Agenda packet — Cypress City Council, November 10, 2025 (part 1 of 2)

AGENDA

REGULAR MEETING

CYPRESS CITY COUNCIL
November 10, 2025
5:30 P.M. - Closed Session/Workshop
6:00 P.M. - General Session
www.cypressca.org 5275 Orange Avenue
Cypress, California
If you are interested in speaking during the City Council meeting, details on how to participate are provided on the last page of the agenda.

CALL TO ORDER
5:30 P.M.

Executive Board Room

ROLL CALL
Cypress City Council, also acting as the Ex-Officio Governing Board of Directors of the Cypress Recreation and Park District
Mayor David Burke
Mayor Pro Tem Leo Medrano
Council Member Kyle Chang
Council Member Bonnie Peat
ORAL COMMUNICATIONS ON CLOSED SESSION / WORKSHOP ITEMS (Limited to 30 minutes - three minutes per speaker. The City Council may adjust the time allotted per speaker.) The public may address the City Council on Closed Session/Workshop items prior to any action taken. Although Council Members may provide brief responses, the City Council may not engage in a discussion with members of the public during the meeting. Please complete a Speaker's Card to address the City Council in-person. Members of the public are encouraged to communicate with the City Council via email at [email protected] or by calling 714-229-6699.

CLOSED SESSION
CONFERENCE WITH LEGAL COUNSEL--EXISTING LITIGATION
Pursuant to paragraph (1) of subdivision (d) of Government Code Section 54956.9 Name of case: Frances Marquez v. City of Cypress (U.S.D.C., Southern Div. Case No. 8:24-CV-01835-ODW (JDEx)

RECONVENE
6:00 P.M.

Council Chambers

PLEDGE OF ALLEGIANCE

REPORT OF CLOSED SESSION / WORKSHOP
A report will be given by the City Attorney or City Manager.

PRESENTATIONS
Veterans Recognition presented to Brent Gonzales
Law Enforcement Records and Support Personnel Appreciation Week Proclamation ORAL COMMUNICATIONS ON AGENDA ITEMS (Three minutes per speaker. The City Council may adjust the time allotted per speaker.)
The public may address the City Council on agenda items prior to any action taken. Although Council Members may provide brief responses, the City Council may not engage in a discussion with members of the public during the meeting. Please complete a Speaker's Card to address the City Council in-person. Please follow the instructions at the end of the agenda and wait for the Mayor/City Clerk to call on you to address the City Council virtually. Speakers providing in-person comments will be called first. Members of the public are encouraged to communicate with the City Council via email at [email protected] or by calling 714-229-6699.

CONSENT CALENDAR
November 10, 2025 | Page 2

CONSENT CALENDAR
All matters listed on the Consent Calendar are to be approved with one motion unless a Council Member requests separate action on a specific item. Council Members voting no or abstaining on a Consent Calendar item may do so without removing the item from the Consent Calendar.

1. Introduce and/or Adopt All Ordinances and Resolutions Presented for Consideration by Title Only and to Waive Further Reading

2. Adopt a Resolution Approving the Measure M2 Annual Expenditure Report Prepared by: Matt Burton, Director of Finance and Administrative Services Recommendation: Adopt a Resolution approving the Measure M2 Annual Expenditure Report for the fiscal year ended June 30, 2025.

3. Flag Policy Revision to include reference to 4 U.S. Code § 7.

Prepared by: Sean Joyce, Interim City Manager
Recommendation: Approve that attached proposed City Council policy entitled, "Procedures for Display and Use of the U.S. Flag and State Flag".

4. Adopt a Resolution Amending Hourly Pay Ranges for Temporary Part-Time and Seasonal Employees
Prepared by: Matt Burton, Director of Finance and Administrative Services Recommendation: Adopt a Resolution amending hourly pay ranges for temporary part-time and seasonal employees.

5. Award an On-Call Contract for Police Department Motorcycle Maintenance and Repair Services
Prepared by: Mark Lauderback, Chief of Police
Recommendation: Award an on-call contract for Police Department motorcycle maintenance and repair services to Long Beach BMW Motorcycles.

6. Award Task Order for Sanitary Sewer Master Plan, Project 423 Prepared by: Nick Mangkalakiri, Public Works Director
Recommendation: Approve a Task Order for AKM Consulting Engineers (AKM) to update the City’s Sanitary Sewer Master Plan for $638,302 and authorize a contingency of $95,700.

November 10, 2025 | Page 3

7. Approve an Ordinance Lowering the Speed Limit on Holder Street Prepared by: Nick Mangkalakiri, Public Works Director
Recommendation: Introduce for first reading an Ordinance, by title only, amending Chapter 16 of the Municipal Code lowering the speed limit from 40 to 35 miles per hour on Holder Street, from Lincoln Avenue to Ball Road.

8. Approve a Contract for Waste Hauler Franchise Performance Review Services Prepared by: Nick Mangkalakiri, Public Works Director
Recommendation:

1. Approve a contract with CityGreen for waste hauler franchise performance review services, in an amount not to exceed $29,545; and

2. Approve a $29,545 appropriation increase in the General Fund for the waste hauler franchise performance review; and

3. Increase estimated revenues by $29,545 in the General Fund for the reimbursement by Valley Vista for the cost of the review.

9. Approve an Agreement for Marketing and Communications Services Prepared by: Jeff Draper, Recreation and Community Services Director Recommendation:

1. Approve a three-year agreement for marketing and communications services with Communications LAB for $605,991; and

2. Authorize a $4,672 appropriation increase in the City's General Fund; and

3. Authorize a $5,328 appropriation increase in the District's General Fund.

PUBLIC HEARINGS (Three minutes per speaker)
The public may address the City Council on public hearing items prior to any action taken.

Please complete a Speaker's Card to address the City Council in-person. Please follow the instructions at the end of the agenda and wait for the Mayor/City Clerk to call on you to address the City Council virtually. Speakers providing in-person comments will be called first.

Council Members should disclose communications with anyone relevant to a Public Hearing item.

10. Adopt the 2025 California Model Building, Electrical, Plumbing, and Fire Codes with Amendment
Prepared by: Nick Mangkalakiri, Public Works Director
Recommendation: Conduct the public hearing, take public testimony, waive further reading, and adopt the four attached ordinances by title only.

November 10, 2025 | Page 4

NEW BUSINESS

11. Review City Council Applicants and Select Those to be Interviewed Prepared by: Lisa Berglund, City Clerk
Recommendation: Select applicants to be interviewed to fill the vacant City Council seat.

ITEMS REMOVED FROM CONSENT CALENDAR

CONTINUED ITEMS

12. Discussion and Direction to Staff Regarding Changing the Day of City Council Meetings
Agendized by: Leo Medrano, Mayor Pro Tem
Recommendation: Provide direction to staff regarding changing the day of regular City Council meetings.

ITEMS FROM CITY COUNCIL MEMBERS

13. Consider a Discussion on Campaign Finance Reform
Prepared by: Lisa Berglund, City Clerk
Recommendation: Provide direction to staff regarding campaign finance reform.

ORAL COMMUNICATIONS (Three minutes per speaker. The City Council may adjust the time allotted per speaker.)
The public may address the City Council on any item within the subject matter jurisdiction of the City Council. Although Council Members may provide brief responses, the City Council may not discuss nor take action on items that are not on the agenda. Please complete a Speaker's Card to address the City Council in-person. Members of the public are encouraged to communicate with the City Council via email at [email protected] or by calling 714-229-6699.

COUNCIL MEMBER REPORTS FROM CITY-AFFILIATED BOARDS AND COMMITTEES

AND REMARKS

COUNCIL MEMBER ITEMS FOR FUTURE CONSIDERATION

CITY MANAGER REMARKS

ADJOURNMENT
November 10, 2025 | Page 5

ADJOURNMENT
The next meeting will be an adjourned Regular Meeting, to be held on Monday, December 8, 2025, beginning at 5:30 p.m. in the Executive Board Room.

Council Members and the public should promptly exit the meeting room following adjournment.

I, Lisa Berglund, Interim City Clerk, certify under penalty of perjury under the laws of the State of California, that the foregoing Agenda was posted on the City Hall bulletin board and City website not less than 72 hours prior to the meeting. Dated November 5, 2025.

November 10, 2025 | Page 6

PUBLIC PARTICIPATION
Members of the public can participate in the City Council meeting in the following ways:

1. Attend In-Person. First-come, first-served seating is available. All attendees must be free of any symptoms associated with contagious illnesses.

2. Attend Virtually via Webinar. Follow this link:
https://attendee.gotowebinar.com/register/8967807502798807133 Advanced registration is recommended. Webinar ID 335-721-403 The public may address the City Council virtually during Oral Communications on Agenda Items and Public Hearings. Virtual participants must click the 'hand raise' button prior to the end of the first in-person speaker to indicate they wish to address the City Council. Upon clicking the 'hand raise' button, please unmute your microphone and wait for the Mayor/City Clerk to call on you. = Hand Raise = Unmute

3. Submit Public Comments Prior to the Meeting. The public may submit comments via email to [email protected]. Comments submitted by 3:00 p.m. on the day of the meeting will be added to the meeting record.

4. Watch the Meeting. The City Council meeting can be viewed on Spectrum Cable Channel 36 or on the City's website at www.cypressca.org/watchlive.

5. Listen to the Meeting. Listen-only teleconferencing is available by calling (562) 247-8422 and entering Access Code 169-633-099. No registration or audio pin is necessary.

INVOCATION POLICY
The City Council does not endorse the content of the invocation and does not endorse the invocational speaker’s particular faith, belief and/or religious denomination. The City Council has an established neutral policy for selecting and scheduling invocational speakers. The City Council’s policy on invocations is available from the City Clerk.

AMERICANS WITH DISABILITIES ACT
In compliance with the Americans With Disabilities Act, if you need special assistance to participate in this meeting, you should contact the City Clerk at (714) 229-6685 at least 72 hours prior to the meeting to enable the City to make reasonable arrangements to assure accessibility to this meeting.

November 10, 2025 | Page 7
CITY OF CYPRESS
CITY COUNCIL REPORT
City Council Regular 2.

FROM: Matt Burton, Director of Finance and Administrative Services DATE: 11/10/2025
SUBJECT: Adopt a Resolution Approving the Measure M2 Annual Expenditure Report

RECOMMENDATION
Adopt a Resolution approving the Measure M2 Annual Expenditure Report for the fiscal year ended June 30, 2025.

DISCUSSION
In November 2006, Orange County voters approved the renewal of the Measure M one-half cent sales tax for transportation improvements. This renewal, known as Measure M2, provides funding for 30 years to relieve traffic congestion and includes taxpayer safeguards and audit requirements to ensure the funds are used appropriately. One of these safeguards requires local jurisdictions to submit an annual expenditure report using a template provided by the Orange County Transportation Authority (OCTA). In addition to ensuring recipients properly account for Measure M2 proceeds, the report is used to confirm each city meets minimum required General Fund spending levels for street-related purposes. The report must be adopted annually by the City Council and submitted to the OCTA by December 31.

In FY 2024-25, Cypress received $1,262,025 of Measure M2 funding and earned interest of $78,022 on M2 cash balances held. A total of $2,537,767 of M2 monies (including accumulated interest) were expended during the year on eligible programs. As of June 30, 2025, $984,690 of M2 funding remained available for use in future periods.

As required by Measure M2 Local Transportation Authority Ordinance No. 3, staff recommends the City Council approve a Resolution adopting the annual M2 Expenditure Report.

BUDGET IMPACT
None.

LEGAL REVIEW
None required.

None required.

APPROVED BY: Sean Joyce, Interim City Manager
Attachments
Resolution - M2 Expenditure Report
Attachment One - FY 2024-25 M2 Expenditure Report
RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CYPRESS,

AND ACTING AS EX OFFICIO GOVERNING BOARD OF DIRECTORS

OF THE CYPRESS RECREATION AND PARK DISTRICT,
CONCERNING THE MEASURE M2 EXPENDITURE REPORT FOR THE
CITY OF CYPRESS FOR THE FISCAL YEAR ENDED JUNE 30, 2025 WHEREAS, local jurisdictions are required to meet eligibility requirements and submit eligibility verification packages to Orange County Transportation Authority (OCTA) in order to remain eligible to receive M2 funds; and
WHEREAS, local jurisdictions are required to adopt an annual M2 Expenditure Report as part of one of the eligibility requirements; and WHEREAS, local jurisdictions are required to account for Net Revenues, developer/traffic impact fees, and funds expended by local jurisdiction in the Expenditure Report that satisfy the Maintenance of Effort requirements; and WHEREAS, the Expenditure Report shall include all Net Revenue fund balances, interest earned and expenditures identified by type and program or project; and WHEREAS, the Expenditure Report must be adopted and submitted to the OCTA each year within six months of the end of the local jurisdiction’s fiscal year to be eligible to receive Net Revenues as part of M2.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Cypress, and acting as ex officio governing Board of Directors of the Cypress Recreation and Park District, does hereby inform OCTA as follows:

SECTION 1. The M2 Expenditure Report for Fiscal Year Ended June 30, 2025 is in conformance with the M2 Expenditure Report Template provided in the Measure M2 Eligibility Guidelines and accounts for Net Revenues including interest earned, expenditures during the fiscal year and balances at the end of the fiscal year.

SECTION 2. The M2 Expenditure Report for Fiscal Year Ended June 30, 2025 (Attachment 1 to this Resolution) is hereby adopted for the City of Cypress, California.

SECTION 3. The Director of Finance of the City of Cypress, California is hereby authorized to sign and submit the Measure M2 Expenditure Report to OCTA for the Fiscal Year Ended June 30, 2025.

PASSED AND ADOPTED by the City Council of the City of Cypress, and acting as ex officio governing Board of Directors of the Cypress Recreation and Park District, at a regular meeting held on the 10th day of November, 2025. _______________________________

MAYOR OF THE CITY OF CYPRESS
ATTEST:
___________________________________

CITY CLERK OF THE CITY OF CYPRESS
STATE OF CALIFORNIA }
COUNTY OF ORANGE } SS
I, LISA BERGLUND, Interim City Clerk of the City of Cypress, DO HEREBY CERTIFY that the foregoing Resolution was duly adopted at a regular meeting of the said City Council held on the 10th day of November, 2025, by the following roll call vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:
___________________________________

CITY CLERK OF THE CITY OF CYPRESS
City of Cypress
M2 Expenditure Report
Fiscal Year Ended June 30, 2025
Beginning and Ending Balances
Schedule 1
Line
No.

Amount Interest
A-M Freeway Projects 1 $ - $ -
O Regional Capacity Program (RCP) 2 $ - $ -
P Regional Traffic Signal Synchronization Program (RTSSP) 3 - $ - $ Q Local Fair Share 4 $ 1,976,917 $ -
R High Frequency Metrolink Service 5 $ - $ -
S Transit Extensions to Metrolink 6 $ - $ -
T
Convert Metrolink Station(s) to Regional Gateways that
connect Orange County with High-Speed Rail Systems 7 - $ - $ U
Senior Mobility Program or Senior Non-Emergency Medical Program
8 205,493 $ - $
V Community Based Transit/Circulators 9 $ - $ -
W Safe Transit Stops 10 $ - $ -
X Environmental Cleanup Program (Water Quality) 11 $ - $ - Other* 12 - $ - $
13 $ 2,182,410 $ -
Monies Made Available During Fiscal Year 14 5,686,236 $ 78,022 $ 15 $ 7,868,646 $ 78,022
Expenditures During Fiscal Year 16 6,883,956 $ 78,022 $ A-M Freeway Projects 17 $ - $ -
O Regional Capacity Program (RCP) 18 $ - $ -
P Regional Traffic Signal Synchronization Program (RTSSP) 19 - $ - $ Q Local Fair Share 20 $ 805,591 $ -
R High Frequency Metrolink Service 21 $ - $ -
S Transit Extensions to Metrolink 22 $ - $ -
T
Convert Metrolink Station(s) to Regional Gateways that
connect Orange County with High-Speed Rail Systems 23 - $ - $ U
Senior Mobility Program or Senior Non-Emergency Medical Program
24 179,099 $ - $
V Community Based Transit/Circulators 25 $ - $ -
W Safe Transit Stops 26 $ - $ -
X Environmental Cleanup Program (Water Quality) 27 $ - $ - Other* 28 - $ - $
* Please provide a specific description
Balances at End of Fiscal Year
Balances at Beginning of Fiscal Year
Balances at Beginning of Fiscal Year
Description
Total Monies Available (Sum Lines 13 & 14)
City of Cypress M2 Expenditure Report
Fiscal Year Ended June 30, 2025
Sources and Uses
Schedule 2
Line
No.

Amount Interest
A-M Freeway Projects 1 $ - $ -
O Regional Capacity Program (RCP) 2 $ - $ -
P Regional Traffic Signal Synchronization Program (RTSSP) 3 $ - $ - Q Local Fair Share 4 $ 1,190,037 $ 70,556
R High Frequency Metrolink Service 5 $ - $ -
S Transit Extensions to Metrolink 6 $ - $ -
T
Convert Metrolink Station(s) to Regional Gateways that connect Orange County with High-Speed Rail Systems 7 - $ - $
U Senior Mobility Program or Senior Non-Emergency Medical Program 8 $ 71,988 $ 7,466 V Community Based Transit/Circulators 9 $ - $ -
W Safe Transit Stops 10 $ - $ -
X Environmental Cleanup Program (Water Quality) 11 $ - $ - Other* 12 4,424,211 $ - $
13 5,686,236 $ 78,022 $
A-M Freeway Projects 14 $ - $ -
O Regional Capacity Program (RCP) 15 $ - $ -
P Regional Traffic Signal Synchronization Program (RTSSP) 16 $ - $ - Q Local Fair Share 17 $ 2,361,363 $ 70,556
R High Frequency Metrolink Service 18 $ - $ -
S Transit Extensions to Metrolink 19 $ - $ -
T
Convert Metrolink Station(s) to Regional Gateways that connect Orange County with High-Speed Rail Systems 20 - $ - $
U Senior Mobility Program or Senior Non-Emergency Medical Program 21 $ 98,382 $ 7,466 V Community Based Transit/Circulators 22 $ - $ -
W Safe Transit Stops 23 $ - $ -
X Environmental Cleanup Program (Water Quality) 24 $ - $ - Other* 25 4,424,211 $ - $
26 6,883,956 $ 78,022 $
27 (1,197,720) $ - $
* Please provide a specific description
* Other revenues and expenditures include:

Road Maintenance and Rehabilitation Act Revenue $ 2,205,017 State Gas Tax Revenue $ 1,987,363
Other Local Agency Reimbursements and Grant Revenue $ 231,831 $ 4,424,211
TOTAL BALANCE (Subtract line 26 from 13)
TOTAL EXPENDITURES (Sum lines 14 to 25)
Description
Revenues:

TOTAL REVENUES (Sum lines 1 to 12)
Expenditures:

City of Cypress
M2 Expenditure Report
Fiscal Year Ended June 30, 2025
Local Fair Share Project List
Schedule 4

PROJECT NAME TYPE OF EXPENDITURE AMOUNT INTEREST
Arterial Rehabilitation CON - Street Reconstruction - Pavement $ 2,141,742 $ 70,556 Traffic Signal Improvements CON - Signals, Safety Devices, & Street Lights $ 211,399 Parkway Irrigation/Water Conservation Study CON - Street Reconstruction $ 8,222 TOTAL PROJECT Q EXPENDED $ 70,556 2,361,363 $
GRAND TOTAL PROJECT Q EXPENDED $ 2,431,919
City of Cypress
M2 Expenditure Report
Fiscal Year Ended June 30, 2025
Signature Page
Date
11 Jurisdictions are encouraged to submit MOE eligible expenditures higher than their MOE benchmark, so that should certain expenses be ruled ineligible during an MOE audit, the local jurisdiction still has sufficient MOE expenditures to demonstrate continued achievement of the MOE benchmark.

