution, and vol-
unteer opportunities. Content will be very service and topic driven (i.e. providing multi-media on different types of
Raleigh Rainwater Rewards projects).
• Provide signage and print material for rain barrel displays at Walnut Creek Wetland Center and Thomas G.
Crowder Woodland Center. Displays also will be promoted through social, email, and web.
• Complete guerrilla marketing for the storm drain marking program and user-generated content, dedicated email
marketing to promote stream monitoring and adopt-a-stream.
• Promote upcoming stream restoration projects via web, social, email, video, and thought leadership articles.
Successes:
• Raleigh Rainwater Rewards: The program was renamed in April 2018 and publicized using updated web content,
social media, email marketing, the Urban Watersheds newsletter, fliers, and an insert with the Public Utilities De-
partment’s utility bill that went to over 140,000 customers. This resulted in nearly 100 inquires within a month re-
garding the program; 15-20 consultations scheduled every two weeks; and 1000 page views to the updated webpage
(This is up from the 200 page views in 2011 when the City first collected web analytics). This campaign created a
200 percent increase in project delivery. Later in the year and into 2019 we targeted property managers and places
of worship. Participant feedback is tracked through Public Input, an online engagement tool.
Drainage Assistance
The Drainage Assistance Program allots $1.5 million to address drainage concerns on private property. The program has
completed many projects over the last fiscal year, which is a significant jump from prior years. The program is now fully
funded opposed to a shared cost between the City and residents.
Needs:
• Bring more awareness to the program, especially in underserved neighborhoods who may experience flooding.
• Encourage residents to apply for the program and educate participating residents on maintenance responsibilities.
Tactics:
• Update the drainage assistance brochure
• Create a communication plan on drainage maintenance responsibilities
• Create video assets (testimonials and project type focused)
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• Complete a direct mail and geo-targeted outreach to residents living in southeast Raleigh
• Update webpage so that it aligns with the new brand
Looking to the Future:
• Create a communications campaign for the backyard stream program via direct mail, web, and geo-targeted social
media.
Stormwater Infrastructure
Stormwater infrastructure includes upgrading and replacing the stormwater drainage system, improving lakes and dams,
and completing stream restoration projects that improve water quality and reduce flooding impacts.
Projects
Work will continue to publicize stormwater infrastructure projects through enhanced email marketing, social media, me-
dia relations, video, and direct mail to residents.
Needs:
• Continue updating project information on the website on a regular basis.
• Secure positive reactive and proactive media coverage about projects.
• Continue to compile more video and photo assets for projects.
• Continue outreach to residents regarding projects and their scope, schedule, delays, and road closures.
Tactics:
• Work closely with the Communications Department for media training and proactive pitching in addition to
responding to media requests.
• Hold an informal focus group with project managers to follow-up on the web content request process.
• Research new ways to highlight projects beyond video and static photos. Get creative!
• Collaborate with Roadway Design & Construction to use time lapse cameras on specific projects.
Successes:
• Increased how often project pages were updated from monthly to quarterly to as need basis (based on milestone)
and on a set deadline for monthly updates.
• Generated more regular targeted emails to residents living in a specific project area.
• Effectively communicated about emergency road closures on Newton Road and Clark Avenue.
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Communication Tools and Methods
External Communication
External communications is any public information provided to target audiences. The goal of this content to is meet the
needs of an audience, provide a specific service, and foster understanding of a topic while working toward behavior change
(when applicable). Communications can be in person, by phone, direct mail, or online through a website, social media, or
email. A huge undertaking for this fiscal year is implementing a new sub-brand for stormwater that positions content
in a more service focused way and aligns with the City’s overall branding efforts.

Content Generation
Formalize and maintain a content library that includes, but is not limited to, video assets, evergreen articles, graphics, and
photos. This will allow content to be created on a proactive basis and used more frequently. Content generation is a larger
project in partnership with the Communications Department.

Website
The City of Raleigh’s web platform will be upgraded from Alfresco to Drupal. To complete the upgrade successfully, com-
munications staff will be organizing and making improvements to content before migrating to the new platform. Content
organization and implementation of the new website will take place in fiscal year 2019-20. Microsites under the new plat-
form are part of the third phase.
Successes:
• Increased activity and engagement for stormwater web content:
• Raleigh Rainwater Rewards: 600 visitors (2016); 2,700 visitors (2017); 3,077 visitors (2018); 900 visitors (2019
to-date)
• Stormwater infrastructure page: 300 visitors (2016); 600 visitors and 2,700 page views (2017); 1,736 visitors and
3,419 page views (2018); 600 visitors and 1,071 page views (2019 to-date)
• Top Five Project Pages (2018 to present): Lake Dam Road Bridge Replacement (2,187 views); Lower Durant
Park Dam Rehabilitation (1,156 views); Simmons Branch Drainage Improvements Phase 2 (1,102 views); Laurel
Hills Dam Rehabilitation (807 views); and Lake Wheeler Road Culvert Replacement (778 views)
• Drainage Assistance Program: 570 visitors (2016); 1,200 visitors (2017); 1,155 visitors (2018); 320 visitors (2019
to-date)
• Stormwater Management Advisory Commission: 354 visitors (2016-17); 842 visitors (2018); 268 visitors (2019
to-date)
• Stormwater volunteering (main page): 70 page views (2016); 299 page views (2017); 388 page views (2018); 322
page views (2019 to-date). Data shows that webpages specific to a volunteer program have more views (Adopt-
a-Stream - 628 visitors (2018) and 306 visitors (2019 to-date); Stream monitoring - 418 visitors (2018) and 117
(2019 to-date)).

