City of Cathedral City
Integrated Strategic Communications Plan
Respectfully submitted: June 24, 2026
2 City of Cathedral City
A TTN: Patrick Bumstead, Financial Analyst II
68700 Avenida Lalo Guerrero
Cathedral City, CA 92234
Dear Mr. Bumstead:
Thank you for the opportunity to submit a proposal to develop Cathedral City’s Integrated Strategic Communications Plan. At JPW Communications, we believe communication is most effective when it is aligned with operational goals, grounded in research and reflective of the unique communities it serves. Cathedral City’s commitment to developing a citywide communications roadmap comes at an important moment. As one of the Coachella Valley’s most diverse and dynamic communities, Cathedral City has an opportunity to strengthen awareness of City services, build greater understanding of Council priorities and create a unified communications approach that serves residents, businesses, visitors and stakeholders alike.
We were particularly encouraged to see the City’s emphasis on closing documented knowledge gaps, strengthening multilingual engagement and creating a communications framework that supports every department. These priorities align closely with the work JPW has delivered for cities and public agencies throughout California, including strategic communications plans for the cities of Glendora, San Marcos, Tustin and Encinitas, as well as regional initiatives such as Merced County Workforce Development Board and Innovate78.
Our approach combines research, stakeholder engagement, organizational assessment and implementation planning to create strategies that are actionable, measurable and sustainable. Through our proprietary Fingerprint Framework, we identify the unique characteristics, perceptions and priorities that shape how communication is received within a community. This allows us to develop recommendations that reflect Cathedral City’s cultural diversity, organizational realities and long-term goals.
We understand that the City is seeking more than a communications plan. Y ou are seeking a practical roadmap that aligns departments, improves coordination, builds trust and equips staff with the tools needed to communicate consistently and effectively for years to come. That is precisely the type of work JPW is known for.
Thank you for your consideration. We would welcome the opportunity to partner with Cathedral City and help create a communications strategy that informs, engages and inspires your community.
Sincerely,
Jenny Windle, Founder and President
Nice to meet you.
COVER LETTER
3 Alone we can do so little; together,
we can do so much.“
— Helen Keller
Partnership starts here.
Cathedral City has already done the
important work of listening. Through
community research, the City has identified
opportunities to strengthen awareness,
engagement and understanding of the
services, programs and decisions that shape
residents’ daily lives.
The next step is turning those insights into
action.
At JPW , we help public agencies align
communications with organizational goals,
connect more effectively with diverse
audiences and create practical strategies
that can be implemented long after the
planning process is complete.
Together, we will develop a communications
roadmap that reflects Cathedral City’s
unique community, strengthens trust and
provides a clear path forward for every
department.
4 ABOUT US
JPW was born from the need for a communications firm that offers the rare combination of exceptional service, creative ideas and strategic solutions that can only come from firsthand service in the public sector. We serve government enthusiastically, and that means that we understand the challenges you face, why they matter, and how to solve them.
OUR HISTORY
JPW was founded in 2015 by long-time government
communicator Jenny Windle, and we are a team of experts who provide award-winning services for government agencies.
Together, we bring 125+ years of collective experience working inside and alongside cities, counties, states and special districts.
We do this because we believe that public agencies deserve the very best in communication services.
THE JPW EXPERIENCE
We balance big ideas with practical applications designed just for government, and the result is strategic communication that actually works.
OUR VISION
To inspire thriving communities through collaboration and shared understanding.
A staff born from
government, for
government
2. FIRM PROFILE
4 OUR CERTIFICA TIONS
We are a proudly woman-owned organization and certified Small/ Micro Business Enterprise.
VIDEO: MEET JPW
Hear our founding
story and learn what
makes JPW different
from other firms.
CLICK OR SCAN TO W A TCH
OUR LOCA TIONS AND BUSINESS TYPE
JPW is a California corporation headquartered in Carlsbad, CA. 5 JPW Communications is a California-based strategic
communications agency specializing in public agencies, cities, counties, special districts and mission-driven organizations. Our team of 11 combines expertise in strategic planning, community engagement, public affairs, branding, media relations, digital communications and design to help agencies communicate more effectively with the communities they serve. We also have extensive experience operating within the requirements of the Brown Act, California Public Records Act, public procurement regulations and government communication’s ethics standards.