I hereby certify that:
☐ All the information attached herein and included in schedules 1 through 4 is true and accurate to the best of my knowledge;
☐ The interest earned on Net Revenues allocated pursuant to the Ordinance shall be expended only for those purposes for which the Net Revenues were allocated;
☐ The City of Cypress is aware of the State Controller’s “Guidelines Relating to Gas Tax Expenditures for Cities and Counties”, which is a guide for determining MOE Expenditures for M2 Eligibility purposes; ☐ The City’s Expenditure Report is in compliance with direction provided in the State Controller’s “Guidelines Relating to Gas Tax Expenditures for Cities and Counties;” and ☐ The City of Cypress has expended in this fiscal year an amount of local discretionary funds for streets and roads purposes at least equal to or exceeding the FY 2024-25 MOE benchmark dollar amount 11.

Director of Finance (Print Name)
Signature
Matt Burton 11/5/2025
CITY OF CYPRESS
CITY COUNCIL REPORT
City Council Regular 3.

FROM: Sean Joyce, Interim City Manager
DATE: 11/10/2025
SUBJECT: Flag Policy Revision to include reference to 4 U.S. Code § 7.

RECOMMENDATION
Approve the attached City Council policy entitled, "Procedures for Display and Use of the U.S. Flag and State Flag".

SUMMARY
The City's Flag Policy, adopted January 1, 2024, omits reference to 4 U.S. Code § 7. As a result, the City's existing policy fails to contemplate applicability of neither presidential nor gubernatorial orders to lower flags to half-staff. The proposed flag policy amendment addresses this omission and thus eliminates ambiguity when staff and city officials are presented with decisions about whether and duration when considering flying U.S. and California flags at half-staff. Suggested additional policy language is underlined.

BUDGET IMPACT
None.

LEGAL REVIEW
The City Attorney has reviewed the proposed policy.

APPROVED BY: Sean Joyce, Interim City Manager
Attachments
Proposed Flag Policy
City Council Policy/Procedure
Procedures for Display and Use of the U.S. Flag and
State Flag
Reference: Minute Action of January 24, 2022
Revised (Proposed) November 10, 2025
Purpose
This policy provides procedural guidance for the display of flags on City flagpoles, including flagpoles at the City of Cypress Civic Center.

The Public Works Department shall be the office that directs City flags to be flown at half-staff in accordance with the following procedures.

Policy
The City of Cypress shall follow the flag protocol and rules and regulations as set forth by 4 U.S. Code § 7.

Only the flags identified in this policy may fly on flagpoles controlled by the city. This policy does not prohibit protected free speech or other flags that may be brought to city facilities/displayed without being attached to a city flagpole or facility.

Location Permitted Flags
City Hall U.S. and State
Police Officer Memorial U.S. and State
Public Works Corporation Yard U.S. and State
Senior Center U.S. and State
Veterans Park U.S., State and POW/MIA
Oak Knoll Park* U.S.

Arnold Cypress Park* U.S.

Lexington Park U.S. and State
Flags are flown at Oak Knoll Park and Arnold Cypress Park only when raised by youth sports groups using the parks.

Authority to Order Half-Staffing
The U.S. flag at all city facilities shall be flown at half-staff for a duration when/as directed by the President of the United States or the Governor of the State of California.

CITY OF CYPRESS
CITY COUNCIL REPORT
City Council Regular 4.

FROM: Matt Burton, Director of Finance and Administrative Services DATE: 11/10/2025
SUBJECT: Adopt a Resolution Amending Hourly Pay Ranges for Temporary Part-Time and Seasonal Employees

RECOMMENDATION
Adopt a Resolution amending hourly pay ranges for temporary part-time and seasonal employees.

DISCUSSION
On August 1, the State Department of Finance certified under Labor Code section 1182.12(c)(3)(B) that annual inflation for the period July 1, 2024 through June 30, 2025 will trigger a minimum wage increase from $16.50 per hour to $16.90 per hour effective January 1, 2026. This change applies to all California employers and necessitates pay range adjustments for certain City and District part-time classifications.

The attached pay schedule complies with the law and addresses potential compaction issues between classifications. The pay ranges for Recreation Leader I-IV, Administrative Intern, Maintenance Attendant, Police Aide, Recreation Facilities Attendant, Customer Service Specialist, Investigative Assistant I/II and Recreation Specialist have been adjusted to reflect a $0.40 per hour increase and the new ranges will be effective December 19, 2025.

The pay schedule has also been updated to reflect automatic pay range adjustments effective in July 2025 for certain part-time classifications to equal the pay range of the associated full-time classifications. These automatic pay range adjustments impact the part-time classifications of Maintenance Worker, Office Assistant I/II, Police Captain, and all Mid-Management and Executive Management positions.

BUDGET IMPACT
The recommended hourly rate increases for non-management positions are expected to increase personnel costs between $5,000 and $8,000 for the final six months of the fiscal year depending on the volume of part-time hours worked. These hourly wage adjustments were anticipated and sufficient amounts are available in the FY 2025-26 budget.

LEGAL REVIEW
None required.

APPROVED BY: Sean Joyce, Interim City Manager
Attachments
Resolution - Part-Time Pay Ranges
Attachment A
RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CYPRESS,

AND ACTING AS EX OFFICIO GOVERNING BOARD OF DIRECTORS

OF THE CYPRESS RECREATION AND PARK DISTRICT, AMENDING
RESOLUTION NO. 6995 ESTABLISHING HOURLY PAY RANGES FOR

TEMPORARY PART-TIME AND SEASONAL POSITIONS
WHEREAS, the Personnel Rules and Regulations of the City of Cypress require that amendments or revisions to the Position Classification Plan, revisions to class specifications or salary adjustments for positions be approved by the City Council, and acting as ex-officio Board of Directors of the Cypress Recreation and Park District; and WHEREAS, on August 1, 2025, the Director of the Department of Finance certified that based on the annual inflation rate from July 1, 2024 to June 30, 2025, under Labor Code section 1182.12(c)(3)(B), the California minimum wage must be increased from $16.50 per hour to $16.90 per hour for all employers effective January 1, 2026; and
WHEREAS, certain part-time classifications are being updated to comply with minimum wage requirements and to avoid internal compaction between classifications; NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL of the City of Cypress, and acting as ex-officio Board of Directors of the Cypress Recreation and Park District, that Resolution No. 6995 be amended as indicated below:

SECTION 1. Effective December 19, 2025, the increases associated with minimum wage adjustments for temporary part-time and seasonal employees in the positions indicated shall be compensated as indicated in Attachment “A”.

SECTION 2. Current and future pay increases for the temporary part-time classifications of Maintenance Worker, Office Assistant I/II, and all management classifications will be adjusted to be consistent with the regular full-time classifications.

SECTION 3. A temporary part-time and seasonal employee is eligible for a merit increase within the salary range established for the position based on acceptable job performance as approved by the Department Director and provided that the employee has worked a minimum number of hours from the date of appointment or the date of the last merit increase as indicated on the Attachment “A” over a 12-month period.

SECTION 4. A temporary part-time and seasonal employee must meet the qualifications of a position as specified in the job specification in order to qualify for a promotion to a position with a higher rate of pay. In addition, all promotions shall be based on acceptable job performance as approved by the Department Director.

SECTION 5. Incumbents of temporary part-time and seasonal positions receive no benefits except as required by State and Federal Law.

SECTION 6. All resolutions and parts of resolutions in conflict herewith are hereby rescinded.

PASSED AND ADOPTED by the City Council of the City of Cypress, and acting as ex-officio governing Board of Directors of the Cypress Recreation and Park District, at a regular meeting held on the 10th day of November, 2025. _______________________________

MAYOR OF THE CITY OF CYPRESS
ATTEST:
___________________________________

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:
___________________________________

CITY CLERK OF THE CITY OF CYPRESS
ATTACHMENT “A”

CITY OF CYPRESS

TEMPORARY PART-TIME AND SEASONAL EMPLOYEES

HOURLY PAY RANGES
EFFECTIVE DECEMBER 19, 2025
1 A B C D E
Recreation Leader I $16.9000
Recreation Leader II $17.1500
Recreation Leader III $17.6500 $18.1500 $18.6500
Recreation Leader IV $19.4000 $19.9000 $20.4000
STEP INCREASE ELIGIBILITY MINIMUM: 500 HOURS
______________________________________________________________________________________________________

A B C D E
Administrative Intern $17.1500 $17.9000 $18.6500 $19.4000 $20.1500 Customer Service $17.9000 $18.9000 $19.9000 $20.9000 $21.9000 Specialist
Maintenance Attendant $16.9000 $17.4000 $17.9000
Police Aide $16.9000 $17.4000 $17.9000 $18.4000 $18.9000 Recreation Facilities $16.9000 $17.4000 $17.9000
Attendant
Investigative Assistant I $21.9000 $22.9000 $23.9000 $24.9000 $25.9000 Investigative Assistant II $23.9000 $24.9000 $25.9000 $26.9000 $27.9000 Police Officer Trainee $30.2200
A A1 B B1 C C1
Recreation Specialist $20.8005 $21.3107 $21.8207 $22.3561 $22.4289 $22.8915 D D1 E
$24.0163 $24.6067 $25.1971
STEP INCREASE ELIGIBILITY MINIMUM: 1,040 HOURS
______________________________________________________________________________________________________ (Effective July 4, 2025)

A B C D E F
Maintenance Worker $24.5885 $25.8346 $27.1558 $28.5058 $29.9077 $31.4135 A A1 B B1 C C1
Office Assistant I $22.3154 $22.8865 $23.4346 $24.0231 $24.5942 $25.2173 D D1 E
$25.8288 $26.4635 $27.1096
A A1 B B1 C C1
Office Assistant II $24.5942 $25.2173 $25.8288 $26.4635 $27.1096 $27.7962 D D1 E
$28.4827 $29.1923 $29.9077
STEP INCREASE ELIGIBILITY MINIMUM: 1,040 HOURS
ATTACHMENT “A”

CITY OF CYPRESS

TEMPORARY PART-TIME AND SEASONAL EMPLOYEES

HOURLY PAY RANGES
EFFECTIVE DECEMBER 19, 2025
2 Temporary Part-Time Management Positions
(Effective July 4, 2025)
Chief of Police $111.5019 – $130.8000
Police Captain $93.0000 – $111.6403
Director of Finance and Administrative $101.8557 – $122.2326 Services
Director of Public Works $101.8557 – $122.2326
Director of Planning $90.9000 – $109.1480
Director of Recreation and Community $79.4538 – $99.3230 Services
City Engineer $70.8634 – $93.5250
Finance Manager/Assistant Director of $70.8634 – $93.5250 Finance and Administrative Services
Assistant City Engineer $64.1942 – $84.2942
Information Technology Manager $64.1942 – $84.2942
Business Development Manager $59.5153 – $80.6942
City Clerk $59.5153 – $80.6942
Human Resources Manager $59.5153 – $80.6942
Maintenance Superintendent $57.8538 – $75.2076
Recreation and Community $57.8538 – $75.2076
Services Manager
Accounting Supervisor $50.0942 – $67.4134
Network Administrator $50.0942 – $67.4134
Senior Planner $45.5826 – $61.3500
Senior Management Analyst $43.5692 – $58.2519
Maintenance Supervisor $40.1307 – $52.1769
Police Support Services Supervisor $40.1307 – $52.1769
Recreation Supervisor $40.1307 – $52.1769
CITY OF CYPRESS
CITY COUNCIL REPORT
City Council Regular 5.

FROM: Mark Lauderback, Chief of Police
DATE: 11/10/2025
SUBJECT: Award an On-Call Contract for Police Department Motorcycle Maintenance and Repair Services

RECOMMENDATION
Award an on-call contract for Police Department motorcycle maintenance and repair services to Long Beach BMW Motorcycles.

DISCUSSION
The Police Department has a fleet of four BMW motorcycles that are operated by the Traffic Division and require periodic maintenance and repairs. In October, the City conducted a Request for Proposals for on-call motorcycle maintenance and repair services and received one response from a qualified BMW motorcycle repair location, Long Beach BMW. Long Beach BMW has provided on-call services for maintenance and repairs for the City over the past five years and has provided timely and quality services.

This competitively bid on-call contract provides the department with the ability to get a motor back in service as quickly as possible without the need to get three bids for more costly repairs or servicing. The pricing offered by Long Beach BMW appears reasonable based on our previous contract and provides the City with a locked-in rate for service and a discount off of MSRP for needed motorcycle parts. The City utilizes similar on-call contracts for a variety of services throughout all departments. The initial contract term is for three years, with two one-year extensions at the City's option. City approval is required before the performance of any repairs or maintenance, which ensures that sufficient budget amounts are available prior to authorizing any work.

BUDGET IMPACT
The on-call contract allows for necessary motorcycle maintenance throughout the year.

Actual maintenance and repair levels vary from year to year, but no work can be authorized under this on-call agreement unless sufficient budget appropriations are available.

LEGAL REVIEW
The City Attorney has approved the agreements as to form.

APPROVED BY: Sean Joyce, Interim City Manager
Attachments
Long Beach BMW Contract

CITY OF CYPRESS
CITY COUNCIL REPORT
City Council Regular 6.

FROM: Nick Mangkalakiri, Director of Public Works
DATE: 11/10/2025
SUBJECT: Award Task Order for Sanitary Sewer Master Plan, Project 423

RECOMMENDATION
Approve a Task Order for AKM Consulting Engineers (AKM) to update the City’s Sanitary Sewer Master Plan for $638,302 and authorize a contingency of $95,700.

DISCUSSION
The Fiscal Year 2025-26 Capital Improvement Program (CIP) includes a project to update the City’s Sanitary Sewer Master Plan, which is over 17 years old. The update will analyze and model the sewer system's capacity, review video inspection data to assess pipe conditions, evaluate the Orangewood sewer lift station, and recommend improvements to address identified deficiencies. The updated master plan will also outline future CIP projects to repair, replace or upgrade sewer lines and manholes to ensure the continued safety and reliability of the City’s sanitary sewer system.

AKM is the on-call consultant for sewer design services and prepared the City’s existing sewer master plan. The City negotiated the scope of work and fee for the attached task order.

The project will take approximately 14 months to complete.

BUDGET IMPACT
Sufficient amounts are budgeted in the Sewer Fund for this project.

LEGAL REVIEW
None required.

APPROVED BY: Sean Joyce, Interim City Manager
Attachments
Task Order

Water Resources
Infrastructure
Construction Management
AKM Consulting Engineers
553 Wald
Irvine, CA 92618
Telephone: 949.753.7333 Facsimile: 949.753.7320
www.akmce.com
Proposal 25-1022
October 24, 2025
City of Cypress
5275 Orange Avenue
Cypress, CA 90630
Attention: Mr. Nick Mangkalakiri, City Engineer
Subject: Proposal for Sewer Master Plan Update
Dear Mr. Mangkalakiri:

In response to your request, AKM Consulting Engineers is pleased to submit this proposal to update the City of Cypress (City) Sewer Master Plan.

AKM is proposing to provide a team of superbly qualified professionals to undertake this assignment. Mr. Zeki Kayran, P.E. will serve as Principal in Charge and be the responsible contract representative to the City. He has provided engineering services on multiple projects over his 50 year career. Supporting staff will include Ms. Diann Pay, P.E., Mr. Jon Nitta, P.E. and Ms. Haly Herrera.

We appreciate the opportunity to submit this proposal and look forward to working with you on this important project. Should you have any questions or require additional information, please do not hesitate in contacting the undersigned.

Sincerely,
AKM Consulting Engineers
Diann Pay, P.E.

Principal
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Proposal 25-1022
Section 1 – Background
The City of Cypress (City) provides sewer service to an area of about 6.7 square miles of residential, commercial, and industrial land. The sewage collected by City’s sewer collection system is conveyed to Orange County Sanitation District’s (OCSD) trunk sewers: The City of Cypress owns and operates a sewage collection system consisting of
 538,700 feet (103.4 miles) of gravity sewers ranging in size from 6-inches to 21-inches  742 feet (0.14 miles) of 8-inch force main
 1 pump station
 2,344 manholes and cleanouts
The City’s last Sewer Master Plan was completed in August 2008. The hydraulic model calibration was based on flow monitoring completed in 2002. The condition assessment was based on CCTV inspections completed in 2003 and 2007. The City completed approximately 56,000 feet of improvements included in the original 2008 Capital Improvement Program. This included replacements for capacity deficient sewers as well as sewers identified as in need of repair/replacement due to its condition.

In 2010, the City completed a flow monitoring study along the gravity sewer reaches that were identified as hydraulically deficient by the model but were not initially identified as a high priority. The goal was to determine if the deficiency existed in the field. The study ultimately determined that the sewers were not hydraulically deficient in the field and that the City should re-evaluate the capacity of the sewers if system operations (ex. upstream diversions) or tributary land uses changed in the future.

Sewage generation in California has declined over the past 10 years due to prolonged drought conditions that resulted in statewide regulations that resulted in the implementation of increased water conservation efforts in nearly all communities. It is very likely that the sewage flows in the City are much lower than in 2010 when the last major flow monitoring effort was completed. The City is due to redo the flow monitoring effort, recalibrate the hydraulic model, and rerun the hydraulic analysis. A wet weather analysis is also needed to meet the requirements of the Waste Discharge Requirement Order No. 2022-0103, which was adopted by the State Water Resources Control Board on December 6, 2022.

Section 2 – Sewer Master Plan Scope of Work
Task 1 Project Management
Project management activities ensure adherence to schedule and budget, communication between AKM and the City, and implementation of an effective quality assurance/quality control (QA/QC) program. Mrs.