Email Marketing
In 2016-17, we made improvements to stormwater’s email marketing by using a new branded template and sending more
targeted emails. The template was updated this past year to meet new brand standards. Targeted emails (from Customer
Care & Billing data) continue to reach between 45-70 percent open rates; larger mass emails average 20-30 percent. We will
continue to evolve email content to meet industry trends.
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Newsletter
A quarterly digital newsletter goes out every January, April, July, and October. On average the emails get 22 percent open
rate, which is consistent from last year.
In addition, a print issue is sent out to about 140,000 customers (emailed to 21,000) every February and July. The goal is to
reach our broader customer base with various topics (ie. ‘Next 10 Years; rate increases; hurricane safety; gauge customer
satisfaction).

Social Media
There was one social media account dedicated to stormwater and drinking water (Twitter: @SustainableRAL). On average
the account earns 98.4K impressions a month and a 1.3 percent engagement rate (engagement rates between .33-1 percent
is high). The engagement rate has increased from the last three years, which collectively has about a 1 percent engagement
rate. For the last year, follower interest include: weather, dogs, science news, music, tech, comedy (hobbies and interests).
In 2019 - the account switched over to @RaleighWater for both Twitter and Facebook. This year will focus on generating
an extensive social media strategy (content calendar plus a social media management tool).

Outreach
• Continue to identify opportunities to publicize outreach efforts and connect those to communications goals.
• Work with graphics to create retractable signs that explain stormwater runoff, Raleigh Rainwater Rewards, and the
Drainage Assistance Program. These will be used by volunteer and outreach staff as well as project managers.
• Work with outreach staff to order newly branded giveaways.
Media Relations
• Work with the Communications Department to secure placement in local/regional media. Long-term goal: Secure
national media coverage and more thought-leadership articles in trade publications.
• Continue shifting the perception of stormwater management by highlighting proactive efforts, particularly related
to flood reduction and safety.
• Complete media training with staff as necessary.
Public Input
PublicInput.com - A tool that allows the division to gauge public perception of our projects and build/measure public
trust. It’s accessible online engagement, which allows us to reach a more extensive network of residents than with tradition-
al paper comment forms. The tool also offers a seamless experience for residents – They can share follow-up questions and
comments all in one location. This allows the City to fully address project feedback and resident engagement.
Community survey statistics show that residents prefer to get information through these channels: City website (73%)
Local television (56%) City social media sites (32%) Email subscriptions (31%) Local newspaper (25%)
NextDoor - We are in the planning stages of using this platform to provide information to residents.
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Campaigns
Various campaigns will be held throughout the year that highlight stormwater programs. The campaigns will be planned
by communications staff with support from stormwater experts. The strategies for these campaigns are separate from this
document.
Successes:
This division has benefited from cross-departmental promotion. There has been a conscious effort to partner with other
departments that have a larger audience to publicize projects. This has expanded stormwater’s reach to its customers. Proj-
ects include:
• Storm drain art (Partners: Stormwater Management, Arts, and Parks)
• Emergency road closures (Clark Avenue and Newton Road) - (Partners: Transportation (GoRaleigh) and Housing
& Neighborhoods)
• Durant Nature Preserve Lower Dam Repair and Lake Dam Road Bridge Replacement - (Parks, Arts, and Transpor-
tation)
• Emergency preparedness and floodplain education leading up to Hurricane Florence - Communications Depart-
ment, Public Utilities, Fire/Police Departments, Emergency Management
Public Meetings
To help streamline the public meeting notification process the following workflow is in place for design and pre-construc-
tion meetings:
• Web updates (project page, event page, landing page)
• GovDelivery email (topic specific and emails generated from Customer Care & Billing)
• Invitations - Postcard to residents; email to Raleigh City Council
• Press release
• Social media
• Print material (Project fact sheets, comment cards, sign-in sheet)
• Public meeting lawn signs (New)
• Online poll to gain resident feedback for design meetings (New)
Looking to the Future:
• Use PublicInput more extensively (Lead: Roadway Design & Construction)
• Use a public meeting check list to stay organized and on track (Lead: Roadway Design & Construction)
• Feature pull-up signs for other programs that can be featured at public meetings
• Explore cross-departmental public meetings (open house style) and annual city-wide project update meetings that
are part of a new strategic plan initiative
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Internal Communications
Internal communications has two major goals:
• Ensure that all stormwater communications is consistent; and,
• Boost employee engagement within the division.