Our expertise
Why we’re different
Co-ownership of outcomes
What sets us apart is our ability to combine strategic thinking with practical execution. We do not create plans that sit on a shelf— we create actionable roadmaps that help organizations align communications with operational priorities, strengthen stakeholder relationships and build lasting public trust. Our work is grounded in research, shaped by community and stakeholder input and designed to support real-world implementation.
For Cathedral City, that means developing more than a
communications plan. It means creating a framework that aligns departments around a shared vision, strengthens engagement with diverse audiences, closes documented awareness gaps and provides staff with the tools needed to communicate consistently and effectively. Through a combination of communications auditing, stakeholder engagement, benchmarking and strategic planning, we will develop recommendations that are tailored to Cathedral City’s unique community, organizational structure and long-term goals.
We understand that this initiative is an investment of public resources, and we believe the final plan should deliver value well beyond the completion of the project. Our commitment is to serve as a strategic partner throughout the process, creating a practical, implementation-ready roadmap that strengthens the City’s communications capacity, supports informed decision-making and helps Cathedral City connect more meaningfully with the people it dutifully serves.
2. FIRM PROFILE
6 Full service,
and at your
service
Team JPW has the strategists, writers, certified
community engagement experts, marketers
and project managers that the City of Cathedral
City needs to communicate the value of your
services and engage the community you
serve. We are also proud to note that Susanne
Bankhead, our senior vice president and
partner, is one of only three certified public
participation professionals in California.
Coupled with our in-house design team
that includes videography and photography
offerings, we are truly a full-service agency.
STRA TEGIC COMMUNICA TIONS COMMUNITY OUTREACH
Planning and research
Crisis management
Target audience segmentation
Message and persona development
SWOT analysis
Competitive landscape analysis
Community surveys, focus groups/interviews
Communications, materials
and branding audit
Outreach process design
Community engagement strategies
Public meeting design and implementation
Meeting facilitation
Construction marketing and outreach
Surveys, stakeholder interviews,
focus groups
Multicultural outreach
Pop-up outreach events
MARKETING & CAMPAIGNS MEDIA
Campaign research, planning
and implementation
Branding and graphic design
Behavior change campaigns
Persona creation
Paid media ad planning
Social media campaigns
Video production and photography
Media and public relations
Social media campaigns
Social media planning
Social media graphic design
Public relations
Press release writing
Media relations
Media lists
Media pitching
Copywriting
PUBLIC PARTICIPA TION CREA TIVE
Outreach strategy planning
Public meeting design and implementation
Meeting facilitation
Prop 218 outreach
Construction marketing and outreach
Survey development; stakeholder interviews;
focus groups
NEPA, CEQA
Graphic design
Branding and rebranding
Logo design
Videography
Photography
Social media design
Newsletter template design
Style guides
Interactive digital toolkits
7 3. Project team
One of JPW’s biggest differentiators is our
people. We are a specially curated group of
government communicators who deeply
understand the nuances of working in the
public space. We have hand-selected the
following team to work with your agency
based on their direct experience and
acumen. Our team is designed to scale as
needed.
PROJECT TEAM
Jenny Windle
President and Principal in Charge
Strategic counsel and project oversight
Susanne Bankhead
Senior Vice President and Partner
Community engagement planning
Baylee Cunniff
Sr. Manager
Project manager
Molly Schellenger
Art Director
Creative direction and design (if needed)
Natalia Speedon
Specialist
Project support
Liana Letsos
Coordinator
Project support
8 We never know where the process
will take us.“
Jenny Windle is the founder and CEO of JPW
Communications, a California-based agency
redefining how local governments connect
with their communities. Since launching JPW
in 2015, Jenny has transformed the firm from
a one-woman startup into one of the state’s
most trusted and creative public outreach
partners known for blending strategic rigor
with human-centered storytelling.
Before founding JPW , Jenny spent nearly two
decades inside local government, leading
award-winning communications programs
for three California cities and the Port of San
Diego. That experience shaped her belief that
public agencies deserve the same caliber of
creativity and strategy as the private sector,
and that continues to anchor JPW’s mission.
Now in its tenth year, JPW is building toward
a bold vision: to become California’s premier
government communications company. Under
Jenny’s leadership, the team continues to
elevate public sector storytelling, proving that
government communications can be both
inspired and impactful.