Diann Pay, P.E. will serve as AKM’s Project Manager. She will be the primary point of contact with the City and facilitate all communication with City staff. She will also direct and facilitate the completion of all project management related tasks and review all submittals before being submitted to the City.

Task 1a Meetings
The project will begin with a kick-off meeting to establish lines of communication, review the scope of work and schedule, provide and discuss initial data requests, discuss project goals and clarify objectives to gain a thorough understanding of project issues and expectations.

Monthly video or telephone calls/meetings will take place for the duration of the project with the City’s project manager. Appropriate AKM and City staff will attend these meetings as the need arises. The status of 2 | Page
Proposal 25-1022
ongoing tasks, data requests, and project related issues will be discussed at these meetings. Agenda and minutes will be prepared by AKM for all meetings.

Task 1b Status Reports, Invoices, Schedules, Data Requests Monthly status reports and billing statements listing tasks, budgets, and percent complete will be submitted to the City. The status report will include a summary of work completed in the billing period, tasks anticipated to be completed in the next billing period, and a review of work status relative to budget and schedule. Any divergences between work completed and budget expended will be explained and addressed with a recovery plan presented to the City’s Project Manager.

The data request list, presented at the kickoff meeting will be kept up to date in Google Sheets so that the City can access it at any time during the project to keep track of what has been provided and what items are pending. The data requests will be discussed at the bi-weekly meetings.

A project log will also be maintained with a log of issues that includes prioritization, responsible parties, decisions to be made, action items, and results. This log will be reviewed bi-weekly with the City’s Project Manager
Task 2 Data Collection and Review
We will collect and review all pertinent data provided or acquired by the City. We will maintain a log of requested items, the agency and person responsible to collect the information, and the date the data was received. This log will be maintained as a Google Sheet so that the City will have access to the updated list throughout the project.

Task 3 Flow Monitoring
One of the first tasks of the project will be to develop a flow monitoring plan, so that flow meters can be installed in a timely manner and in optimized locations for calibrating the sewer model as well as develop sewer unit flow factors for various land use types. We will select the flow monitoring locations following determination of sub-tributary areas and initial staff interviews. We will monitor as many individual sewer basins as possible. Based on our experience, flow monitoring becomes more and more unreliable as the flow depth in the sewer pipe decreases. More accurate measurements result from larger tributary areas, resulting in larger flows with sufficient flow depth. Thus, the size of the tributary area will definitely be a consideration when selecting flow monitoring sites.

Typically, unit flow factors can be developed for single family residential land uses from sewer flow monitoring data because large areas of single family residential uses can usually be isolated and flow monitored at one or more locations. It is more difficult to isolate large areas of multi-family, commercial, industrial, and institutional land uses. Additionally, because of large variation in industrial land use types and their flow generation, unit flow factors are even more difficult to develop for this land use. We will generate sewer flows from water use for industrial, and possibly some of the commercial areas. If needed and if available from local water providers, we will utilize water use records to supplement the flow monitoring information to develop the unit flow factors. For example, if a large tributary area encompasses commercial and industrial uses, we can install a flow monitor to capture the total sewage flows but then we can separate out the portion from commercial areas and the portion from the industrial uses by analyzing the water use of each. Depending upon what information is available, we can develop unit flow factors based on acreages, dwelling units, building square footage, population or a combination. 3 | Page
Proposal 25-1022
An exact determination of monitoring locations cannot be made without a field review of each individual site. A site selected in the office may not be ideal for monitoring due to unfavorable hydraulic conditions, traffic hazards, manhole access restraints, and unexpected low flows in the pipe, and low flow depth. To ensure the most accurate results, it strongly recommended that the City clean pipe reaches upstream and downstream of the proposed monitoring sites prior to the monitoring effort.

Our proposal budget includes the installation of 12 flow monitors to collect data for a 3 month period. This information will be utilized in calibrating the hydraulic model, developing unit flow factors, and verifying peaking factors. We will select flow monitoring locations, determine appropriate time durations for data collection and obtain approval from the City before moving forward.

ADS Environmental (subconsultant) will install the flow monitoring equipment, supported by City Operations staff. The proposal budget assumes standard low volume traffic control measures with the ability to work at lower traffic night-time hours. It also assumes that that any permit fees will be waived by the City for the project.

We have proposed a 3 month time period in an attempt to obtain wet weather data. Previous flow monitor efforts did not capture periods of wet weather. The Waste Discharge Order for Sanitary Sewer Systems WQ 2022-0103-DWQ adopted on December 6, 2022 by the State Water Resources Control Board (SWRCB), requires each agency to include procedures to identify the appropriate hydraulic capacity of key system elements for wet weather events that cause or contribute to spill events. It is also required to assess the capacity of the systems subject to increased infiltration and inflow due to larger and/or higher-intensity storm events as a result of climate change.

The budget also includes the placement of 3 rain gauges for 12 weeks and a Rainfall Dependent Inflow and Infiltration (RDII) report if significant rainfall is ultimately collected. The RDII analysis will characterize the average dry weather flow conditions and RDII calculations for all significant wet weather events and provide an assessment of hydraulic performance under such conditions. RDII for each flow monitor location will be given a prioritized ranking based on net RDII normalized by rainfall and by acreage, and/or normalized per lineal foot of sewer per inch of rain. Recommendations for further study of basins with high RDII will be provided.

Task 4 Sewer System Criteria
We will review and update the City’s existing sewer system criteria. At minimum, we will evaluate the following standards and performance evaluation criteria:

1. Depth to diameter ratios (peak dry weather flow and peak wet weather flow)

2. Minimum and maximum velocities

3. Minimum pipe sizes

4. Peaking factors/formulas (peak dry weather and peak wet weather)

5. Sewer load factors

6. Pipe material
Figure 1
Installed Flow Metering Equipment
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Proposal 25-1022
The sewer load factors will be reanalyzed and updated
utilizing land use data and flow monitoring data. If water use data can be obtained from Golden State Water
Company, this data will be incorporated into the
determination of load factors as well.

The criteria will include the development of project
prioritization criteria. We will meet with the City to
identify the primary factors that should be taken into
consideration when developing a procedure for project
prioritization. Possible data to consider include pipe
size, pipe material, year of construction, remaining
useful life, condition of facility, total flow, distance to a waterway, historical sewer spill locations, presence of roots or grease, affected number of customers and/or cost to repair potential failure. Following identification of the primary factors, we will work to develop probability and decision strategies to identify probable risks and consequences. This may be in the form of assigning weighting factors and calculating risk mathematically and/or developing a decision tree as a tool for determining priority of projects. The methodology will be presented and discussed with City staff for input prior to finalizing the criteria.

Task 5 Update and Calibrate Sewer System Model
The sewer hydraulic model is an essential element of any master planning effort for documenting the existing system, evaluating existing hydraulic capacity for compliance with the adopted criteria, determining the adequacy of the system to handle future developments, and formulating the capacity improvement recommendations.

We propose to utilize the Aquatwin Sewer by Aquanuity for developing the hydraulic sewer model. This is a commercially available, non-proprietary software that is fully GIS integrated, allowing for easy import/export of data to and from an existing Sewer GIS.

Task 5a Model Geometry
The hydraulic model will include all City owned sewer pipes (excluding laterals and private lines), manholes, large point source flows and tributary area boundaries. We feel it is important to model the entire system in case a future spill should occur, so that the City can show its due diligence in analyzing the hydraulic capacity of the entire system. A complete system model can also be used in other evaluations and constitute the complete map of the system as required by the Operation and Maintenance Program of the Sewer System Management Plan.

The model geometry will be primarily based on the City’s current hydraulic model which includes the pipe sizes and slopes. If there are any new sewer pipes that have are not included in the current model or have been replaced, the City will provide the as-built plans or GIS data that can be imported into the model.

The typical information needed to incorporate additional sewer facilities into the model area is as follows:

1. For pipes – unique ID, upstream and downstream manhole ID, pipe diameter, length, upstream and downstream invert elevations, slopes (slopes will be calculated by model), installation year, and material

2. For manholes – unique ID, diameter, rim elevation
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Proposal 25-1022
Task 5b Existing Facility Information
We will obtain any updated facility (lift station, force main, siphon, diversion structure) information from the City. We will review as-built drawings to verify facility elevations as needed. Operating conditions will be based upon SCADA data or staff interviews. Pump data will be entered into the model based on provided pump curves, verified by SCADA data on wet well levels, area, and pump stop/start times, if available.

Task 5c Model Loads
If water use data can be obtained from Golden State Water Company and it can be geospatially mapped (i.e. linked to water meter locations or parcels in GIS) , we will use the water use data along with flow monitoring data to develop sewer return factors by landuse type. Then we will calculate the sewer loads for each parcel and allocate it to the adjacent sewer manholes. The recommended factors will reflect the changes in water use due to drought conditions, the pandemic, and water conservation regulations that have been implemented in recent years. Water billing data is used to verify the reasonableness of the sewer flow monitoring data as well as determine return to sewer values.

If water use data cannot be obtained, unit flow factors will be utilized for applying sewage loads in the model. Unit flow factors will be developed based on flow monitoring data and provided landuse information (i.e. type, acreage, dwelling units, building square footage).

The estimated sewage load will be assigned to appropriate sewer manholes utilizing delineated tributary areas. The tributary areas will be created for nearly every manhole using the Theissen Polygons method.

If manholes are clustered together in one area, and large point sources do not exist in the cluster, only one tributary area will be created at the most upstream manhole, so that the impact of the flow can be evaluated at all pipes. The tributary area, along with the sewage load estimates for each parcel and/or point sources for high sewage generators will be used to calculate the average flow tributary to each manhole.

Task 5d Peaking Formula
Flow monitoring data will be obtained in 15 minute intervals for each site. We will generate a dry weather peaking formula based upon the diurnal flows recorded by the flow monitors. It is anticipated that different peaking relationships may be used for the various sewersheds to reflect their land uses, size, and specific conditions. If needed, various peaking formulas can be implemented in the hydraulic model.

Task 5e Model Calibration
We will utilize the flow monitoring information to calibrate the model with the existing system and existing land uses. Model calibration work will be performed with the dry weather flows. Calibration will first involve matching the model average and peak flows to the flow monitoring results. Unit flow factors and the peaking formula will be adjusted until a close match is obtained.

Task 6 Future Development Projections
We will review available land use documents provided by City staff, such as the latest General Plan land use maps (preferably in GIS) and active or current Specific Plans and Development agreements to identify potential future devleopment or redevelopment areas that could affect sewage loads.

We will review any information the City provides on accessory dwelling units (ADUs) and water billing data for ADUs and high-water users to determine the potential sewer flow impacts. It will be important to consider the trend of accessory dwelling units (ADUs) in the service area as this could increase the future sewage 6 | Page
Proposal 25-1022
loads on the system. At the same time, it is just as important to consider water conservation efforts as the indoor water use may decrease resulting in a decrease in sewage loads.

Future loads for known developments or vacant areas will be calculated based on developed unit flow factors and development information. The future loads will then be added to the model to develop the future flow conditions.

Task 7 Hydraulic Analysis
The purpose of this task is to conduct analyses of the existing and future systems, identify capacity deficiencies, and formulate mitigation projects that will provide the needed capacity in accordance with the performance evaluation criteria developed.

The analyses conducted with the peak dry weather flows for calibrating the model will constitute existing system analysis. AKM will identify deficiencies based on the criteria selected and formulate replacement and/or relief projects to mitigate the capacity deficiencies. Depending on the location of the calculated deficiencies, additional flow monitoring may be recommended to verify the calculated deficiencies.

AKM suggests the following scenarios be analyzed:

1. Existing system with current flow conditions showing deficiencies and proving areas of adequacy

2. Existing system with projected future flow conditions showing deficiencies and proving areas of adequacy

3. Fully improved system with future flow conditions
Following a thorough quality control, we will review the analysis results with the City’s operations and maintenance personnel for comparison with field observations. If inconsistencies are found, the reasons will be determined and addressed. These may be due to the tributary area not having been developed to the General Plan allowed densities, larger than usual vacancies, etc. If necessary, we will request additional flow monitoring to verify the existing capacity deficiencies. The analyses will be refined, and hydraulic capacity deficiencies will be determined. We will then formulate mitigation projects for each deficiency and develop cost estimates for their implementation.

Task 8 Sewer Lift Station Assessment
We will visit the Orangewood Lift Station to conduct a thorough site investigation and confirm data from existing records and reports. City staff will accompany AKM during the site visit. The site visit will primarily focus on the current condition of the lift station, including the wetwell, vaults, access hatches, pumps, electrical equipment, slide rail systems, etc.

We will also interview City staff to document any immediate concerns or historical issues that they may be having at the lift station. Recommended improvements will be included in the Capital Improvement Program.

Task 9 Condition Assessment
Task 9a Compile, Review, and Prepare Inspection Report Summary We propose to utilize Innovyze’s InfoAsset Planner (InfoAsset) software program to compile the CCTV inspection data that the City has developed over the past few years (work done by various contractors).

The InfoAsset program is an ArcGIS-based asset integrity management and capital planning software for 7 | Page
Proposal 25-1022
water and wastewater networks. It is a powerful tool that assists in characterizing the likelihood and consequence of failure for individual pipes in a network. InfoAsset is a National Association of Sewer Service Companies (NASSCO) certified product.

The City will provide inspection data that follows the Pipeline Assessment and Certification Program (PACP) standards and is in a PACP Exchange Database (Access file), which can be easily imported into the InfoAsset software, which already identifies with the same coding system that is required by PACP.

InfoAsset is a GIS based software and has the capability to incorporate any asset data that is in the City’s Sewer GIS as well as the CCTV inspection data.

Importing the CCTV inspection data into InfoAsset will allow us to plot the locations of the identified defects graphically on the Sewer GIS. We will also be able to more easily filter through the data to find the locations of the most severe defects or operations and maintenance issues. We will also be able to link the recorded video locations to the map, making it easier and more efficient for us to review them during the course of the project.

We will prepare a database summarizing the
findings of CCTV reports and recordings. At a
minimum, the database will include the following:
 Inspection Number
 Inspection Location
 Inspection Date
 Manhole Identification Numbers
 Pipe Identification Numbers
 Direction of Camera during Inspection
 Size of Pipe
 Material of Pipe
 Length of Pipe
 Number of Occurrences of Each Structural and Operation and Maintenance Deficiency InfoAsset will allow us to easily account for the reverse inspections that are recorded. InfoAsset will combine the data for these reaches to create a comprehensive summary table.

Task 9b Review Significant Defect Locations and Update CCTV Inspection Data The CCTV recordings will be prioritized per the database summary. Although each reach is given a condition grade per the PACP standards, we will also base our prioritization on the type and number of defects identified in each recording. The pipes that are believed to be at higher risk of collapse and blockages, and therefore have a greater potential for causing a sanitary sewer spill will be given the highest priority. For example, a pipe with a severe structural defect such as broken pipe, a hole in the pipe, or a large joint offset might be given a higher priority than a pipe with many other less severe defects such as cracks or fractures.

Based on the prioritized database, we will select representative reaches of the system to review the CCTV recordings in detail to ensure compliance with CCTV standards and procedures and further prioritize the 8 | Page
Proposal 25-1022
sewers for replacement and/or repair. We do not anticipate that all the CCTV recordings will have to be reviewed in detail. Based on our experience, we expect to review up to 20 percent of the pipe reaches inspected. This amount may increase or decrease following review of the CCTV database.

We will review the CCTV recordings for those reaches identified as a high priority. We will verify the completeness of the inspection recordings and reports and update the inspection database as necessary.

If additional deficiencies or discrepancies are found, we will make note of them and modify the summary database to include the changes. The inspection summary report will be updated accordingly.

Task 9c Rehabilitation Recommendations
The City will provide information on lining projects that have already been completed since the CCTV inspections were done. This information will be utilized to eliminate the sewer reaches from the condition assessment in order to avoid recommending improvements in a location that has already been addressed.

Rank and Prioritize CCTV Data
We will identify and prioritize the condition deficiencies, therefore identifying the critical sewer mains in need of replacement, rehabilitation and/or repair. The focus will be on sewer pipes that are at risk of collapse or prone to more frequent blockages.

We will utilize a similar ranking and prioritization system as the City’s previous condition assessment, using similar terminology.

This will provide the City with the ability to determine the changes in condition in any particular pipe more easily. The priority categories used previously are as follows:
 Severe Condition – This category primarily includes structural defects of deformed pipe, hole in pipe, broken pipe, and large joint offsets.
 Major Condition – This category primarily includes structural defects of multiple fractures, medium joint offsets and major sags. Pipes with a large number of cracks are also included.  Moderate Condition – Pipes in this category have fractures, cracks, small and medium joint offsets, and sags.
 Minor Condition – Pipes in this category have slight sags, cracks, and small joint offsets.  O&M – This condition is for operational and maintenance problems and construction feature defects. There are no structural defects.
 No Defects – This condition is for pipes with no structural, operation and maintenance or construction feature defects.

Develop Replacement and Rehabilitation Recommendations
Pipe reaches and structures determined to fall in the “Severe” or “Major” categories will form the basis of rehabilitation and replacement recommendations. Cost estimates will be developed to remedy the condition deficiencies identified. We will review any recent project bids that the City has collected and use this as 9 | Page
Proposal 25-1022
the basis for estimating the cost of the future improvements. A general work flow for preparing the Sewer Rehabilitation Plan is shown in Figure 1.

Figure 1
General Work Flow for CCTV Assessments and Rehabilitation Plan Identify Operation and Maintenance Deficiencies
Operation and maintenance (O&M) defects such as grease accumulation, root intrusion, and debris/deposits will be considered separately. Often times, these defects will require additional cleaning or root cutting but will not necessarily need replacement. Maps of each type of O&M issue will be prepared showing the locations in which they are identified. Recommendations for additional cleaning or root cutting will be made as needed.

Task 10 Prioritization of Projects
In addition to requiring regular visual and closed-circuit television (CCTV) inspections of manholes and pipes, the Order WQ 2022-0103-DWQ requires a system evaluation and condition assessment to “prioritize the condition assessment of system areas that:
 Hold a high level of environmental consequences if vulnerable to collapse, failure, blockage, capacity issues, or other system deficiencies;  Are located in or within the vicinity of surface waters, steep terrain, high groundwater elevations, and environmentally sensitive areas;
 Are within the vicinity of a receiving water with a bacterial-related impairment on the most current Clean Water Act section 303(d) List”
In order to assist the City in complying with this requirement, we will develop project prioritization criteria.