Effective engagement allows employees to do their best while being committed to the organization’s goals and values, mo-
tivated to contribute to the organization’s success, and having an enhanced sense of well-being. Engagement is a joint effort
between employees, communications staff, and management.
Policies, Guidelines and Forms
The following communications policies and guidelines will be created to ensure stormwater communications is consistent.
Efforts will focus on standardizing format, voice, structure, and content. Finalized policies and guidelines will align with
branding standards set by the Communications Department. Long-term goal: Regular staff training on communications.
• External and internal presentations (Status: Created. Next steps: Training)
• Social media and graphics/photos
• Media relations
• Letters (Status: Created; Need to update/finalize)
• Publicity consent forms (Status: Created. Next steps: Encourage use)
• Storefront instructions (Status: Training underway for select staff)

Employee Engagement
Employee satisfaction and engagement is an essential component of effective communications strategy, especially as the
City introduces a new brand. Dedicating time and resources to employee engagement efforts makes for happier and more
productive employees, which will in turn benefit the City of Raleigh and its citizens. The following tactics will be imple-
mented this fiscal year:
• Continuing the employee engagement committee and encouraging staff to participate
• Create a level of transparency within the division by increasing interactions between staff and management (i.e.
monthly video series; breakfast with management; and quarterly town hall meetings)
• Start employee recognition with WOW awards that can be given to employees from management.
• Explore opportunities for workplace inspiration:
• Vocalize employee contribution to problem solving and organizational advancement;
• Create a sense of purpose;
• Learn what inspires employees and how that can motivate them;
• Help employees ‘do’ by teaching instead of instructing;
• Create traditions; and,
• Take time for team building.
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Implementation
Timeline
The timeline for communications consists of planning and some implementation prior to the start of the fiscal year. A ma-
jority of the work will be carried out in fiscal year 2020. This is a working document. Strategy may shift based on changing
priorities.

Budget
The proposed budget for this communication plan is attached. It is staying the same from last fiscal year. The budget may
be adjusted as projects and priorities shift. Also, this budget is for communications and outreach efforts, excluding funds
provided by the Clean Water Education Partnership (CWEP).

Themes
Communications will cover four main themes:
#1
Storytelling & Immersive Storytelling
Creating well-crafted narratives and telling stories (traditionally and through virtual reality content) that takes public rela-
tions from a two-dimensional experience to one that allows residents to become completely engaged and immersed in an
experience (i.e. 360 videos, augmented reality graphics, 3D modeling from data collection)
#2
Customer Rapport
Messaging that provides a sense of transparency, trust, and emotion from the City of Raleigh to residents.
#3
Simplicity and Education
Writing content that is concise and easily understood by residents. This includes writing from a service perspective and
focusing on main points that resonate most with residents. It’s important for content to be easy to read and digest quickly
especially given the frequency and quantity of information that customers receive on a daily basis. It also is important to
educate residents on stormwater management by communicating to and with them opposed to at them (i.e. writing with a
more conversational tone).
#4
Behavior Change
Generating content that first resonates with residents and then encourages a change in behavior. For example, seeing impacts
from water pollution and choosing to become a stormwater volunteer.
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How will we measure our success?
Success of communications tactics will be measured by whether or not primary objective(s) have been reached. This will be
done by reviewing and quantifying plan outcomes. Tactics will be tracked throughout each campaign and overall effective-
ness will be determined at the end of each campaign. If campaign goals are not reached, next steps include making adjust-
ments to further meet the plan’s mission and goals. These adjustments will be reflected in future plans.
Surveys
Since 2016, staff has worked to standardize and improve stormwater communication. A good indication of effective, baseline
communication is the statistics listed below. Ultimately, the goal should be to move an audience or change behavior.
Surveys help staff evaluate key messages and the evolving perception of stormwater management. We will initiate more sur-
veys throughout this fiscal year that rate resident satisfaction with communications. New surveys will augment data already
collected through the post-construction surveys for stormwater infrastructure projects.

Statistics
Web
Used to monitor social media, multi-media, and print campaigns that drive traffic back to the website. Web stats also will
indicate the benefit of re-working content to a more simple, conversational tone (associated with the branding and website
migration).
Social media
Used to monitor the success of different types of posts and the launch of “@RaleighWater” on Facebook and Twitter.
Email
Used to monitor the open and engagement rates. The City uses GovDelivery as a mass email/bulletin distribution platform.
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Engineering Services
Stormwater Management