EDUCA TION
Cal State University, Northridge
Master’s in Public Administration
Western Washington University
Bachelor of Arts in Communications
California State University, Fresno
Certificate in Economic Development
JENNY WINDLE
PRESIDENT
Project
experience
BRANDING
California Association of Public
Information Officials (CAPIO), City
of Glendora, City of Lake Forest, City
of San Marcos, Government Training
Agency, M2C, Inc., Western Water
ECONOMIC DEVELOPMENT
City of Carlsbad, City of Palmdale,
City of Riverside, City of San Diego,
City of San Marcos, City of Vista,
County of Merced, Innovate78, Port
of San Diego, North Valley THRIVE
MARKETING CAMPAIGNS
County of Marion, County of San Luis
Obispo, San Marcos Unified School
District
PUBLIC PARTICIPA TION/
COMMUNITY OUTREACH
Cardiff School District, City of
Carlsbad, City of Tustin, Olivenhain
Municipal Water Department, Port
of San Diego, Sacramento Sewer
District, San Diego County Water
Authority, Sweetwater Authority
STRA TEGIC COMMUNICA TIONS
City of Glendora, City of San
Marcos, County of Merced, County
of San Diego, Long Beach Water
Department, Rancho California
Water Agency, Sweetwater Authority,
Western Water
9 You know the hype man at concerts? That’s
Susanne at a public meeting. “
Susanne brings more than 20 years of
experience leading community outreach,
public participation and communications
for some of California’s most complex
public projects. As one of only three IAP2
Certified Public Participation Professionals
(CP3) in the state, she is a trusted expert in
designing meaningful engagement that builds
credibility, strengthens relationships and
supports informed decision-making.
With leadership experience in public and
private sectors, she has a rare 360-degree
understanding of how agencies, consultants
and communities connect. At JPW , Susanne
leads the community outreach and public
participation practice, known for simplifying
technical topics, building trust and delivering
measurable, defensible results.
A former college athlete, Susanne brings
that same energy to her leadership at JPW .
She is committed to continuous learning,
uses practical tools to help teams collaborate
effectively and actively mentors staff to support
a healthy, high-performing culture.
Before joining JPW , she served as community
relations manager for the City of Carlsbad and
worked for two public affairs firms supporting
government, building, real estate and
development clients.
SUSANNE BANKHEAD
SENIOR VICE PRESIDENT
Project
experience
BRANDING/CREA TIVE
Calleguas Municipal Water
District, City of Encinitas, City of San
Luis Obispo, City of Tustin, San Diego
County Water Authority
PUBLIC PARTICIPA TION/COMMUNITY
ENGAGEMENT
City of Carlsbad, City of Encinitas,
City of Escondido, City of Tustin, City
of San Diego, City of San Luis Obispo,
City of San Marcos, North County
Transit District, Port of San Diego,
Sacramento Sewer District, San Diego
County Water Authority, Sweetwater
Authority, Western Water, West Valley
Water District
MARKETING CAMPAIGNS
City of Encinitas, City of San Luis
Obispo, City of San Marcos, City
of Santa Ana, Western Water,
Sacramento Sewer District
STRA TEGIC COMMUNICA TIONS
Association of Women in Water,
Energy & Environment (AWWEE), City
of Belmont, City of Long Beach (Water
Department), City of San Marcos,
County of San Diego, Sweetwater
Authority, Western Water
EDUCA TION
Cal State University, Long Beach
Masters in Kinesiology
Arkansas State University
Bachelor of Arts in Kinesiology
International Association of Public Participation
Certified Public Participation Professional (CP3)
10 If you’re at a loss for words, Baylee will help
you find them.“
Baylee leads with a keen sense of
discernment that allows her to get to the
heart of her clients’ challenges and craft
the stories that guide them toward success.
Driven by the pursuit of “getting it right,” she
brings strategic clarity and creative precision
to every project, delivering meaningful results
for both clients and the communities they
serve.
At JPW , Baylee has carved a niche in branding,
economic development, and strategic
planning and messaging. Before joining the
firm in 2022, she developed and executed
marketing and communications strategies for
the School of Journalism and Media Studies
at San Diego State University. Earlier in her
career, she supported government agency
clients across San Diego County in sectors
including education, health, water, and transit.
Passionate about helping public agencies tell
their stories, Baylee has a knack for finding
the right words when others can’t, helping
organizations connect with their audiences in
ways that resonate and inspire.