We will meet with the City to identify the primary factors that should be taken into consideration when developing a procedure for project prioritization. Possible data to consider include pipe size, pipe material, year of construction, remaining useful life, condition of facility, total flow, distance to a waterway, historical sewer spill locations, presence of roots or grease, affected number of customers and/or cost to repair 10 | Page
Proposal 25-1022
potential failure. Following identification of the primary factors, we will work to develop probability and decision strategies to identify probable risks and consequences. This may be in the form of assigning weighting factors and calculating risk mathematically and/or developing a decision tree as a tool for determining priority of projects. The methodology will be presented and discussed with City staff for input prior to finalizing.

Task 11 Capital Improvement Program
Planning level cost estimates will be developed and provided in the Capital Improvement Program (CIP).

Cost estimates for all recommended improvement projects will be developed based upon review of market costs for various infrastructure components as well as available recent construction bid estimates and staff input. A summary of costs for each planning year will take into consideration the phasing and estimated timing of the improvement needed. The final report will include a discussion of the basis for the cost estimates and tables with individual project costs phased over the planning horizon.

Task 12 Sewer Master Plan Report
We will prepare a comprehensive Sewer Master Plan report that will, at minimum, include the following:

1. Description of model update and calibration

2. Assumptions, design criteria and analysis results

3. Recommended capacity and condition improvements

4. Clear rationale for identifying, justifying, prioritizing the recommended improvements

5. Capital improvement program that addresses existing system deficiencies and meets ultimate build-out conditions

6. Capital improvement project costs.

Task 12a Draft Report
The draft Sewer Master Plan report will be submitted in an editable electronic version for the City to review.

We will then attend a draft master plan review meeting to discuss City comments. We will prepare a final draft Sewer Master Plan report that incorporates all City comments and submit an editable electronic version for the City to review.

Task 12b Final Report
The final Sewer Master Plan report will be completed once all City comments are addressed to the staff’s satisfaction. The final report will be submitted in MS Word, MS Excel, and PDF formats along with five (5) hard copies.

Section 5 - Project Fee and Schedule
The project fee is estimated as shown in Table 1. The project schedule is shown on Figure 2. 11 | Page
Proposal 25-1022
Table 1
Project Fee
Hrly
Rate: $253 Hrly
Rate:
$246 Hrly Rate: $215 Hrly Rate: $167
Hours Amount Hours Amount Hours Amount Hours Amount Amount Amount Hours Amount 1 Project Management
1a Meetings 4 $1,012 24 $5,904 24 $5,160 24 $4,008 76 $16,084 1b Status Reports, Invoices, Schedules, Data Requests $0 24 $5,904 40 $8,600 $0 64 $14,504 2 Data Collection and Review 2 $506 8 $1,968 24 $5,160 40 $6,680 74 $14,314 3 Flow Monitoring (12 sites for 3 months, 3 rain gaugues and RDII study) 4 $1,012 8 $1,968 24 $5,160 40 $6,680 $108,200 76 $123,020 4 Sewer System Criteria 4 $1,012 8 $1,968 16 $3,440 16 $2,672 44 $9,092 5 Update and Calibrate Sewer System Model
5a Model Geometry 2 $506 16 $3,936 40 $8,600 240 $40,080 298 $53,122 5b Existing Facility Information $0 2 $492 8 $1,720 12 $2,004 22 $4,216 5c Model Loads 2 $506 16 $3,936 40 $8,600 120 $20,040 178 $33,082 5d Diurnal Patterns 8 $2,024 16 $3,936 24 $5,160 80 $13,360 128 $24,480 5e Model Calibration 4 $1,012 16 $3,936 24 $5,160 40 $6,680 84 $16,788 6 Future Development Projections 4 $1,012 8 $1,968 16 $3,440 24 $4,008 52 $10,428 7 Hydraulic Analysis 4 $1,012 8 $1,968 24 $5,160 40 $6,680 76 $14,820 8 Sewer Lift Station Assessment 16 $4,048 8 $1,968 8 $1,720 $0 32 $7,736 9 Condition Assessment
9a Compile, Review, and Prepare Inspection Report Summary 4 $1,012 16 $3,936 40 $8,600 80 $13,360 140 $26,908 9b Review Significant Defect Locations and Update CCTV Inspection Data 8 $2,024 24 $5,904 80 $17,200 220 $36,740 332 $61,868 9c Rehabilitation Recommendations 12 $3,036 40 $9,840 100 $21,500 260 $43,420 412 $77,796 10 Prioritization of Projects 12 $3,036 24 $5,904 80 $17,200 120 $20,040 236 $46,180 11 Capital Improvement Program 8 $2,024 24 $5,904 40 $8,600 80 $13,360 152 $29,888 12 Master Plan Report
12a Draft Master Plan Report 16 $4,048 40 $9,840 80 $17,200 16 $2,672 152 $33,760 12b Final Master Plan Report 8 $2,024 20 $4,920 40 $8,600 16 $2,672 $2,000 84 $20,216 Total 122 $30,866 350 $86,100 772 $165,980 1,468 $245,156 $108,200 $2,000 2,712 $638,302 Principal/QA/QC Associate Engineer
Direct Cost Total
Task Task Description
Subconsultants
Project Manager Senior Engineer
12 | Page
Proposal 25-1022
Figure 2
Project Schedule
5 12 19 26 2 9 16 23 2 9 16 23 30 6 13 20 27 4 11 18 25 1 8 15 22 29 6 13 20 27 3 10 17 24 31 7 14 21 28 5 12 19 26 2 9 16 23 30 7 14 21 28 4 11 18 25 1 8 15 22 1 Project Management
2 Data Collection and Review
3 Flow Monitoring
4 Sewer System Criteria
5 Update and Calibrate Sewer
System Model
6 Future Development Projections
7 Hydraulic Analysis
8 Sewer Lift Station Assessment
9 Condition Assessment
10 Prioritization of Projects
11 Capital Improvement Program
12 Master Plan Report
Month Aug-26
Week of
Jan-26 Feb-26 Mar-26 Apr-26 May-26 Jun-26 Jul-26 Sep-26 Oct-26 Nov-26 Dec-26 Jan-27 Feb-27 CITY OF CYPRESS
CITY COUNCIL REPORT
City Council Regular 7.

FROM: Nick Mangkalakiri, Director of Public Works
DATE: 11/10/2025
SUBJECT: Approve an Ordinance Lowering the Speed Limit on Holder Street

RECOMMENDATION
Introduce for first reading an Ordinance, by title only, amending Chapter 16 of the Municipal Code lowering the speed limit from 40 to 35 miles per hour on Holder Street, from Lincoln Avenue to Ball Road.

DISCUSSION
In accordance with State law, the speed limits in the City are established based on a citywide Engineering and Traffic Survey, which was conducted in 2019. The City of Buena Park recently completed a citywide Engineering and Traffic Survey which resulted in a recommendation to lower the speed limit on Holder Street, between Lincoln Avenue and Ball Road. This segment of Holder Street is jointly owned by the City of Cypress and the City of Buena Park. The City of Buena Park has approved the lower speed limit and has requested that the City of Cypress do so as well.

On October 21, the Traffic Commission recommended reducing the posted speed limit on Holder Street to 35 mph based upon the Traffic Engineer's review. This adjustment would establish consistent speed limits on Holder Street with the City of Buena Park. A copy of the Traffic Commission report is attached. To reduce the speed limit, the City Council must adopt the attached ordinance.

BUDGET IMPACT
None.

LEGAL REVIEW
The City Attorney has reviewed and approved the attached ordinance.

APPROVED BY: Sean Joyce, Interim City Manager
Attachments
Traffic Commission Report
Ordinance Amending Chapter 16 Article XV of the Municipal Code Track Changes Version of Ordinance

CITY OF CYPRESS

AGENDA REPORT
TO: Traffic Commission
FROM: Daniel Co, City Engineer
MEETING OF: October 21, 2025
SUBJECT: Holder Street Speed Zoning Update

RECOMMENDATION
Concur with the City of Buena Park’s request and the Traffic Engineer’s findings and recommend to the City Council the establishment of a 35 mph speed limit on Holder Street between Lincoln Avenue and Ball Road.

DISCUSSION
In accordance with State law, the speed limits in the City of Cypress have been set based on citywide Engineering and Traffic Surveys conducted in 2019. Engineering and Traffic Surveys are valid for up to 14 years based on specific criteria related to equipment certifications, training of the citing officer, and determinations made by a registered engineer. Although the City’s current Engineering and Traffic Surveys are not due for renewal until 2032, the City can amend specific speed limit segments at any time to address changing traffic or roadway conditions.

The City of Buena Park recently completed a citywide Engineering and Traffic Survey renewal which resulted in recommendations to change several speed limits in that City.

As a part of that renewal process, Holder Street between Lincoln Avenue and Ball Road was resurveyed. This street segment is jointly owned by the City of Buena Park and the City of Cypress and the existing 40 mph speed limit is appropriately authorized by and posted in both cities. The outcome of the recent City of Buena Park resurvey process is a recommendation to lower the existing speed limit on Holder Street by 5 mph to 35 mph. The City of Buena Park has subsequently approved the change and has requested that the City of Cypress take similar action.

The Traffic Engineer has reviewed the City of Buena Park’s Engineering and Traffic Survey and found that the resurvey process was conducted in accordance with the 2025 California Manual for Setting Speed Limits and State law. Furthermore, he concurs with analysis and findings that are the basis for the recommended 5 mph reduction in the speed limit. The survey cites prevailing traffic speeds, school zones, bike lanes, multiple conflicting access points, on-street parking, and continuity of speed zoning with street segments to the south as the primary reasons for the speed zone reduction to 35 mph.

Item #_1__
Holder Street Speed Zoning Update Page 2
Meeting of October 21, 2025
The City Traffic Engineer requests that the Commission concur with the City of Buena Park’s request and recommends to City Council that a 35 mph speed limit be established on Holder Street between Lincoln Avenue and Ball Road consistent with the 35 mph speed zone recently approved in the City of Buena Park. Once City Council takes action to approve the change, the Traffic Engineer will direct the installation of the new speed limit signs in coordination with the City of Buena Park.

By:

David Roseman
Traffic Engineer
Daniel Co
City Engineer
01004.0006/405336.1 1
ORDINANCE NO. ____

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF CYPRESS AMENDING CHAPTER 16, ARTICLE XV, OF THE CODE OF THE CITY OF CYPRESS MODIFYING SPEED LIMITS ALONG HOLDER STREET.

WHEREAS, the City of Buena Park recently conducted and approved a Citywide engineering and traffic study, as required by California Vehicle Code § 22358(a), to establish speed limits for radar enforcement purposes; and
WHEREAS, the City of Buena Park’s engineering and traffic study recommends lowering the speed limit on Holder Street, between Lincoln Avenue and Ball Road from 40 mph to 35 mph; and
WHEREAS, Holder Street between Lincoln Avenue and Ball Road is jointly owned and operated by the City of Cypress and the City of Buena Park; and WHEREAS, the City of Buena Park has approved the recommended 35 mph speed limit for Holder Street within their jurisdiction and has requested that the City of Cypress do the same; and
WHEREAS, the Traffic Commission of the City of Cypress has reviewed the request and speed surveys for Holder Street and has recommended that the City Council authorize changes and establish speed limits at the following locations, as contained in this Ordinance;
WHEREAS, on the basis of the engineering and traffic study and the Traffic Commission’s recommendation, the City Council desires to decrease the speed limits on certain City streets pursuant to California Vehicle Code § 22358.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF CYPRESS, CALIFORNIA, DOES ORDAIN AS FOLLOWS:

SECTION 1. The recitals set forth above are true and correct and incorporated herein by this reference.

SECTION 2. Chapter 16, Article XV, of the Code of the City of Cypress shall be amended as follows:

ARTICLE XV. SPEED ZONES.

Section 16-86. Amending State Speed Limits.

It is determined, upon the basis of an engineering and traffic investigation, that the speed permitted by State law upon the following streets be amended as hereunder set forth, the speeds being deemed as necessary for safe operation of vehicles thereon. It is declared that the prima facie speed limit shall be hereinafter set forth on those streets or parts of streets herein designated at all times when signs are erected giving notice thereof:

DECLARED PRIMA
NAME OF STREET PORTION AFFECTED FACIE SPEED LIMIT
Ball Road Bloomfield Street to Holder Street 45
Bloomfield Street Lincoln Avenue to Cerritos Avenue 40
Cerritos Avenue Bloomfield Street to Knott Street 45
Crescent Avenue 240 feet west of Acacia Drive to
400 feet west of Moody Street 40
Crescent Avenue 1,300 feet west of Walker Street to
720 feet east of Walker Street 40
01004.0006/405336.1 2
Denni Street Lincoln Avenue to Ball Road 40
Denni Street Ball Road to Cerritos Avenue 35
Holder Street Lincoln Avenue to Ball Road 35
Holder Street Cerritos Avenue to Katella Avenue 40
Holder Street Katella Avenue to 1,200 feet south of
Katella Avenue 35
Holder Street 1,200 feet north of Orangewood Avenue
to Orangewood Avenue 35
Holder Street Orangewood Avenue to1,200 feet south
of Orangewood Avenue 40
Katella Avenue Lexington Drive to Knott Street 45
Knott Street Cerritos Avenue to 1,200 feet south
of Orangewood Avenue 40
Lincoln Avenue Bloomfield Street to Holder Street 40
Moody Street Crescent Avenue to Lincoln Avenue 40
Orange Avenue Bloomfield Street to Holder Street 40
Orangewood Avenue 1,440 feet west of Valley View Street to Valley View Street 35
Orangewood Avenue Valley View Street to Knott Street 40 Valley View Street Lincoln Avenue to 1,200 feet south
of Orangewood Avenue 45
Walker Street Crescent Avenue to Orange Avenue 45
Walker Street Orange Avenue to Katella Avenue 40
Warland Drive Katella Avenue to Valley View Street 35
SECTION 3. The City Councils directs the City Traffic Engineer to post appropriate signs reflecting the changes approved in this Ordinance and any revised speed limits shall be effective when appropriate signs giving notice thereof are erected upon the applicable streets.

FIRST READ at a regular meeting of the City Council of the City of Cypress held on the 10th day of November, 2025, and finally adopted and ordered posted at a regular meeting held on the __th day of __________, 202__.

MAYOR OF THE CITY OF CYPRESS
ATTEST:

CITY CLERK OF THE CITY OF CYPRESS
STATE OF CALIFORNIA )
COUNTY OF ORANGE ) SS
I, LISA BERGLUND, City Clerk of the City of Cypress, DO HEREBY CERTIFY that the foregoing Ordinance was duly adopted at a regular meeting of the said City Council held on the ___th day of _______________, 202__, by the following roll call vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

CITY CLERK OF THE CITY OF CYPRESS
01004.0006/405336.1 1
ORDINANCE NO. ____

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF CYPRESS AMENDING CHAPTER 16, ARTICLE XV, OF THE CODE OF THE CITY OF CYPRESS MODIFYING SPEED LIMITS ALONG HOLDER STREET.

WHEREAS, the City of Buena Park recently conducted and approved a Citywide engineering and traffic study, as required by California Vehicle Code § 22358(a), to establish speed limits for radar enforcement purposes; and
WHEREAS, the City of Buena Park’s engineering and traffic study recommends lowering the speed limit on Holder Street, between Lincoln Avenue and Ball Road from 40 mph to 35 mph; and
WHEREAS, Holder Street between Lincoln Avenue and Ball Road is jointly owned and operated by the City of Cypress and the City of Buena Park; and WHEREAS, the City of Buena Park has approved the recommended 35 mph speed limit for Holder Street within their jurisdiction and has requested that the City of Cypress do the same; and
WHEREAS, the Traffic Commission of the City of Cypress has reviewed the request and speed surveys for Holder Street and has recommended that the City Council authorize changes and establish speed limits at the following locations, as contained in this Ordinance; WHEREAS, on the basis of the engineering and traffic study and the Traffic Commission’s recommendation, the City Council desires to decrease the speed limits on certain City streets pursuant to California Vehicle Code § 22358.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF CYPRESS, CALIFORNIA, DOES ORDAIN AS FOLLOWS:

SECTION 1. The recitals set forth above are true and correct and incorporated herein by this reference.

SECTION 2. Chapter 16, Article XV, of the Code of the City of Cypress shall be amended as follows:

ARTICLE XV. SPEED ZONES.

Section 16-86. Amending State Speed Limits.

DECLARED PRIMA

NAME OF STREET PORTION AFFECTED FACIE SPEED LIMIT
Ball Road Bloomfield Street to Holder Street 45
Bloomfield Street Lincoln Avenue to Cerritos Avenue 40
Cerritos Avenue Bloomfield Street to Knott Street 45
Crescent Avenue 240 feet west of Acacia Drive to
400 feet west of Moody Street 40
Crescent Avenue 1,300 feet west of Walker Street to
720 feet east of Walker Street 40
Denni Street Lincoln Avenue to Ball Road 40
01004.0006/405336.1 2
Denni Street Ball Road to Cerritos Avenue 35
Holder Street Lincoln Avenue to Ball Road 40 35
Holder Street Cerritos Avenue to Katella Avenue 40
Holder Street Katella Avenue to 1,200 feet south of
Katella Avenue 35
Holder Street 1,200 feet north of Orangewood Avenue
to Orangewood Avenue 35
Holder Street Orangewood Avenue to1,200 feet south
of Orangewood Avenue 40
Katella Avenue Lexington Drive to Knott Street 45
Knott Street Cerritos Avenue to 1,200 feet south
of Orangewood Avenue 40
Lincoln Avenue Bloomfield Street to Holder Street 40
Moody Street Crescent Avenue to Lincoln Avenue 40
Orange Avenue Bloomfield Street to Holder Street 40
Orangewood Avenue 1,440 feet west of Valley View Street to Valley View Street 35
Orangewood Avenue Valley View Street to Knott Street 40 Valley View Street Lincoln Avenue to 1,200 feet south
of Orangewood Avenue 45
Walker Street Crescent Avenue to Orange Avenue 45
Walker Street Orange Avenue to Katella Avenue 40
Warland Drive Katella Avenue to Valley View Street 35
SECTION 3. The City Councils directs the City Traffic Engineer to post appropriate signs reflecting the changes approved in this Ordinance and any revised speed limits shall be effective when appropriate signs giving notice thereof are erected upon the applicable streets.

MAYOR OF THE CITY OF CYPRESS
ATTEST:

CITY CLERK OF THE CITY OF CYPRESS

STATE OF CALIFORNIA )

COUNTY OF ORANGE ) SS
I, LISA BERGLUND, City Clerk of the City of Cypress, DO HEREBY CERTIFY that the foregoing Ordinance was duly adopted at a regular meeting of the said City Council held on the ___th day of _______________, 202__, by the following roll call vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

CITY CLERK OF THE CITY OF CYPRESS
CITY OF CYPRESS
CITY COUNCIL REPORT
City Council Regular 8.

FROM: Nick Mangkalakiri, Director of Public Works
DATE: 11/10/2025
SUBJECT: Approve a Contract for Waste Hauler Franchise Performance Review Services

RECOMMENDATION

1. Approve a contract with CityGreen for waste hauler franchise performance review services, in an amount not to exceed $29,545; and

2. Approve a $29,545 appropriation increase in the General Fund for the waste hauler franchise performance review; and

3. Increase estimated revenues by $29,545 in the General Fund for the reimbursement by Valley Vista for the cost of the review.

DISCUSSION
Following a public, competitive bidding process, the City entered into a 10-year Solid Waste Franchise (Agreement) with Valley Vista Services (VVS) in 2014 to provide collection, transportation, recycling, organics diversion, and disposal services to residential, commercial, and multi-family sectors. In 2017, the City Council exercised an option to extend the Agreement by two years to June 30, 2027. In 2021, to comply with new, unfunded State mandates, the City Council was required to direct VVS to implement organics recycling programs and extended the Agreement's term to 2037 to amortize the start-up cost of the new programs.
2025 is roughly halfway through the Agreement and the City Council’s Strategic Plan identified the need for a third-party performance review to ensure continued accountability, transparency, and program effectiveness. In July, the City Council approved the performance review’s scope of work, which includes an evaluation of:

City and franchise compliance with the Franchise Agreement Verification of franchise payments and financial reporting Assessment of customer service, complaint response, and performance standards Analysis of route efficiency, equipment maintenance, and container conditions Identification of potential opportunities for program, operational, and environmental Identification of potential opportunities for program, operational, and environmental improvements
In August, the City issued a Request for Proposals (RFP) for the performance review. The RFP was sent to known firms specializing in solid waste and was posted on the City’s website. The City received proposals from five firms and conducted interviews with the three firms which appeared most qualified. Based on the interviews, CityGreen was identified as the most qualified firm.

CityGreen has over 30 years of experience conducting solid waste and recycling performance audits for California municipalities, including the cities of Costa Mesa and Los Alamitos. Their proposal outlined a comprehensive, data-driven approach tailored to the City’s franchise model and regulatory environment. The firm’s proposed methodology integrates document review, field evaluations, and quantitative analysis to deliver clear, actionable recommendations that enhance service delivery and ensure compliance with State and franchise requirements. CityGreen has a solid understanding of the City’s franchise agreement and VVS operations as they have assisted the City in implementing and monitoring State-mandated organic recycling programs since 2021.

The review is expected to begin in late 2025 and be completed during the first quarter of 2026.

BUDGET IMPACT
As required in the Agreement, VVS will reimburse the City for the performance review based on the recommended scope of work; therefore, there will be no impact on fund balance in the City's General Fund.

LEGAL REVIEW
None required.

APPROVED BY: Sean Joyce, Interim City Manager
Attachments
Contract Agreement
534942.6 1

CITY OF CYPRESS

AGREEMENT FOR CONTRACT SERVICES FOR

WASTE HAULER FRANCHISE PERFORMANCE REVIEW
THIS AGREEMENT FOR CONTRACT SERVICES (herein “Agreement”) is made and entered into this 10th day of November, 2025, by and between the CITY OF CYPRESS, a California municipal corporation (“City”) and CityGreen Consulting, LLC (herein “Contractor”).

NOW, THEREFORE, the parties hereto agree as follows:

1. SERVICES OF CONTRACTOR

1.1 Scope of Services. In compliance with all of the terms and conditions of this Agreement, the Contractor shall perform the work or services set forth in the “Scope of Services” attached hereto as Exhibit “A” and incorporated herein by reference. Contractor warrants that it has the experience and ability to perform all work and services required hereunder and that it shall diligently perform such work and services in a professional and satisfactory manner.

1.2 Compliance With Law. All work and services rendered hereunder shall be provided in accordance with all ordinances, resolutions, statutes, rules, and regulations of the City and any Federal, State or local governmental agency of competent jurisdiction.

1.3 Licenses, Permits, Fees and Assessments. Contractor shall obtain at its sole cost and expense such licenses, permits, and approvals as may be required by law for the performance of the services required by the Agreement.

1.4 Special Requirements. Additional terms and conditions of this Agreement, if any, which are made a part hereof are set forth in the “Special Requirements” attached hereto as Exhibit “B” and incorporated herein by this reference. In the event of a conflict between the provisions of Exhibit “B” and any other provisions of this Agreement, the provisions of Exhibit “B” shall govern.

2. COMPENSATION

2.1 Contract Sum. For the services rendered pursuant to this Agreement, Contractor shall be compensated in accordance with the “Schedule of Compensation” attached hereto as Exhibit “C” and incorporated herein by this reference, but not exceeding the maximum contract amount of Twenty–Nine Thousand Five Hundred Forty-Five Dollars ($29,545) (“Contract Sum”).

2.2 Invoices. Each month Contractor shall furnish to City an original invoice for all work performed and expenses incurred during the preceding month in a form approved by City’s Director of Finance. By submitting an invoice for payment under this Agreement, Contractor is certifying compliance with all provisions of the Agreement. The invoice shall detail charges for all necessary and actual expenses by the following categories: labor (by sub-category), travel, materials, equipment, supplies, and sub-contractor contracts. Sub-contractor charges shall also be detailed by such categories. Contractor shall not invoice City for any duplicate services performed by more than one person.
2 534942.6
City shall independently review each invoice submitted by the Contractor to determine whether the work performed and expenses incurred are in compliance with the provisions of this Agreement. Except as to any charges for work performed or expenses incurred by Contractor which are disputed by City, City will use its best efforts to cause Contractor to be paid within fortyfive (45) days of receipt of Contractor’s correct and undisputed invoice; however, Contractor acknowledges and agrees that due to City warrant run procedures, the City cannot guarantee that payment will occur within this time period. In the event any charges or expenses are disputed by City, the original invoice shall be returned by City to Contractor for correction and resubmission.

Review and payment by the City of any invoice provided by the Contractor shall not constitute a waiver of any rights or remedies provided herein or any applicable law.

2.3 Additional Services. City shall have the right at any time during the performance of the services, without invalidating this Agreement, to order extra work beyond that specified in the Scope of Services or make changes by altering, adding to or deducting from said work. No such extra work may be undertaken unless a written order is first given by the Contract Officer to the Contractor, incorporating therein any adjustment in (i) the Contract Sum for the actual cost of the extra work, and/or (ii) the time to perform this Agreement, which said adjustments are subject to the written approval of the Contractor. Any increase in compensation of up to ten percent (10%) of the Contract Sum but not exceeding a total contract amount of Five Thousand Dollars ($5,000) or in the time to perform of up to ninety (90) days may be approved by the Contract Officer. Any greater increases, taken either separately or cumulatively, must be approved by the City Council. No claim for an increase in the Contract Sum or time for performance shall be valid unless the procedures established in this Section are followed.

3. PERFORMANCE SCHEDULE

3.1 Time of Essence. Time is of the essence in the performance of this Agreement.

3.2 Schedule of Performance. Contractor shall commence the services pursuant to this Agreement upon receipt of a written notice to proceed and shall perform all services within the time period(s) established in the “Schedule of Performance” attached hereto as Exhibit “D” and incorporated herein by this reference. When requested by the Contractor, extensions to the time period(s) specified in the Schedule of Performance may be approved in writing by the Contract Officer but not exceeding thirty (30) days cumulatively.

3.3 Force Majeure. The time period(s) specified in the Schedule of Performance for performance of the services rendered pursuant to this Agreement shall be extended because of any delays due to unforeseeable causes beyond the control and without the fault or negligence of the Contractor, including, but not restricted to, acts of God or of the public enemy, unusually severe weather, fires, earthquakes, floods, epidemics, quarantine restrictions, riots, strikes, freight embargoes, wars, litigation, and/or acts of any governmental agency, including the City, if the Contractor shall within ten (10) days of the commencement of such delay notify the Contract Officer in writing of the causes of the delay. The Contract Officer shall ascertain the facts and the extent of delay, and extend the time for performing the services for the period of the enforced delay when and if in the judgment of the Contract Officer such delay is justified. The Contract Officer’s determination shall be final and conclusive upon the parties to this Agreement. In no event shall Contractor be entitled to recover damages against the City for 3 534942.6
any delay in the performance of this Agreement, however caused, Contractor’s sole remedy being extension of the Agreement pursuant to this Section.

3.4 Term. Unless earlier terminated in accordance with Article 7 of this Agreement, this Agreement shall continue in full force and effect until completion of the services but not exceeding one (1) year from the date hereof, except as otherwise provided in the Schedule of Performance (Exhibit “D”).

4. COORDINATION OF WORK

4.1 Representative of Contractor. Michael Balliet, President, is hereby designated as being the representative of Contractor authorized to act on its behalf with respect to the work and services specified herein and make all decisions in connection therewith. All personnel of Contractor and any authorized agents shall be under the exclusive direction of the representative of Contractor. Contractor shall utilize only competent personnel to perform services pursuant to this Agreement. Contractor shall make every reasonable effort to maintain the stability and continuity of Contractor’s staff and subcontractors, and shall keep City informed of any changes.

4.2 Contract Officer. Director of Finance & Administrative Services, or such person as may be designated by the City Manager, is hereby designated as being the representative the City authorized to act in its behalf with respect to the work and services specified herein and to make all decisions in connection therewith (“Contract Officer”).

4.3 Prohibition Against Subcontracting or Assignment. Contractor shall not contract with any entity to perform in whole or in part the work or services required hereunder without the express written approval of the City. Neither this Agreement nor any interest herein may be assigned or transferred, voluntarily or by operation of law, without the prior written approval of City. Any such prohibited assignment or transfer shall be void.

4.4 Independent Contractor. Neither the City nor any of its employees shall have any control over the manner, mode or means by which Contractor, its agents or employees, perform the services required herein, except as otherwise set forth. Contractor shall perform all services required herein as an independent contractor of City with only such obligations as are consistent with that role. Contractor shall not at any time or in any manner represent that it or any of its agents or employees are agents or employees of City, or that it is a member of a joint enterprise with City.

5. INSURANCE AND INDEMNIFICATION

5.1 Insurance Coverages. The Contractor shall procure and maintain, at its sole cost and expense, in a form and content satisfactory to City, during the entire term of this Agreement including any extension thereof, the following policies of insurance which shall cover all elected and appointed officers, employees and agents of City:
(a) Commercial General Liability Insurance (Occurrence Form CG0001 or equivalent). A policy of comprehensive general liability insurance written on a per occurrence basis for bodily injury, personal injury and property damage. The policy of insurance shall be in an amount not less than $1,000,000.00 per occurrence or if a general aggregate limit is used, either 4 534942.6
the general aggregate limit shall apply separately to this contract/location, or the general aggregate limit shall be twice the occurrence limit.
(b) Worker’s Compensation Insurance. A policy of worker’s compensation insurance in such amount as will fully comply with the laws of the State of California and which shall indemnify, insure and provide legal defense for the Contractor against any loss, claim or damage arising from any injuries or occupational diseases occurring to any worker employed by or any persons retained by the Contractor in the course of carrying out the work or services contemplated in this Agreement.
(c) Automotive Insurance (Form CA 0001 (Ed 1/87) including “any auto” and endorsement CA 0025 or equivalent). A policy of comprehensive automobile liability insurance written on a per occurrence for bodily injury and property damage in an amount not less than either (i) bodily injury liability limits of $100,000 per person and $300,000 per occurrence and property damage liability limits of $150,000 per occurrence or (ii) combined single limit liability of $1,000,000. Said policy shall include coverage for owned, non-owned, leased, hired cars, and any other automobile.
(d) Professional Liability. Professional liability insurance appropriate to the Contractor’s profession. This coverage may be written on a “claims made” basis, and must include coverage for contractual liability. The professional liability insurance required by this Agreement must be endorsed to be applicable to claims based upon, arising out of or related to services performed under this Agreement. The insurance must be maintained for at least 5 consecutive years following the completion of Contractor’s services or the termination of this Agreement.

During this additional 5-year period, Contractor shall annually and upon request of the City submit written evidence of this continuous coverage.
(e) Additional Insurance. Policies of such other insurance, as may be required in the Special Requirements in Exhibit “B”.
(f) Subcontractors. Contractor shall include all subcontractors as insureds under its policies or shall furnish separate certificates and certified endorsements for each subcontractor. All coverages for subcontractors shall be subject to all of the requirements stated herein.

5.2 General Insurance Requirements.

All of the above policies of insurance shall be primary insurance and shall name the City, elected and appointed officers, employees and agents as additional insureds and any insurance maintained by City or officers, employees or agents may apply in excess of, and not contribute with Contractor’s insurance. The insurer is deemed hereof to waive all rights of subrogation and contribution it may have against the City, officers, employees and agents and their respective insurers. The insurance policy must specify that where the primary insured does not satisfy the self-insured retention, any additional insured may satisfy the self-insured retention. All of said policies of insurance shall provide that said insurance may not be amended or cancelled by the insurer or any party hereto without providing thirty (30) days prior written notice by certified mail return receipt requested to the City. In the event any of said policies of insurance are cancelled, the Contractor shall, prior to the cancellation date, submit new evidence of insurance in conformance with this Section 5.1 to the Contract Officer. No work or services under this 5 534942.6
Agreement shall commence until the Contractor has provided the City with Certificates of Insurance, additional insured endorsement forms or appropriate insurance binders evidencing the above insurance coverages and said Certificates of Insurance or binders are approved by the City.

City reserves the right to inspect complete, certified copies of and endorsement to all required insurance policies at any time. Any failure to comply with the reporting or other provisions of the policies including breaches or warranties shall not affect coverage provided to City.

The insurance required by this Agreement shall be satisfactory only if issued by companies qualified to do business in California, rated “A” or better in the most recent edition of Best Rating Guide, The Key Rating Guide or in the Federal Register, and only if they are of a financial category Class VII or better, unless such requirements are waived by the City’s Risk Manager or other designee of the City due to unique circumstances.

5.3 Indemnification. To the full extent permitted by law, Contractor agrees to indemnify, defend and hold harmless the City, its officers, employees and agents (“Indemnified Parties”) against, and will hold and save them and each of them harmless from, any and all actions, either judicial, administrative, arbitration or regulatory claims, damages to persons or property, losses, costs, penalties, obligations, errors, omissions or liabilities whether actual or threatened (herein “claims or liabilities”) that may be asserted or claimed by any person, firm or entity arising out of or in connection with the negligent performance of the work, operations or activities provided herein of Contractor, its officers, employees, agents, subcontractors, or invitees, or any individual or entity for which Contractor is legally liable (“indemnitors”), or arising from Contractor’s or indemnitors’ reckless or willful misconduct, or arising from Contractor’s or indemnitors’ negligent performance of or failure to perform any term, provision, covenant or condition of this Agreement, and in connection therewith:
a. Contractor will defend any action or actions filed in connection with any of said claims or liabilities and will pay all costs and expenses, including legal costs and attorney’s fees incurred in connection therewith;
b. Contractor will promptly pay any judgment rendered against the City, its officers, agents or employees for any such claims or liabilities arising out of or in connection with the negligent performance of or failure to perform such work, operations or activities of Contractor hereunder; and Contractor agrees to save and hold the City, its officers, agents, and employees harmless therefrom;
c. In the event the City, its officers, agents or employees is made a party to any action or proceeding filed or prosecuted against Contractor for such damages or other claims arising out of or in connection with the negligent performance of or failure to perform the work, operation or activities of Contractor hereunder, Contractor agrees to pay to the City, its officers, agents or employees, any and all costs and expenses incurred by the City, its officers, agents or employees in such action or proceeding, including but not limited to, legal costs and attorney’s fees.

Contractor shall incorporate similar indemnity agreements with its subcontractors and if it fails to do so Contractor shall be fully responsible to indemnify City hereunder therefore, and failure of City to monitor compliance with these provisions shall not be a waiver hereof. This indemnification includes claims or liabilities arising from any negligent or wrongful act, error or omission, or reckless or willful misconduct of Contractor in the performance of professional 6 534942.6
services hereunder. The provisions of this Section do not apply to claims or liabilities occurring as a result of City’s sole negligence or willful acts or omissions, but, to the fullest extent permitted by law, shall apply to claims and liabilities resulting in part from City’s negligence, except that design professionals’ indemnity hereunder shall be limited to claims and liabilities arising out of the negligence, recklessness or willful misconduct of the design professional. The indemnity obligation shall be binding on successors and assigns of Contractor and shall survive termination of this Agreement.

6. RECORDS, REPORTS, AND RELEASE OF INFORMATION

6.1 Records. Contractor shall keep, and require subcontractors to keep, such ledgers, books of accounts, invoices, vouchers, canceled checks, reports, studies or other documents relating to the disbursements charged to City and services performed hereunder (the “books and records”), as shall be necessary to perform the services required by this Agreement and enable the Contract Officer to evaluate the performance of such services and shall keep such records for a period of three years following completion of the services hereunder. The Contract Officer shall have full and free access to such books and records at all times during normal business hours of City, including the right to inspect, copy, audit and make records and transcripts from such records.

6.2 Reports. Contractor shall periodically prepare and submit to the Contract Officer such reports concerning the performance of the services required by this Agreement or as the Contract Officer shall require.

6.3 Confidentiality and Release of Information.
(a) All information gained or work product produced by Contractor in performance of this Agreement shall be considered confidential, unless such information is in the public domain or already known to Contractor. Contractor shall not release or disclose any such information or work product to persons or entities other than the City without prior written authorization from the Contract Officer.
(b) Contractor shall not, without prior written authorization from the Contract Officer or unless requested by the City Attorney, voluntarily provide documents, declarations, letters of support, testimony at depositions, response to interrogatories or other information concerning the work performed under this Agreement. Response to a subpoena or court order shall not be considered “voluntary” provided Contractor gives the City notice of such court order or subpoena.
(c) If Contractor provides any information or work product in violation of this Agreement, then the City shall have the right to reimbursement and indemnity from Contractor for any damages, costs and fees, including attorney’s fees, caused by or incurred as a result of Contractor’s conduct.
(d) Contractor shall promptly notify the City should Contractor be served with any summons, complaint, subpoena, notice of deposition, request for documents, interrogatories, request for admissions or other discovery request, court order or subpoena from any party regarding this Agreement and the work performed thereunder. The City retains the right, but has no obligation, to represent Contractor or be present at any deposition, hearing or similar 7 534942.6
proceeding. Contractor agrees to cooperate fully with the City and to provide the City with the opportunity to review any response to discovery requests provided by Contractor.