EDUCA TION
San Diego State University
Bachelor of Arts in Journalism
Emphasis in Public Relations
Minor in T elevision, Film and New Media
UC San Diego Extension
Copyediting Certificate Program
BA YLEE CUNNIFF
SENIOR MANAGER
Project
experience
BRANDING
City of Glendora, City of Lake Forest,
Jurupa Community Services District,
Rancho California Water District,
Western Water
ECONOMIC DEVELOPMENT
City of Chula Vista, City of Long
Beach, City of Oceanside, City of
Eastvale, City of Fountain Valley,
Innovate78
MARKETING CAMPAIGNS
Calleguas Municipal Water District,
Marion County, San Marcos Unified
School District, Western Water
PUBLIC PARTICIPA TION/
COMMUNITY OUTREACH
City of Escondido, City of Tustin
STRA TEGIC COMMUNICA TIONS
City of Chula Vista, City of Escondido,
City of Glendora, City of Long Beach,
City of Tustin, Western Water
11 Here to make ideas behave
beautifully.“
Molly is an art director working in brand,
campaign and environmental design. She is
passionate about projects that craft stories
around identity and engage communities in
creative ways.
Prior to joining JPW Communications, Molly
worked as a graphic designer for the City
of San Marcos elevating their brand and
creating collateral for a variety of print, digital
and online projects. She also designed for a
variety of private and public sector clients
including 826 Valencia, UC Davis, and the
cities of Long Beach, Agoura Hills and
Eastvale.
Molly brings a keen sense for creating impactful
designs that capture the audience’s attention
and promote positive change.
EDUCA TION
University of California, Davis
Bachelor of Arts in Visual Communication & Design
Minor in Professional Writing
MOLL Y SCHELLENGER
ART DIRECTOR
Project
experience
BRANDING
Calleguas Municipal Water District,
City of Escondido, City of Glendora,
City of Lake Forest, County of
Merced, Port of Redwood City
CREA TIVE
Calleguas Municipal Water District,
City of Encinitas, City of Escondido,
City of Glendora, City of Lake Forest,
City of Laguna Niguel, City of Long
Beach, City of San Marcos, City of
San Luis Obispo, San Marcos Unified
School District, North County Transit
District, Port of Redwood City, Port of
San Diego, Western Water
MEDIA
City of Carlsbad, City of San Marcos,
City of San Luis Obispo, City of Tustin,
Innovate78, Moulton Niguel Water
District, Port of Redwood City, Santa
Ana Watershed Project Authority
12 A life is not important except in the impact
it has on others.“
Natalia is a rising star in the field of marketing
and public relations with experience in
the non-profit and private sectors. She is
passionate about projects that connect
communities in creative, engaging and
inspiring ways.
Prior to joining JPW Communications, Natalia
worked as a volunteer coordinator and brand
ambassador for MainStreet Oceanside,
an organization dedicated to the vision of
making MainStreet Oceanside a pedestrian-
friendly community with unique and exciting
attractions, including daytime and evening
activities for residents and visitors.
Natalia is always eager to make an impact in the
lives of individuals, and her work represents her
ability to inspire residents to become members
of their community and adopt the culture of the
place where they live.
EDUCA TION
Saint Mary’s College
Bachelor of Arts in Communications Studies
Minor in Sociology
NA T ALIA SPEEDON
SPECIALIST
Project
experience
BRANDING
City of Chino, City of Glendora and
Jurupa Community Services District
ECONOMIC DEVELOPMENT
City of Long Beach, City of San
Marcos, Innovate78, North Valley
THRIVE
MARKETING CAMPAIGNS
Calleguas Municipal Water District,
Innovate78, Port of Redwood City,
San Marcos Unified School District,
Santa Ana Watershed Project
Authority, Western Water
PUBLIC PARTICIPA TION/
COMMUNITY OUTREACH
City of Encinitas, City of Escondido,
City of San Diego (Public Utilities
Department), City of San Luis Obispo,
City of San Marcos, Port of San Diego
STRA TEGIC COMMUNICA TIONS
City of Chula Vista, City of Encinitas,
City of Glendora, City of Long Beach,
City of San Diego, City of San Marcos,
North Valley THRIVE
13 A vision without strategy remains
an illusion.“
Liana Letsos is a passionate marketing and
communications coordinator who brings
energy and empathy to her work. With
experience in nonprofit communications
and government relations, Liana supported
campaigns for the Santa Barbara Foundation
celebrating philanthropy and community
impact and gained hands-on policy
experience in Washington, D.C. with the
University of California’s Governmental
Relations office. Now, she brings that same
passion for purpose-driven communication
to JPW clients, crafting messages that inspire
action and build trust between organizations
and the communities they serve.
At JPW , Liana enthusiastically contributes to
marketing and communications initiatives
for municipal clients, supporting outreach,
storytelling, and strategic messaging that
align with JPW’s commitment to public-sector
excellence.