6.4 Ownership of Documents. All studies, surveys, data, notes, computer files, reports, records, drawings, specifications, maps, designs, photographs, documents and other materials (the “documents and materials”) prepared by Contractor in the performance of this Agreement shall be the property of the City and shall be delivered to the City upon request of the Contract Officer or upon the termination of this Agreement, and Contractor shall have no claim for further employment or additional compensation as a result of the exercise by the City of its full rights of ownership use, reuse, or assignment of the documents and materials hereunder.

Moreover, Contractor with respect to any documents and materials that may qualify as “works made for hire” as defined in 17 U.S.C. § 101, such documents and materials are hereby deemed “works made for hire” for the City.

7. ENFORCEMENT OF AGREEMENT AND TERMINATION

7.1 California Law. This Agreement shall be interpreted, construed and governed both as to validity and to performance of the parties in accordance with the laws of the State of California. Legal actions concerning any dispute, claim or matter arising out of or in relation to this Agreement shall be instituted in the Superior Court of the County of Orange, State of California. In the event of litigation in a U.S. District Court, venue shall lie exclusively in the Central District of California, in the County of Orange, State of California.

7.2 Disputes; Default. In the event that Contractor is in default under the terms of this Agreement, the City shall not have any obligation or duty to continue compensating Contractor for any work performed after the date of default. Instead, the City may give notice to Contractor of the default and the reasons for the default. The notice shall include the timeframe in which Contractor may cure the default. This timeframe is presumptively thirty (30) days, but may be extended, if circumstances warrant. During the period of time that Contractor is in default, the City shall hold all invoices and shall, when the default is cured, proceed with payment on the invoices. If Contractor does not cure the default, the City may take necessary steps to terminate this Agreement under this Article.

7.3 Legal Action. In addition to any other rights or remedies, either party may take legal action, in law or in equity, to cure, correct or remedy any default, to recover damages for any default, to compel specific performance of this Agreement, to obtain declaratory or injunctive relief, or to obtain any other remedy consistent with the purposes of this Agreement.

Notwithstanding any contrary provision herein, Contractor shall file a statutory claim pursuant to Government Code Sections 905 et. seq. and 910 et. seq., in order to pursue any legal action under this Agreement.

Except with respect to rights and remedies expressly declared to be exclusive in this Agreement, the rights and remedies of the parties are cumulative and the exercise by either party of one or more of such rights or remedies shall not preclude the exercise by it, at the same or different times, of any other rights or remedies for the same default or any other default by the other party.

7.4 Termination Prior to Expiration of Term. This Section shall govern any termination of this Contract except as specifically provided in the following Section for 8 534942.6
termination for cause. The City reserves the right to terminate this Contract at any time, with or without cause, upon written notice to Contractor. In addition, the Contractor may terminate this Contract at any time for cause, upon sixty (60) days’ advance written notice to City. Upon receipt of any notice of termination, Contractor shall immediately cease all services hereunder except such as may be specifically approved by the Contract Officer. Except where the Contractor has initiated termination, the Contractor shall be entitled to compensation for all services rendered prior to the effective date of the notice of termination and for any services authorized by the Contract Officer thereafter in accordance with the Schedule of Compensation or such as may be approved by the Contract Officer. In the event the Contractor has initiated termination, the Contractor shall be entitled to compensation only for the reasonable value of the work product actually produced hereunder, but not exceeding the compensation provided therefore in the Schedule of Compensation Exhibit “C”. In the event of termination without cause pursuant to this Section, the terminating party need not provide the non-terminating party with the opportunity to cure pursuant to Section 7.2.

7.5 Termination for Default of Contractor. If termination is due to the failure of the Contractor to fulfill its obligations under this Agreement, City may, after compliance with the provisions of Section 7.2, take over the work and prosecute the same to completion by contract or otherwise, and the Contractor shall be liable to the extent that the total cost for completion of the services required hereunder exceeds the compensation herein stipulated (provided that the City shall use reasonable efforts to mitigate such damages), and City may withhold any payments to the Contractor for the purpose of set-off or partial payment of the amounts owed the City as previously stated.

8. MISCELLANEOUS

8.1 Covenant Against Discrimination. Contractor covenants that, by and for itself, its heirs, executors, assigns and all persons claiming under or through them, that there shall be no discrimination against or segregation of, any person or group of persons on account of race, color, creed, religion, sex, gender, sexual orientation, marital status, national origin, ancestry, or other protected class in the performance of this Agreement. Contractor shall take affirmative action to ensure that applicants are employed and that employees are treated during employment without regard to their race, color, creed, religion, sex, gender, sexual orientation, marital status, national origin, ancestry, or other protected class

8.2 Non-liability of City Officers and Employees. No officer or employee of the City shall be personally liable to the Contractor, or any successor in interest, in the event of any default or breach by the City or for any amount, which may become due to the Contractor or to its successor, or for breach of any obligation of the terms of this Agreement.

8.3 Notice. Any notice, demand, request, document, consent, approval, or communication either party desires or is required to give to the other party or any other person shall be in writing and either served personally or sent by prepaid, first-class mail, in the case of the City, to the City Manager and to the attention of the Contract Officer (with her/his name and City title), City of Cypress, 5275 Orange Avenue, Cypress, California 90630 and in the case of the Contractor, to the person(s) at the address designated on the execution page of this Agreement.

Either party may change its address by notifying the other party of the change of address in writing. 9 534942.6
Notice shall be deemed communicated at the time personally delivered or in seventy-two (72) hours from the time of mailing if mailed as provided in this Section.

8.4 Integration; Amendment. It is understood that there are no oral agreements between the parties hereto affecting this Agreement and this Agreement supersedes and cancels any and all previous negotiations, arrangements, agreements and understandings, if any, between the parties, and none shall be used to interpret this Agreement. This Agreement may be amended at any time by the mutual consent of the parties by an instrument in writing.

8.5 Severability. In the event that part of this Agreement shall be declared invalid or unenforceable by a valid judgment or decree of a court of competent jurisdiction, such invalidity or unenforceability shall not affect any of the remaining portions of this Agreement which are hereby declared as severable and shall be interpreted to carry out the intent of the parties hereunder unless the invalid provision is so material that its invalidity deprives either party of the basic benefit of their bargain or renders this Agreement meaningless.

8.6 Waiver. No delay or omission in the exercise of any right or remedy by non-defaulting party on any default shall impair such right or remedy or be construed as a waiver.

A party’s consent to or approval of any act by the other party requiring the party’s consent or approval shall not be deemed to waive or render unnecessary the other party’s consent to or approval of any subsequent act. Any waiver by either party of any default must be in writing and shall not be a waiver of any other default concerning the same or any other provision of this Agreement.

8.7 Attorney’s Fees. If either party to this Agreement is required to initiate or defend or made a party to any action or proceeding in any way connected with this Agreement, the prevailing party in such action or proceeding, in addition to any other relief which any be granted, whether legal or equitable, shall be entitled to reasonable attorney’s fees, whether or not the matter proceeds to judgment.

8.8 Interpretation.

The terms of this Agreement shall be construed in accordance with the meaning of the language used and shall not be construed for or against either party by reason of the authorship of this Agreement or any other rule of construction which might otherwise apply.

8.9 Counterparts.

This Agreement may be executed in counterparts, each of which shall be deemed to be an original, and such counterparts shall constitute one and the same instrument.

8.10 Warranty & Representation of Non-Collusion. No official, officer, or employee of City has any financial interest, direct or indirect, in this Agreement, nor shall any official, officer, or employee of City participate in any decision relating to this Agreement which may affect his/her financial interest or the financial interest of any corporation, partnership, or association in which (s)he is directly or indirectly interested, or in violation of any corporation, partnership, or association in which (s)he is directly or indirectly interested, or in violation of any State or municipal statute or regulation. The determination of “financial interest” shall be consistent with State law and shall not include interests found to be “remote” or “noninterests” 10 534942.6
pursuant to Government Code Sections 1091 or 1091.5. Contractor warrants and represents that it has not paid or given, and will not pay or give, to any third party including, but not limited to, any City official, officer, or employee, any money, consideration, or other thing of value as a result or consequence of obtaining or being awarded any agreement. Contractor further warrants and represents that (s)he/it has not engaged in any act(s), omission(s), or other conduct or collusion that would result in the payment of any money, consideration, or other thing of value to any third party including, but not limited to, any City official, officer, or employee, as a result of consequence of obtaining or being awarded any agreement. Contractor is aware of and understands that any such act(s), omission(s) or other conduct resulting in such payment of money, consideration, or other thing of value will render this Agreement void and of no force or effect.

Contractor’s Authorized Initials _______

8.11 Corporate Authority. The persons executing this Agreement on behalf of the parties hereto warrant that (i) such party is duly organized and existing, (ii) they are duly authorized to execute and deliver this Agreement on behalf of said party, (iii) by so executing this Agreement, such party is formally bound to the provisions of this Agreement, and (iv) the entering into this Agreement does not violate any provision of any other Agreement to which said party is bound. This Agreement shall be binding upon the heirs, executors, administrators, successors and assigns of the parties.
[Signatures on the following page.]
11 534942.6
IN WITNESS WHEREOF, the parties hereto have executed this Agreement on the date and year first-above written.

CITY:

City of Cypress, a municipal corporation
______________________________________
David Burke, Mayor
ATTEST:
____________________________________
Lisa A. Berglund, Interim City Clerk
APPROVED AS TO FORM:

ALESHIRE & WYNDER, LLP
____________________________________
Fred Galante, City Attorney
CONTRACTOR:

CityGreen Consulting, LLC
By: __________________________________
Name: Michael Balliet
Title: President
Address: 30181 Outpost Road
San Juan Capistrano, CA 92675
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EXHIBIT “A”

SCOPE OF SERVICES

WASTE HAULER FRANCHISE PERFORMANCE REVIEW
Valley Vista Services – Audit Period: 2022–2024
Project Kickoff/Administration
• Conduct a kickoff meeting with City staff and Valley Vista Services to confirm objectives, timeline, data needs, and deliverables.
• Maintain data confidentiality and ensure secure handling of proprietary hauler information.
• Prepare a written work plan and detailed data request list, subject to City approval, identifying all records, reports, and supporting documentation required to complete the review.
• Establish regular progress meetings or status updates (biweekly preferred) with City staff to review interim findings, data gaps, or emerging issues. • Maintain a project schedule that includes key milestones, deliverables, and review checkpoints.
• Assist City staff in preparing any necessary staff report or summary memo for Council consideration.
• The Consultant shall complete the review within approximately 120 calendar days from the Notice to Proceed, subject to timely data provision by Valley Vista Services and/or the City.

Task 1: Franchise Agreement Compliance Review
• Develop a comprehensive compliance matrix identifying each franchise requirement, performance standard, and reporting obligation.
• Verify compliance with provisions related to: vehicle age, fleet maintenance, and emission standards; insurance, bonds, and other financial assurance requirements; timeliness and completeness of required reports and documentation; complaint handling, missed collection procedures, and response times; cart/container delivery, maintenance, and replacement standards; nonprofit donation, community outreach, and public education obligations; use of approved facilities and compliance with disposal and processing site requirements.
• Review City fee payments (franchise, monitoring, and administrative fees) for proper calculation, timing, and remittance.
• Review adherence to contamination monitoring, route audits, and SB 1383 recordkeeping and reporting requirements.
• Identify and document any non-compliance findings, exceptions, or areas requiring clarification.

Task 2: Financial Review
• Review the hauler’s accounting and billing systems to confirm the capture of all revenue categories subject to franchise fees.
• Perform billing sample tests across all customer classes (residential, commercial, and industrial) to verify billing accuracy against City-approved rate schedules.

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• Reconcile gross receipts to reported franchise fee payments and confirm that all applicable revenue streams are included.
• Verify franchise, AB 939, AB 341, and SB 1383 fee calculations and remittance timing. • Verify and confirm CPI adjustments and rate changes for accuracy per contract formula.
• Review financial records to ensure accuracy and consistency. • Examine supporting documentation such as invoices, tonnage reports and disposal/recycling receipts.
• Identify any underpayments, overpayments, or missed revenues, and prepare recommended corrections or adjustments.
• Conduct a high-level financial assessment of both the City’s and hauler’s fiscal positions to evaluate the overall financial health, cost-recovery balance, and long-term sustainability of the contract.
• Compare financial performance indicators to industry norms • Confirm compliance with any guaranteed minimum revenue or sales tax protection provisions in the franchise agreement.

Task 3: Tonnage and Diversion Verification
• Audit tonnage data and confirm reported figures through review of weight tickets, scale reports, and facility receipts.
• Validate the facility certifications and diversion rates of all processing and disposal facilities used (e.g., Grand Central MRF, organics processors). • Verify compliance with AB 939, AB 341, AB 1826, and SB 1383, including business and multi-family recycling participation rates, organics collection program coverage, contamination monitoring, waiver documentation, and self-haul or third-party tonnage accounting.
• Confirm compliance with Construction and Demolition (C&D) diversion requirements, if applicable.
• Identify discrepancies between hauler-reported and facility-reported tonnage data. • Document any inconsistencies and provide recommended corrective measures.

Task 4: Operational Review
• Evaluate customer service operations, including call center metrics, complaint logs, service requests, and resolution times.
• Review vehicle and fleet management records, including maintenance logs, inspection reports, and accident records.
• Assess operational efficiency and safety, including route optimization, load weights, stops per hour, and on-time performance.
• Benchmark performance against industry standards and peer cities, identifying areas of strength and improvement. Ratings shall be: 1) exceptional; 2) above average; 3) meets industry standards; 4) substandard; or 5) poor for each area of review.

Task 5: Reporting and Deliverables
• Provide interim updates or draft findings during the review to allow City staff feedback prior to report finalization.

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• Prepare a final comprehensive report including executive summary, methodology, detailed findings, quantified variances, corrective action recommendations, and supporting appendices.
• Provide a summary findings matrix classifying each item as Compliant, NonCompliant, or Needs Clarification. • Attend one presentation to the City Council or workshop session, if requested.

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EXHIBIT “B”

SPECIAL REQUIREMENTS
DELETE subsection 2.3 and REPLACE with the following:
“2.3 Additional Services. City shall have the right at any time during the performance of the services, without invalidating this Agreement, to order extra work beyond that specified in a particular Agreement, as defined in Exhibit “A,” or make changes by altering, adding to or deducting from said work. No such extra work may be undertaken unless a written order is first given by the Contract Officer to the Contractor, incorporating therein any adjustment in (i) the Contract Sum for the actual costs of the extra work, and/or (ii) the time to perform this Agreement, which said adjustments are subject to the written approval of the Contractor. Any increase in compensation up to the amount authorized by the City Council (“Contract Contingency”); or, in the time to perform of up to one hundred eighty (180) days, may be approved by the Contract Officer. Any greater increases, taken either separately or cumulatively, must be approved by the City Council. It is expressly understood by Contractor that the provisions of this Section shall not apply to services specifically set forth in the Scope of Services. Contractor hereby acknowledges that it accepts the risk that the services to be provided pursuant to the Scope of Services may be more costly or time consuming than Contractor anticipates and that Contractor shall not be entitled to additional compensation therefor. City may in its sole and absolute discretion have similar work done by other contractors.

No claims for an increase in the Contract Sum or time for performance shall be valid unless the procedures established in this Section are followed.

II. Section 5.1(d) shall be amended to read as follows:
“Professional Liability. Professional liability insurance in the amount not less than two million dollars ($2,000,000). This coverage may be written on a “claims made” basis, and must include coverage for contractual liability. The professional liability insurance required by this Agreement must be endorsed to be applicable to claims based upon, arising out of or related to services performed under this Agreement. The insurance must be maintained for at least 5 consecutive years following the completion of Contractor’s services or the termination of this Agreement. During this additional 5-year period, Contractor shall annually and upon request of the City submit written evidence of this continuous coverage.” C-1
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EXHIBIT “C”

SCHEDULE OF COMPENSATION
Provided Contractor is not in default under this Agreement, Contractor shall be compensated on a time and material basis, in an amount not to exceed $29,545, as outlined in the Scope of Work (Exhibit A). This fee includes all professional services, materials, travel, and incidental expenses required to perform the tasks outlined below:

Task & Description
Mike Balliet
Principal
$125/hr
Matt Balliet
Vice President
$105/hr
Mike Byrne
Sr. Consultant
$105/hr
TOTAL
COST
Administration 20 0 0 $ 2,500
1 Franchise Agreement
Performance Review 20 10 25 $ 6,175
2 Financial Review 25 10 20 $ 6,275
3 Tonnage & Diversion
Verification 15 12 15 $ 4,710
4 Operational Review 20 0 25 $ 5,125
5 Reporting & Deliverables 28 0 12 $ 4,760
TOTAL $29,545
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EXHIBIT “D”

SCHEDULE OF PERFORMANCE
The anticipated timeline for the outlined Scope of Work (Exhibit A) is as follows:

December
2025
January
2026
February
2026
March
2026
April
2026
Administration
Franchise Performance Review
Financial Review
Tonnage & Diversion Verification
Operational Review
Reporting and Deliverables
CITY OF CYPRESS
CITY COUNCIL REPORT
City Council Regular 9.

FROM: Jeff Draper, Director of Recreation and Community Services DATE: 11/10/2025
SUBJECT: Approve an Agreement for Marketing and Communications Services

RECOMMENDATION

1. Approve a three-year agreement for marketing and communications services with Communications LAB for $605,991; and

2. Authorize a $4,672 appropriation increase in the City's General Fund; and

3. Authorize a $5,328 appropriation increase in the District's General Fund.

DISCUSSION
Prior to 2022, the City and District had a full-time position dedicated to marketing and communications. With the ever-changing landscape of social media, online methods of communication and periodic print materials created by City staff, merely having a dedicated in-house position was insufficient to provide a full complement of marketing and communication services and meet the demands of keeping residents adequately informed.

Therefore, in 2022, the City and District contracted out marketing and communications services to Communications LAB to meet these demands. The services provided by Communications LAB include promoting the City and District’s programs and events through social media, email blasts, the Progress newsletter, Cypress Central App, the City's website, Recreation’s activity guide, Minute with the Mayor, and issuing press releases along with providing graphic design, creating digital content, writing copy, and photography/videography services. The agreement allows for the City to tap into a team of professionals to provide all of these services for roughly the same cost as the full-time communications and marketing position, which has subsequently been eliminated from the City's budget.

The current agreement for these professional services is month-to-month and is set to expire in December 2025. The City has solicited proposals for a successor agreement through an open and competitive process to identify the best qualified firm to provide high-quality services at a reasonable price. Fourteen proposals were received and evaluated, five vendors were invited to participate in the interview process, and two were selected to submit detailed pricing based on specific services requested by the City and District.

Communications LAB was identified as the vendor that could provide these services at the best value to the City. Communications LAB has delivered marketing and communications services to every department across the City since 2022 and brings their knowledge of City workflow, approval processes, and communications to consistently produce high quality content. The recommended agreement will be effective January 1, 2026, and will continue to provide marketing and communication services at a fixed monthly rate, and ensure residents and businesses continue to receive vital City and District communications.

The recommended three-year agreement provides the City with the option for two, one-year extensions through December 31, 2030. The fixed annual cost for services will be $199,997 for the first two years of the agreement, while year three increases by three percent to $205,997. These costs will be billed at a flat monthly rate of $16,666 for years one and two, and $17,116 for year three. If the two optional extensions are exercised, an annual three percent increase will be applied to both years four and five, and the total cost for the five-year term will not exceed $1,036,710.

BUDGET IMPACT
The cost of marketing and communications services will be split between the City and District based on the proposed scope of services, with 65% of the services related to the City and 35% associated with the District. The City's General Fund budget includes $120,000 and the District's General Fund budget includes $60,000 for communication and marketing services for FY 2025-26. In order to have sufficient amounts available through June 30, 2026, it is necessary to appropriate $4,672 in the City's General Fund and $5,328 in the District's General Fund. Sufficient amounts are available in the unrestricted fund balance of each of these two funds to provide for these additional contract costs.

LEGAL REVIEW
The City Attorney has reviewed the contract as to form.

APPROVED BY: Sean Joyce, Interim City Manager
Attachments
Agreement
Proposals
01004.0001/301445.11 9/28/2016

AGREEMENT FOR CONTRACT SERVICES
By and Between

CITY OF CYPRESS
and

COMMUNICATIONS LAB
01004.0001/301445.11 9/28/2016
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AGREEMENT FOR CONTRACT SERVICES

BY AND BETWEEN THE CITY OF CYPRESS AND
____________________
THIS AGREEMENT FOR CONTRACT SERVICES (herein “Agreement”) is made and entered into this ____ day of ________, 2025 by and between the City of Cypress, a California municipal corporation (“City”) and Communications LAB, a California based company (“Contractor”). City and Contractor are sometimes hereinafter individually referred to as “Party” and hereinafter collectively referred to as the “Parties.”

RECITALS
A. City has sought, by issuance of a Request for Proposals or Invitation for Bids, the performance of the services defined and described particularly in Article 1 of this Agreement.

B. Contractor, following submission of a proposal or bid for the performance of the services defined and described particularly in Article 1 of this Agreement, was selected by the City to perform those services.

C. Pursuant to the City of Cypress’s Charter and Municipal Code, City has authority to enter into and execute this Agreement.

D. The Parties desire to formalize the selection of Contractor for performance of those services defined and described particularly in Article 1 of this Agreement and desire that the terms of that performance be as particularly defined and described herein.

OPERATIVE PROVISIONS
NOW, THEREFORE, in consideration of the mutual promises and covenants made by the Parties and contained herein and other consideration, the value and adequacy of which are hereby acknowledged, the parties agree as follows:

ARTICLE 1. SERVICES OF CONSULTANT

1.1 Scope of Services.

In compliance with all terms and conditions of this Agreement, the Contractor shall provide those services specified in the “Scope of Services” attached hereto as Exhibit “A” and incorporated herein by this reference, which may be referred to herein as the “services” or “work” hereunder.

As a material inducement to the City entering into this Agreement, Contractor represents and warrants that it has the qualifications, experience, and facilities necessary to properly perform the services required under this Agreement in a thorough, competent, and professional manner, and is experienced in performing the work and services contemplated herein. Contractor shall at all times faithfully, competently and to the best of its ability, experience and talent, perform all services described herein. Contractor covenants that it shall follow the highest professional standards in performing the work and services required hereunder and that all materials will be both of good quality as well as fit for the purpose intended. For purposes of this Agreement, the phrase “highest 01004.0001/301445.11 9/28/2016
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professional standards” shall mean those standards of practice recognized by one or more firstclass firms performing similar work under similar circumstances.

1.2 Contractor’s Proposal.

The Scope of Service shall include the Contractor’s scope of work or bid which shall be incorporated herein by this reference as though fully set forth herein. In the event of any inconsistency between the terms of such proposal and this Agreement, the terms of this Agreement shall govern.

1.3 Compliance with Law.

Contractor shall keep itself informed concerning, and shall render all services hereunder in accordance with, all ordinances, resolutions, statutes, rules, and regulations of the City and any Federal, State or local governmental entity having jurisdiction in effect at the time service is rendered.

1.4 Licenses, Permits, Fees and Assessments.

Contractor shall obtain at its sole cost and expense such licenses, permits and approvals as may be required by law for the performance of the services required by this Agreement. Contractor shall have the sole obligation to pay for any fees, assessments and taxes, plus applicable penalties and interest, which may be imposed by law and arise from or are necessary for the Contractor’s performance of the services required by this Agreement, and shall indemnify, defend and hold harmless City, its officers, employees or agents of City, against any such fees, assessments, taxes, penalties or interest levied, assessed or imposed against City hereunder.

1.5 Familiarity with Work.

By executing this Agreement, Contractor warrants that Contractor (i) has thoroughly investigated and considered the scope of services to be performed, (ii) has carefully considered how the services should be performed, and (iii) fully understands the facilities, difficulties and restrictions attending performance of the services under this Agreement. If the services involve work upon any site, Contractor warrants that Contractor has or will investigate the site and is or will be fully acquainted with the conditions there existing, prior to commencement of services hereunder. Should the Contractor discover any latent or unknown conditions, which will materially affect the performance of the services hereunder, Contractor shall immediately inform the City of such fact and shall not proceed except at Contractor’s risk until written instructions are received from the Contract Officer.

1.6 Care of Work.

The Contractor shall adopt reasonable methods during the life of the Agreement to furnish continuous protection to the work, and the equipment, materials, papers, documents, plans, studies and/or other components thereof to prevent losses or damages, and shall be responsible for all such damages, to persons or property, until acceptance of the work by City, except such losses or damages as may be caused by City’s own negligence.
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1.7 Further Responsibilities of Parties.

Both parties agree to use reasonable care and diligence to perform their respective obligations under this Agreement. Both parties agree to act in good faith to execute all instruments, prepare all documents and take all actions as may be reasonably necessary to carry out the purposes of this Agreement. Unless hereafter specified, neither party shall be responsible for the service of the other.

1.8 Additional Services.

City shall have the right at any time during the performance of the services, without invalidating this Agreement, to order extra work beyond that specified in the Scope of Services or make changes by altering, adding to or deducting from said work. No such extra work may be undertaken unless a written order is first given by the Contract Officer to the Contractor, incorporating therein any adjustment in (i) the Contract Sum for the actual costs of the extra work, and/or (ii) the time to perform this Agreement, which said adjustments are subject to the written approval of the Contractor. Any increase in compensation of up to ten percent (10%) of the Contract Sum or $25,000, whichever is less; or, in the time to perform of up to one hundred eighty (180) days, may be approved by the Contract Officer. Any greater increases, taken either separately or cumulatively, must be approved by the City Council. It is expressly understood by Contractor that the provisions of this Section shall not apply to services specifically set forth in the Scope of Services. Contractor hereby acknowledges that it accepts the risk that the services to be provided pursuant to the Scope of Services may be more costly or time consuming than Contractor anticipates and that Contractor shall not be entitled to additional compensation therefor. City may in its sole and absolute discretion have similar work done by other contractors. No claims for an increase in the Contract Sum or time for performance shall be valid unless the procedures established in this Section are followed.

1.9 Special Requirements.

Additional terms and conditions of this Agreement, if any, which are made a part hereof are set forth in the “Special Requirements” attached hereto as Exhibit “B” and incorporated herein by this reference. In the event of a conflict between the provisions of Exhibit “B” and any other provisions of this Agreement, the provisions of Exhibit “B” shall govern.

ARTICLE 2. COMPENSATION AND METHOD OF PAYMENT.

2.1 Contract Sum.

Subject to any limitations set forth in this Agreement, City agrees to pay Contractor the amounts specified in the “Schedule of Compensation” attached hereto as Exhibit “C” and incorporated herein by this reference. The total compensation, including reimbursement for actual expenses, shall not exceed one million thirty-six thousand seven hundred and ten Dollars ($1,036,710) (the “Contract Sum”), unless additional compensation is approved pursuant to Section 1.8.
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2.2 Method of Compensation.

The method of compensation may include: (i) a lump sum payment upon completion; (ii) payment in accordance with specified tasks or the percentage of completion of the services, less contract retention; (iii) payment for time and materials based upon the Contractor’s rates as specified in the Schedule of Compensation, provided that (a) time estimates are provided for the performance of sub tasks, (b) contract retention is maintained, and (c) the Contract Sum is not exceeded; or (iv) such other methods as may be specified in the Schedule of Compensation.

2.3 Reimbursable Expenses.

Compensation may include reimbursement for actual and necessary expenditures for reproduction costs, telephone expenses, and travel expenses approved by the Contract Officer in advance, or actual subcontractor expenses of an approved subcontractor pursuant to Section 4.5, and only if specified in the Schedule of Compensation. The Contract Sum shall include the attendance of Contractor at all project meetings reasonably deemed necessary by the City.

Coordination of the performance of the work with City is a critical component of the services. If Contractor is required to attend additional meetings to facilitate such coordination, Contractor shall not be entitled to any additional compensation for attending said meetings.

2.4 Invoices.

Each month Contractor shall furnish to City an original invoice for all work performed and expenses incurred during the preceding month in a form approved by City’s Director of Finance.

By submitting an invoice for payment under this Agreement, Contractor is certifying compliance with all provisions of the Agreement. The invoice shall detail charges for all necessary and actual expenses by the following categories: labor (by sub-category), travel, materials, equipment, supplies, and sub-contractor contracts. Sub-contractor charges shall also be detailed by such categories. Contractor shall not invoice City for any duplicate services performed by more than one person.

City shall independently review each invoice submitted by the Contractor to determine whether the work performed and expenses incurred are in compliance with the provisions of this Agreement. Except as to any charges for work performed or expenses incurred by Contractor which are disputed by City, or as provided in Section 7.3, City will use its best efforts to cause Contractor to be paid within forty-five (45) days of receipt of Contractor’s correct and undisputed invoice; however, Contractor acknowledges and agrees that due to City warrant run procedures, the City cannot guarantee that payment will occur within this time period. In the event any charges or expenses are disputed by City, the original invoice shall be returned by City to Contractor for correction and resubmission. Review and payment by City for any invoice provided by the Contractor shall not constitute a waiver of any rights or remedies provided herein or any applicable law.

2.5 Waiver.

Payment to Contractor for work performed pursuant to this Agreement shall not be deemed to waive any defects in work performed by Contractor.
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ARTICLE 3. PERFORMANCE SCHEDULE

3.1 Time of Essence.

Time is of the essence in the performance of this Agreement.

3.2 Schedule of Performance.

Contractor shall commence the services pursuant to this Agreement upon receipt of a written notice to proceed and shall perform all services within the time period(s) established in the “Schedule of Performance” attached hereto as Exhibit “D” and incorporated herein by this reference. When requested by the Contractor, extensions to the time period(s) specified in the Schedule of Performance may be approved in writing by the Contract Officer but not exceeding one hundred eighty (180) days cumulatively.

3.3 Force Majeure.

The time period(s) specified in the Schedule of Performance for performance of the services rendered pursuant to this Agreement shall be extended because of any delays due to unforeseeable causes beyond the control and without the fault or negligence of the Contractor, including, but not restricted to, acts of God or of the public enemy, unusually severe weather, fires, earthquakes, floods, epidemics, quarantine restrictions, riots, strikes, freight embargoes, wars, litigation, and/or acts of any governmental agency, including the City, if the Contractor shall within ten (10) days of the commencement of such delay notify the Contract Officer in writing of the causes of the delay. The Contract Officer shall ascertain the facts and the extent of delay, and extend the time for performing the services for the period of the enforced delay when and if in the judgment of the Contract Officer such delay is justified. The Contract Officer’s determination shall be final and conclusive upon the parties to this Agreement. In no event shall Contractor be entitled to recover damages against the City for any delay in the performance of this Agreement, however caused, Contractor’s sole remedy being extension of the Agreement pursuant to this Section.

3.4 Term.

Unless earlier terminated in accordance with Article 7 of this Agreement, this Agreement shall continue in full force and effect until completion of the services but not exceeding one (1) years from the date hereof, except as otherwise provided in the Schedule of Performance (Exhibit “D”).

ARTICLE 4. COORDINATION OF WORK

4.1 Representatives and Personnel of Contractor.

The following principals of Contractor (“Principals”) are hereby designated as being the principals and representatives of Contractor authorized to act in its behalf with respect to the work specified herein and make all decisions in connection therewith:

Arianna Barrios, Chief Executive Officer
(Name) (Title)
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It is expressly understood that the experience, knowledge, capability and reputation of the foregoing principals were a substantial inducement for City to enter into this Agreement.

Therefore, the foregoing principals shall be responsible during the term of this Agreement for directing all activities of Contractor and devoting sufficient time to personally supervise the services hereunder. All personnel of Contractor, and any authorized agents, shall at all times be under the exclusive direction and control of the Principals. For purposes of this Agreement, the foregoing Principals may not be replaced nor may their responsibilities be substantially reduced by Contractor without the express written approval of City. Additionally, Contractor shall utilize only competent personnel to perform services pursuant to this Agreement. Contractor shall make every reasonable effort to maintain the stability and continuity of Contractor’s staff and subcontractors, if any, assigned to perform the services required under this Agreement. Contractor shall notify City of any changes in Contractor’s staff and subcontractors, if any, assigned to perform the services required under this Agreement, prior to and during any such performance.

4.2 Status of Contractor.

Contractor shall have no authority to bind City in any manner, or to incur any obligation, debt or liability of any kind on behalf of or against City, whether by contract or otherwise, unless such authority is expressly conferred under this Agreement or is otherwise expressly conferred in writing by City. Contractor shall not at any time or in any manner represent that Contractor or any of Contractor’s officers, employees, or agents are in any manner officials, officers, employees or agents of City. Neither Contractor, nor any of Contractor’s officers, employees or agents, shall obtain any rights to retirement, health care or any other benefits which may otherwise accrue to City’s employees. Contractor expressly waives any claim Contractor may have to any such rights.

4.3 Contract Officer.

The Contract Officer shall be the City Manager or such person as may be designated by the City Manager. It shall be the Contractor’s responsibility to assure that the Contract Officer is kept informed of the progress of the performance of the services and the Contractor shall refer any decisions which must be made by City to the Contract Officer. Unless otherwise specified herein, any approval of City required hereunder shall mean the approval of the Contract Officer. The Contract Officer shall have authority, if specified in writing by the City Manager, to sign all documents on behalf of the City required hereunder to carry out the terms of this Agreement.

4.4 Independent Contractor.

Neither the City nor any of its employees shall have any control over the manner, mode or means by which Contractor, its agents or employees, perform the services required herein, except as otherwise set forth herein. City shall have no voice in the selection, discharge, supervision or control of Contractor’s employees, servants, representatives or agents, or in fixing their number, compensation or hours of service. Contractor shall perform all services required herein as an independent contractor of City and shall remain at all times as to City a wholly independent contractor with only such obligations as are consistent with that role. Contractor shall not at any time or in any manner represent that it or any of its agents or employees are agents or employees of City. City shall not in any way or for any purpose become or be deemed to be a partner of 01004.0001/301445.11 9/28/2016
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Contractor in its business or otherwise or a joint venturer or a member of any joint enterprise with Contractor.

4.5 Prohibition Against Subcontracting or Assignment.

The experience, knowledge, capability and reputation of Contractor, its principals and employees were a substantial inducement for the City to enter into this Agreement. Therefore, Contractor shall not contract with any other entity to perform in whole or in part the services required hereunder without the express written approval of the City. In addition, neither this Agreement nor any interest herein may be transferred, assigned, conveyed, hypothecated or encumbered voluntarily or by operation of law, whether for the benefit of creditors or otherwise, without the prior written approval of City. Transfers restricted hereunder shall include the transfer to any person or group of persons acting in concert of more than twenty five percent (25%) of the present ownership and/or control of Contractor, taking all transfers into account on a cumulative basis. In the event of any such unapproved transfer, including any bankruptcy proceeding, this Agreement shall be void. No approved transfer shall release the Contractor or any surety of Contractor of any liability hereunder without the express consent of City.

ARTICLE 5. INSURANCE AND INDEMNIFICATION

5.1 Insurance Coverages.

The Contractor shall procure and maintain, at its sole cost and expense, in a form and content satisfactory to City, during the entire term of this Agreement including any extension thereof, the following policies of insurance which shall cover all elected and appointed officers, employees and agents of City:
(a) General Liability Insurance (Occurrence Form CG0001 or equivalent).  A policy of comprehensive general liability insurance written on a per occurrence basis for bodily injury, personal injury and property damage.  The policy of insurance shall be in an amount not less than $1,000,000.00 per occurrence or if a general aggregate limit is used,  then the general aggregate limit shall be twice the occurrence limit.
(b) Worker’s Compensation Insurance. A policy of worker’s compensation insurance in such amount as will fully comply with the laws of the State of California and which shall indemnify, insure and provide legal defense for the Contractor against any loss, claim or damage arising from any injuries or occupational diseases occurring to any worker employed by or any persons retained by the Contractor in the course of carrying out the work or services contemplated in this Agreement.
(c) Automotive Insurance (Form CA 0001 (Ed 1/87) including “any auto” and endorsement CA 0025 or equivalent).  A policy of comprehensive automobile liability insurance written on a per occurrence for bodily injury and property damage in an amount not less than $1,000,000.  Said policy shall include coverage for owned, non-owned, leased, hired cars and any automobile.
(d) Professional Liability.   Professional liability insurance appropriate to the Contractor’s profession.  This coverage may be written on a “claims made” basis, and must include 01004.0001/301445.11 9/28/2016
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coverage for contractual liability.  The professional liability insurance required by this Agreement must be endorsed to be applicable to claims based upon, arising out of or related to services performed under this Agreement.  The insurance must be maintained for at least 5 consecutive years following the completion of Contractor’s services or the termination of this Agreement.

During this additional 5-year period, Contractor shall annually and upon request of the City submit written evidence of this continuous coverage.
(e) Subcontractors. Contractor shall include all subcontractors as insureds under its policies or shall furnish separate certificates and certified endorsements for each subcontractor. All coverages for subcontractors shall include all of the requirements stated herein. (f) Additional Insurance. Policies of such other insurance, as may be required in the Special Requirements in Exhibit “B”.