EDUCA TION
University of California, Santa Barbara
Bachelor of Arts in Political Science
Minor in History
LIANA LETSOS
COORDINA TOR
Project
experience
MARKETING CAMPAIGNS
City of Carlsbad, City of Encinitas
PUBLIC PARTICIPA TION/COMMUNITY
OUTREACH
City of Carlsbad, City of San Diego
(Public Utilities Department),
Sweetwater Authority, West Valley
Water District
14 Subconsultant
(Optional)
To support Cathedral City’s commitment to inclusive, multilingual and community-centered communication, JPW has assembled a team of trusted strategic partners with expertise in multicultural engagement, community outreach and culturally responsive communications.
These partnerships complement JPW’s strategic planning expertise by providing additional insight into community engagement strategies, language access considerations and outreach approaches that help ensure the planning process reflects the perspectives of Cathedral City’s diverse residents and stakeholders.
NOVOA COMMUNICA TIONS
Melba Tirado | Strategic Multicultural Outreach Partner JPW proposes partnering with Melba Tirado of Novoa Communications to support multilingual outreach strategy, stakeholder engagement and culturally responsive communications throughout the planning process.
Melba brings extensive experience helping California public agencies engage diverse communities through thoughtful outreach, community partnerships and audience-informed communication strategies. Her expertise includes working with Spanish-speaking audiences, community-based organizations and historically underrepresented groups to strengthen participation and improve access to information.
Her support may include:
• Strategic guidance on multilingual and multicultural outreach approaches • Community partnership and stakeholder engagement recommendations • Review of outreach materials and messaging for cultural relevance and accessibility • Support for Spanish-language engagement strategies
• Input on reducing barriers to participation and expanding community representation • Recommendations to help ensure the plan reflects the needs and perspectives of Cathedral City’s diverse audiences
1515
Fingerprint Framework
At JPW Communications, we know every
community is unique. That’s why we use
our Fingerprint Framework, a research-
driven process that combines the best of
the International Association for Public
Participation (IAP2) and the Public Relations
Society of America (PRSA). This proven
approach helps us uncover the experiences,
perceptions and priorities that shape
how communication is received, ensuring
recommendations are authentic, actionable and
tailored to the communities we serve.
For Cathedral City, the Fingerprint Framework
will guide every phase of the project—from
communications auditing and stakeholder
engagement to strategy development and
implementation planning. By grounding our
recommendations in community research,
organizational assessment and stakeholder
input, we will develop an Integrated Strategic
Communications Plan that aligns departments,
strengthens community awareness, supports
equitable engagement and provides a practical
roadmap for long-term success.
Situational Analysis
As one of the Coachella Valley’s largest and
most diverse communities, the City delivers a
wide range of services, programs and initiatives
that impact residents, businesses and visitors.
Recent community research has identified
opportunities to strengthen awareness, improve
understanding of City services and better
connect residents to local decision-making.
Cathedral City’s role as both a year-round
residential community and regional destination
creates unique communications opportunities
and challenges that require coordinated,
audience-specific engagement strategies.
The City has already built a strong foundation
through its Communications & Engagement
Division, digital platforms, community events
and commitment to multilingual outreach.
The opportunity now is to create a unified,
citywide communications strategy that
aligns departments, strengthens community
awareness and provides a clear framework for
consistent engagement.
By combining research, input and organizational
assessment, this initiative can help Cathedral
City build stronger community connections,
improve understanding of City priorities
and establish a practical roadmap for
communications excellence.
INVESTIGA TE
STRA TEGIZE
EXECUTE
OPTIMIZE
FINGERPRINT FRAMEWORK
Project
approach
1616
Phase 1:
Discovery,
Research and
Assessment
6-8 WEEKS
Our work begins with understanding
Cathedral City’s communications landscape,
organizational priorities and community
perspectives. This phase is designed to
establish a strong foundation for the plan
by identifying opportunities to strengthen
awareness, improve alignment across
departments and better connect residents with
City services, programs and decision-making.
We will begin with a collaborative kickoff
meeting to confirm project goals, protocols,
timelines and key milestones. From there, our
team will conduct a comprehensive review of
existing research, communications materials,
planning documents and organizational
practices to understand how communications
currently function across the City.
This process will help identify strengths,
gaps and opportunities while providing a
clear understanding of audience needs,
communication preferences and organizational
capacity. Through stakeholder engagement,
community listening and benchmarking
analysis, we will develop a comprehensive
picture of Cathedral City’s unique
communications fingerprint and the factors
influencing community awareness, engagement
and trust.
ACTION ITEMS AND DELIVERABLES:
• Virtual kickoff meeting (60 minutes) with
staff to align on project goals, deliverables,
schedule and communication protocols
• Review of existing research, including FM3
survey findings, FlashVote results, the
City’s five-year strategic plan, departmental
work plans and previous communications
initiatives
• Communications audit of existing channels,
content, messaging, workflows, staffing
resources and communications practices
• Interviews with councilmembers,
leadership, department heads,
communications and engagement staff
• Stakeholder interviews with community
partners, businesses, media representatives
and key external organizations
• Community listening sessions and/or focus
groups with priority audiences, including
Spanish-speaking residents, LGBTQ+
residents, business owners, seniors and
youth
• Benchmarking analysis of comparable
Coachella Valley and California cities
• Comprehensive research report
• Milestone: Completion of research,
stakeholder engagement and
communications assessment to inform
development of the plan
17 17
Phase 2:
Strategy
Development
6-8 WEEKS
With a clear understanding of Cathedral
City’s communications landscape, we will
translate research and stakeholder insights
into a comprehensive strategy that aligns
communications efforts across the organization
and supports the City’s long-term goals.
This phase is designed to establish a unified
communications framework that connects
every department under a shared vision while
providing the flexibility needed to address the
unique needs of diverse audiences. Building
upon the findings from Phase 1, we will develop
recommendations that strengthen community
awareness, improve engagement and create
greater consistency across channels, messages
and departments.
Our team will work closely with City leadership
to define communications priorities, establish
guiding principles and create practical tools
that can be implemented throughout the
organization. Special attention will be given
to equitable, multilingual and culturally
responsive communication strategies that
reflect Cathedral City’s diverse community and
support meaningful engagement with residents,
businesses and visitors.
ACTION ITEMS AND DELIVERABLES:
• Development of citywide communications
strategies, tactics and guiding principles
• Creation of a unified brand voice and
communications framework
• Audience segmentation and prioritization,
including underserved and historically
underrepresented populations
• Development of audience-specific
engagement strategies
• Creation of a citywide messaging
architecture and key message framework
• Development of department-level
messaging recommendations
• Evaluation of earned, owned, paid and social
media channels
• Recommendations for multicultural and
LGBTQ+ outreach strategies
• Assessment of communications staffing
structure, organizational roles and
responsibilities
• Evaluation of communications technology,
tools and resource needs
• Development of crisis communications
recommendations and governance protocol
• Milestone: Completion of the draft plan for
City review
1818
Phase 3:
Implementation
roadmap and
final plan
6-8 WEEKS
ACTION ITEMS AND DELIVERABLES:
• Development of a multi-year
implementation roadmap
• Prioritization of communications initiatives
and recommendations
• Establishment of implementation timelines
and milestone schedules
• Identification of ownership responsibilities
and accountability measures
• Creation of KPI framework to track
awareness, engagement and goals
• Creation of a dashboard framework for
ongoing measurement and reporting
• Recommendations for future community
surveys and evaluation efforts
• Development of Spanish-language
executive summary
• Executive presentation for council,
leadership and key stakeholders
• Delivery of all supporting materials and
source documentation
• Milestone: Completion and presentation
of the final plan, implementation roadmap,
KPI framework and executive presentation,
providing the City with a clear and
actionable path for communications
excellence across the organization
A successful communications strategy
is only valuable if it can be implemented.
The final phase focuses on transforming
recommendations into a practical roadmap that
provides clear direction, measurable outcomes
and long-term accountability.
Using the framework developed during Phase
2, we will create a multi-year implementation
plan that prioritizes initiatives, defines
responsibilities and establishes realistic
timelines for execution. Our goal is to provide
Cathedral City with a practical management
tool that supports decision-making, resource
allocation and continuous improvement.
This phase will also establish a measurement
framework that allows the City to evaluate
progress over time, track improvements in
community awareness and engagement, and
demonstrate the value of communications
investments. The result will be a clear path
forward that helps ensure the strategy remains
relevant, actionable and sustainable.
19 5. Project schedule
JPW understands the City’s desire to complete this effort within approximately six months of contract execution. Our approach is designed to balance thorough research and stakeholder engagement with efficient project management, ensuring adequate time for collaboration, review and refinement throughout the planning process.
TA S K AUG SEP OCT NOV DEC JAN
Project kick-off and work plan
Document research and review
Communications audit
Benchmarking analysis
Stakeholder interviews
Listening sessions and focus groups
Existing conditions assessment
Vision, mission and guiding principles
Audience segmentation and engagement
strategies
Messaging architecture and brand voice
Channel strategy
Staffing, technology and organizational
assessment
Crisis communications framework
Draft plan
Implementation roadmap
KPI dashboard
Review and revisions
Final plan and executive summary
Executive presentation
20 6. Relevant
experience
20 21
CASE STUDY
THE OPPORTUNITY
As Glendora expanded programs,
services and community initiatives,
leadership needed to evaluate whether
its communications were positioned to
meet growing demands and resident
expectations. While the City had a new
brand, content and digital channels,
communications efforts were often
reactive and decentralized. JPW conducted
a comprehensive communications audit to
identify opportunities to bolster alignment,
efficiency and community engagement.
THE APPROACH
JPW conducted a holistic assessment
using quantitative and qualitative research,
which included a review of performance
data, including website analytics, social
engagement, newsletters and mobile
app usage. JPW also hosted leadership
and staff workshops, listening sessions
and stakeholder discussions. The audit
evaluated organizational structure, staffing,
workflows and messaging, resulting in
actionable recommendations to improve
coordination, governance and citywide
communications effectiveness.
THE RESULTS
The audit provided City leadership
with a clear roadmap for evolving
communications from a reactive function
into a more strategic organizational asset.
JPW identified opportunities to strengthen
internal alignment, streamline processes
and establish a unified citywide narrative.
The resulting recommendations equipped
the City with practical strategies to
improve cross-department collaboration,
enhance transparency and build stronger
connections with residents, businesses
and stakeholders.
City of
Glendora
22 CASE STUDY
THE OPPORTUNITY
The County of San Diego Communications
Office (CCO) sought a strategic approach
to improve community engagement
amid leadership changes, evolving public
expectations and heightened concerns
about misinformation and distrust. Staff
were often unaware of available services,
and communications were fragmented
due to inconsistent processes and a lack
of shared guidelines. JPW was engaged to
lead research and planning to align internal
priorities and streamline processes.
THE APPROACH
JPW reviewed best practices, audited
materials and roles, and conducted
leadership interviews, discovery sessions
and an all-hands retreat. Findings
informed a long-term strategy with six
key recommendations and an action plan.
Immediate steps included reorganizing the
CCO team into “pods,” conducting trainings
to launch the new strategy, and developing
a countywide communications and
engagement policy with key stakeholders.
THE RESULTS
The research and strategy was well-
received by CCO leadership and team. The
pod structure was embraced by the team
and created stronger alignment with the
County’s objectives. Full implementation of
the long-term strategy is on-going..
County of
San Diego
23 CASE STUDY
THE OPPORTUNITY
As the City of San Marcos continued to
grow, leadership recognized the need for a
more unified approach to communications,
branding and community engagement.
With significant economic development
activity, new residential growth and
major capital investments underway, the
City sought a comprehensive strategy
that would clearly articulate its identity,
strengthen community awareness
and guide communications across
departments and initiatives.
THE APPROACH
JPW partnered with the City to develop a
strategic communications plan that aligned
messaging, engagement and branding
under a shared vision. The plan established
key messaging, audience strategies and
implementation priorities that could be
applied across departments, initiatives and
community programs. JPW then helped
activate the strategy through community
branding, placemaking, economic
development communications and public
engagement initiatives.
THE RESULTS
The strategic communications plan
provided a long-term roadmap that
continues to guide communications and
community engagement efforts today. San
Marcos now benefits from a unified and
recognizable community identity, stronger
alignment across departments and a
consistent communications framework
that supports everything from economic
development and placemaking to public
engagement and capital projects.
City
of San
Marcos
24 CASE STUDY
THE OPPORTUNITY
Tustin sought to strengthen its ability to
communicate consistently, transparently
and effectively across departments.
Leadership recognized the need for
a comprehensive communications
framework that could support day-to-day
operations, improve coordination during
issues and establish clear protocols
for crisis response. JPW developed a
strategic communications plan and crisis
communications to provide a roadmap for
organizational alignment, proactive public
engagement and effective communication.
THE APPROACH
JPW hosted 26 stakeholder interviews,
and completed a communications audit/
organizational assessment to evaluate
existing communications practices,
messaging, workflows and community
engagement efforts. Based on findings,
we developed plans that established
communications priorities, governance
recommendations, messaging frameworks,
response protocols and implementation
actions to guide both everyday
communications and crisis response.
THE RESULTS
The resulting plans provided Tustin
with a clear framework for improving
organizational alignment, bolstering
public engagement and enhancing
crisis preparedness. City leadership
gained practical tools for consistent
communication, while staff received
guidance and protocols that continue to
support transparent, effective engagement
with residents and stakeholders.
City of
Tustin
25 7. Equity,
multilingual
& cultural
competency
At JPW , we believe effective communication begins with understanding the people we hope to reach.
Every community includes individuals who face different barriers to participation—whether those barriers are language, work schedules, transportation, caregiving responsibilities, digital access or a lack of trust in government processes. Our role is to help public agencies identify and reduce those barriers so more people can participate in meaningful ways.
Our approach is rooted in inclusive public engagement principles and informed by industry best practices.
JPW Partner and Senior Vice President Susanne Bankhead is one of only three Certified Public Participation Professionals (CP3) in California, a credential that reflects expertise in designing engagement processes that are transparent, accessible and responsive to community needs.
For Cathedral City, we will work closely with staff and community stakeholders to ensure engagement opportunities reflect the City’s diverse population, including Spanish-speaking residents, LGBTQ+ residents, seniors, youth, business owners and other community members whose perspectives may not always be represented through traditional outreach methods.
Our approach includes:
• Providing multilingual engagement opportunities and translated materials where appropriate. • Offering a variety of engagement methods, including interviews, focus groups, surveys and community conversations, to accommodate different participation preferences. • Working with trusted community partners and organizations to help expand awareness and encourage authentic participation.
• Recommending communication channels and outreach strategies that reflect how different audiences prefer to receive information.
• Creating opportunities for participation that are accessible, welcoming and respectful of community members’ time and lived experiences.
Throughout this project, our goal is not simply to gather input from more people, but to create a planning process that helps residents feel heard, respected and connected to the decisions that affect their community.
The resulting communications plan will reflect those perspectives while providing practical recommendations that support equitable and effective communication across Cathedral City’s diverse audiences. 26 8. References
CITY OF ENCINIT AS
Jennifer Campbell | City Manager | [email protected] | 760-633-2612 Client since 2018
Services provided: Economic development campaign, community outreach, public participation, strategic communications plan, ongoing communications support
CITY OF GLENDORA
Adam Raymond | City Manager | [email protected] | 626-914-8201 Client since 2023
Services provided: Communications audit, department communications plan, citywide brand and ongoing communications support
CITY OF SAN MARCOS
Michelle Bender | City Manager | [email protected] | 760-744-1050 Client since 2016
Services provided: Strategic communications plan, community engagement, public participation, community rebrand and launch, ongoing communications support
CITY OF TUSTIN
Nicole Bernard | Assistant City Manager | [email protected] | 714-573-3010 Client since 2019
Services provided: Strategic communications plan, community engagement, public participation planning and implementation, media relations, community rebrand and launch
COUNTY OF SAN DIEGO
Tammy Glenn | Dir. of County Communications Office | [email protected] | 619-595-4633 Client 2022-2023
Services provided: Strategic communications plan
27 9. Work samples
CITY OF GLENDORA
• Brand guidelines
• Communications audit
CITY OF SAN MARCOS
• Strategic communications plan
CITY OF TUSTIN
• Brand guidelines
• Research report
• Strategic communications plan
COUNTY OF SAN DIEGO
• Strategic communications plan
10. Certifications and insurance
JPW Communications is a California-based corporation in good standing and maintains all licenses, registrations and insurance coverage necessary to perform the services described in this proposal.
JPW confirms the following:
• Active California business license and all required registrations to conduct business within the State of California.
• Commercial General Liability Insurance coverage meeting or exceeding industry standards for professional services firms.
• Professional Liability (Errors & Omissions) Insurance coverage. • Workers’ Compensation Insurance coverage as required by California law. • Automobile Liability Insurance coverage, where applicable. • Ability to provide certificates of insurance and additional insured endorsements upon contract award.
JPW has reviewed the City’s sample Professional Services Agreement and anticipates no issues executing the agreement. We understand and accept the City’s requirements regarding insurance, indemnification, ownership of work products, records retention, confidentiality and professional standards of performance. Proof of insurance coverage and related documentation will be provided upon request and prior to contract execution.