5.2 General Insurance Requirements.

All of the above policies of insurance shall be primary insurance and shall name the City, its elected and appointed officers, employees and agents as additional insureds and any insurance maintained by City or its officers, employees or agents may apply in excess of, and not contribute with Contractor’s insurance. The insurer is deemed hereof to waive all rights of subrogation and contribution it may have against the City, its officers, employees and agents and their respective insurers. Moreover, the insurance policy must specify that where the primary insured does not satisfy the self-insured retention, any additional insured may satisfy the self-insured retention.

All of said policies of insurance shall provide that said insurance may not be amended or cancelled by the insurer or any party hereto without providing thirty (30) days prior written notice by certified mail return receipt requested to the City. In the event any of said policies of insurance are cancelled, the Contractor shall, prior to the cancellation date, submit new evidence of insurance in conformance with Section 5.1 to the Contract Officer.

No work or services under this Agreement shall commence until the Contractor has provided the City with Certificates of Insurance, additional insured endorsement forms or appropriate insurance binders evidencing the above insurance coverages and said Certificates of Insurance or binders are approved by the City. City reserves the right to inspect complete, certified copies of and endorsements to all required insurance policies at any time. Any failure to comply with the reporting or other provisions of the policies including breaches or warranties shall not affect coverage provided to City.

All certificates shall name the City as additional insured (providing the appropriate endorsement) and shall conform to the following “cancellation” notice:

CANCELLATION:

SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE
CANCELLED BEFORE THE EXPIRATION DATED THEREOF,
THE ISSUING COMPANY SHALL MAIL THIRTY (30)-DAY
ADVANCE WRITTEN NOTICE TO CERTIFICATE HOLDER
NAMED HEREIN.
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[to be initialed] ______________
Contractor Initials
City, its respective elected and appointed officers, directors, officials, employees, agents and volunteers are to be covered as additional insureds as respects: liability arising out of activities Contractor performs; products and completed operations of Contractor; premises owned, occupied or used by Contractor; or any automobiles owned, leased, hired or borrowed by Contractor. The coverage shall contain no special limitations on the scope of protection afforded to City, and their respective elected and appointed officers, officials, employees or volunteers. Contractor’s insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the limits of the insurer’s liability.

Any deductibles or self-insured retentions must be declared to and approved by City. At the option of City, either the insurer shall reduce or eliminate such deductibles or self-insured retentions as respects City or its respective elected or appointed officers, officials, employees and volunteers or the Contractor shall procure a bond guaranteeing payment of losses and related investigations, claim administration, defense expenses and claims. The Contractor agrees that the requirement to provide insurance shall not be construed as limiting in any way the extent to which the Contractor may be held responsible for the payment of damages to any persons or property resulting from the Contractor’s activities or the activities of any person or persons for which the Contractor is otherwise responsible nor shall it limit the Contractor’s indemnification liabilities as provided in Section 5.3.

In the event the Contractor subcontracts any portion of the work in compliance with Section

4.5 of this Agreement, the contract between the Contractor and such subcontractor shall require the subcontractor to maintain the same policies of insurance that the Contractor is required to maintain pursuant to Section 5.1, and such certificates and endorsements shall be provided to City.

5.3 Indemnification.

To the full extent permitted by law, Contractor agrees to indemnify, defend and hold harmless the City, its officers, employees and agents (“Indemnified Parties”) against, and will hold and save them and each of them harmless from, any and all actions, either judicial, administrative, arbitration or regulatory claims, damages to persons or property, losses, costs, penalties, obligations, errors, omissions or liabilities whether actual or threatened (herein “claims or liabilities”) that may be asserted or claimed by any person, firm or entity arising out of or in connection with the negligent performance of the work, operations or activities provided herein of Contractor, its officers, employees, agents, subcontractors, or invitees, or any individual or entity for which Contractor is legally liable (“indemnitors”), or arising from Contractor’s or indemnitors’ reckless or willful misconduct, or arising from Contractor’s or indemnitors’ negligent performance of or failure to perform any term, provision, covenant or condition of this Agreement, and in connection therewith:
(a) Contractor will defend any action or actions filed in connection with any of said claims or liabilities and will pay all costs and expenses, including legal costs and attorney’s fees incurred in connection therewith;
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(b) Contractor will promptly pay any judgment rendered against the City, its officers, agents or employees for any such claims or liabilities arising out of or in connection with the negligent performance of or failure to perform such work, operations or activities of Contractor hereunder; and Contractor agrees to save and hold the City, its officers, agents, and employees harmless therefrom;
(c) In the event the City, its officers, agents or employees is made a party to any action or proceeding filed or prosecuted against Contractor for such damages or other claims arising out of or in connection with the negligent performance of or failure to perform the work, operation or activities of Contractor hereunder, Contractor agrees to pay to the City, its officers, agents or employees, any and all costs and expenses incurred by the City, its officers, agents or employees in such action or proceeding, including but not limited to, legal costs and attorney’s fees.

Contractor shall incorporate similar indemnity agreements with its subcontractors and if it fails to do so Contractor shall be fully responsible to indemnify City hereunder therefore, and failure of City to monitor compliance with these provisions shall not be a waiver hereof. This indemnification includes claims or liabilities arising from any negligent or wrongful act, error or omission, or reckless or willful misconduct of Contractor in the performance of professional services hereunder. The provisions of this Section do not apply to claims or liabilities occurring as a result of City’s sole negligence or willful acts or omissions, but, to the fullest extent permitted by law, shall apply to claims and liabilities resulting in part from City’s negligence, except that design professionals’ indemnity hereunder shall be limited to claims and liabilities arising out of the negligence, recklessness or willful misconduct of the design professional. The indemnity obligation shall be binding on successors and assigns of Contractor and shall survive termination of this Agreement.

5.4 Sufficiency of Insurer.

Insurance required by this Agreement shall be satisfactory only if issued by companies qualified to do business in California, rated “A” or better in the most recent edition of Best Rating Guide, The Key Rating Guide or in the Federal Register, and only if they are of a financial category Class VII or better, unless such requirements are waived by the Risk Manager of the City (“Risk Manager”) due to unique circumstances. If this Agreement continues for more than 3 years duration, or in the event the risk manager determines that the work or services to be performed under this Agreement creates an increased or decreased risk of loss to the City, the Contractor agrees that the minimum limits of the insurance policies may be changed accordingly upon receipt of written notice from the Risk Manager.

ARTICLE 6. RECORDS, REPORTS, AND RELEASE OF INFORMATION

6.1 Records.

Contractor shall keep, and require subcontractors to keep, such ledgers, books of accounts, invoices, vouchers, canceled checks, reports, studies or other documents relating to the disbursements charged to City and services performed hereunder (the “books and records”), as shall be necessary to perform the services required by this Agreement and enable the Contract 01004.0001/301445.11 9/28/2016
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Officer to evaluate the performance of such services. Any and all such documents shall be maintained in accordance with generally accepted accounting principles and shall be complete and detailed. The Contract Officer shall have full and free access to such books and records at all times during normal business hours of City, including the right to inspect, copy, audit and make records and transcripts from such records. Such records shall be maintained for a period of three (3) years following completion of the services hereunder, and the City shall have access to such records in the event any audit is required. In the event of dissolution of Contractor’s business, custody of the books and records may be given to City, and access shall be provided by Contractor’s successor in interest. Notwithstanding the above, the Contractor shall fully cooperate with the City in providing access to the books and records if a public records request is made and disclosure is required by law including but not limited to the California Public Records Act.

6.2 Reports.

Contractor shall periodically prepare and submit to the Contract Officer such reports concerning the performance of the services required by this Agreement as the Contract Officer shall require. Contractor hereby acknowledges that the City is greatly concerned about the cost of work and services to be performed pursuant to this Agreement. For this reason, Contractor agrees that if Contractor becomes aware of any facts, circumstances, techniques, or events that may or will materially increase or decrease the cost of the work or services contemplated herein or, if Contractor is providing design services, the cost of the project being designed, Contractor shall promptly notify the Contract Officer of said fact, circumstance, technique or event and the estimated increased or decreased cost related thereto and, if Contractor is providing design services, the estimated increased or decreased cost estimate for the project being designed.

6.3 Ownership of Documents.

All drawings, specifications, maps, designs, photographs, studies, surveys, data, notes, computer files, reports, records, documents and other materials (the “documents and materials”), including any electronic documents and materials, prepared by Contractor, its employees, subcontractors and agents in the performance of this Agreement shall be the property of City and shall be delivered to City in a format of the City’s choice upon request of the Contract Officer or upon the termination of this Agreement, and Contractor shall have no claim for further employment or additional compensation as a result of the exercise by City of its full rights of ownership use, reuse, or assignment of the documents and materials hereunder. Any use, reuse or assignment of such completed documents for other projects and/or use of uncompleted documents without specific written authorization by the Contractor will be at the City’s sole risk and without liability to Contractor, and Contractor’s guarantee and warranties shall not extend to such use, reuse or assignment. Contractor may retain copies of such documents for its own use. Contractor shall have the right to use the concepts embodied therein. All subcontractors shall provide for assignment to City of any documents or materials prepared by them, and in the event Contractor fails to secure such assignment, Contractor shall indemnify City for all damages resulting therefrom. Moreover, Contractor with respect to any documents and materials that may qualify as “works made for hire” as defined in 17 U.S.C. § 101, such documents and materials are hereby deemed “works made for hire” for the City.
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6.4 Confidentiality and Release of Information.
(a) All information gained or work product produced by Contractor in performance of this Agreement shall be considered confidential, unless such information is in the public domain or already known to Contractor. Contractor shall not release or disclose any such information or work product to persons or entities other than City without prior written authorization from the Contract Officer.
(b) Contractor, its officers, employees, agents or subcontractors, shall not, without prior written authorization from the Contract Officer or unless requested by the City Attorney, voluntarily provide documents, declarations, letters of support, testimony at depositions, response to interrogatories or other information concerning the work performed under this Agreement. Response to a subpoena or court order shall not be considered “voluntary” provided Contractor gives City notice of such court order or subpoena. (c) If Contractor, or any officer, employee, agent or subcontractor of Contractor, provides any information or work product in violation of this Agreement, then City shall have the right to reimbursement and indemnity from Contractor for any damages, costs and fees, including attorney’s fees, caused by or incurred as a result of Contractor’s conduct. (d) Contractor shall promptly notify City should Contractor, its officers, employees, agents or subcontractors be served with any summons, complaint, subpoena, notice of deposition, request for documents, interrogatories, request for admissions or other discovery request, court order or subpoena from any party regarding this Agreement and the work performed there under. City retains the right, but has no obligation, to represent Contractor or be present at any deposition, hearing or similar proceeding. Contractor agrees to cooperate fully with City and to provide City with the opportunity to review any response to discovery requests provided by Contractor. However, this right to review any such response does not imply or mean the right by City to control, direct, or rewrite said response.

ARTICLE 7. ENFORCEMENT OF AGREEMENT AND TERMINATION

7.1 California Law.

This Agreement shall be interpreted, construed and governed both as to validity and to performance of the parties in accordance with the laws of the State of California. Legal actions concerning any dispute, claim or matter arising out of or in relation to this Agreement shall be instituted in the Superior Court of the County of Orange, State of California, or any other appropriate court in such county, and Contractor covenants and agrees to submit to the personal jurisdiction of such court in the event of such action. In the event of litigation in a U.S. District Court, venue shall lie exclusively in the Central District of California, in the County of Orange, State of California.

7.2 Disputes; Default.

In the event that Contractor is in default under the terms of this Agreement, the City shall not have any obligation or duty to continue compensating Contractor for any work performed after the date of default. Instead, the City may give notice to Contractor of the default and the reasons 01004.0001/301445.11 9/28/2016
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for the default. The notice shall include the timeframe in which Contractor may cure the default.

This timeframe is presumptively thirty (30) days, but may be extended, though not reduced, if circumstances warrant. During the period of time that Contractor is in default, the City shall hold all invoices and shall, when the default is cured, proceed with payment on the invoices. In the alternative, the City may, in its sole discretion, elect to pay some or all of the outstanding invoices during the period of default. If Contractor does not cure the default, the City may take necessary steps to terminate this Agreement under this Article. Any failure on the part of the City to give notice of the Contractor’s default shall not be deemed to result in a waiver of the City’s legal rights or any rights arising out of any provision of this Agreement.

7.3 Retention of Funds.

Contractor hereby authorizes City to deduct from any amount payable to Contractor (whether or not arising out of this Agreement) (i) any amounts the payment of which may be in dispute hereunder or which are necessary to compensate City for any losses, costs, liabilities, or damages suffered by City, and (ii) all amounts for which City may be liable to third parties, by reason of Contractor’s acts or omissions in performing or failing to perform Contractor’s obligation under this Agreement. In the event that any claim is made by a third party, the amount or validity of which is disputed by Contractor, or any indebtedness shall exist which shall appear to be the basis for a claim of lien, City may withhold from any payment due, without liability for interest because of such withholding, an amount sufficient to cover such claim. The failure of City to exercise such right to deduct or to withhold shall not, however, affect the obligations of the Contractor to insure, indemnify, and protect City as elsewhere provided herein.

7.4 Waiver.

Waiver by any party to this Agreement of any term, condition, or covenant of this Agreement shall not constitute a waiver of any other term, condition, or covenant. Waiver by any party of any breach of the provisions of this Agreement shall not constitute a waiver of any other provision or a waiver of any subsequent breach or violation of any provision of this Agreement.

Acceptance by City of any work or services by Contractor shall not constitute a waiver of any of the provisions of this Agreement. No delay or omission in the exercise of any right or remedy by a non-defaulting party on any default shall impair such right or remedy or be construed as a waiver.

Any waiver by either party of any default must be in writing and shall not be a waiver of any other default concerning the same or any other provision of this Agreement.

7.5 Rights and Remedies are Cumulative.

7.6 Legal Action.

In addition to any other rights or remedies, either party may take legal action, in law or in equity, to cure, correct or remedy any default, to recover damages for any default, to compel 01004.0001/301445.11 9/28/2016
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specific performance of this Agreement, to obtain declaratory or injunctive relief, or to obtain any other remedy consistent with the purposes of this Agreement. Notwithstanding any contrary provision herein, Contractor shall file a statutory claim pursuant to Government Code Sections 905 et. seq. and 910 et. seq., in order to pursue a legal action under this Agreement.

7.7 Termination Prior to Expiration of Term.

This Section shall govern any termination of this Contract except as specifically provided in the following Section for termination for cause. The City reserves the right to terminate this Contract at any time, with or without cause, upon written notice to Contractor. In addition, the Contractor may terminate this Contract for cause, upon sixty (60) days’ advance written notice to City. Upon receipt of any notice of termination, Contractor shall immediately cease all services hereunder except such as may be specifically approved by the Contract Officer. Except where the Contractor has initiated termination, the Contractor shall be entitled to compensation for all services rendered prior to the effective date of the notice of termination and for any services authorized by the Contract Officer thereafter in accordance with the Schedule of Compensation or such as may be approved by the Contract Officer, except as provided in Section 7.3. In the event the Contractor has initiated termination, the Contractor shall be entitled to compensation only for the reasonable value of the work product actually produced hereunder. In the event of termination without cause pursuant to this Section, the terminating party need not provide the non-terminating party with the opportunity to cure pursuant to Section 7.2.

7.8 Termination for Default of Contractor.

If termination is due to the failure of the Contractor to fulfill its obligations under this Agreement, City may, after compliance with the provisions of Section 7.2, take over the work and prosecute the same to completion by contract or otherwise, and the Contractor shall be liable to the extent that the total cost for completion of the services required hereunder exceeds the compensation herein stipulated (provided that the City shall use reasonable efforts to mitigate such damages), and City may withhold any payments to the Contractor for the purpose of set-off or partial payment of the amounts owed the City as previously stated.

7.9 Attorney’s Fees.

If either party to this Agreement is required to initiate or defend or made a party to any action or proceeding in any way connected with this Agreement, the prevailing party in such action or proceeding, in addition to any other relief which may be granted, whether legal or equitable, shall be entitled to reasonable attorney’s fees. Attorney’s fees shall include attorney’s fees on any appeal, and in addition a party entitled to attorney’s fees shall be entitled to all other reasonable costs for investigating such action, taking depositions and discovery and all other necessary costs the court allows which are incurred in such litigation. All such fees shall be deemed to have accrued on commencement of such action and shall be enforceable whether or not such action is prosecuted to judgment.
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ARTICLE 8. CITY OFFICERS AND EMPLOYEES: NONDISCRIMINATION

8.1 Non-liability of City Officers and Employees.

No officer or employee of the City shall be personally liable to the Contractor, or any successor in interest, in the event of any default or breach by the City or for any amount which may become due to the Contractor or to its successor, or for breach of any obligation of the terms of this Agreement.

8.2 Conflict of Interest.

Contractor covenants that neither it, nor any officer or principal of its firm, has or shall acquire any interest, directly or indirectly, which would conflict in any manner with the interests of City or which would in any way hinder Contractor’s performance of services under this Agreement. Contractor further covenants that in the performance of this Agreement, no person having any such interest shall be employed by it as an officer, employee, agent or subcontractor without the express written consent of the Contract Officer. Contractor agrees to at all times avoid conflicts of interest or the appearance of any conflicts of interest with the interests of City in the performance of this Agreement.

8.3 Covenant Against Discrimination.

Contractor covenants that, by and for itself, its heirs, executors, assigns, and all persons claiming under or through them, that there shall be no discrimination against or segregation of, any person or group of persons on account of race, color, creed, religion, sex, gender, sexual orientation, marital status, national origin, ancestry or other protected class in the performance of this Agreement. Contractor shall take affirmative action to insure that applicants are employed and that employees are treated during employment without regard to their race, color, creed, religion, sex, gender, sexual orientation, marital status, national origin, ancestry or other protected class.

8.4 Unauthorized Aliens.

Contractor hereby promises and agrees to comply with all of the provisions of the Federal Immigration and Nationality Act, 8 U.S.C.A. §§ 1101, et seq., as amended, and in connection therewith, shall not employ unauthorized aliens as defined therein. Should Contractor so employ such unauthorized aliens for the performance of work and/or services covered by this Agreement, and should any liability or sanctions be imposed against City for such use of unauthorized aliens, Contractor hereby agrees to and shall reimburse City for the cost of all such liabilities or sanctions imposed, together with any and all costs, including attorney’s fees, incurred by City.

ARTICLE 9. MISCELLANEOUS PROVISIONS

9.1 Notices.

Any notice, demand, request, document, consent, approval, or communication either party desires or is required to give to the other party or any other person shall be in writing and either 01004.0001/301445.11 9/28/2016
-17-
served personally or sent by prepaid, first-class mail, in the case of the City, to the City Manager and to the attention of the Contract Officer (with her/his name and City title), City of Cypress, 5275 Orange Avenue, Cypress, California 90630 and in the case of the Contractor, to the person(s) at the address designated on the execution page of this Agreement. Either party may change its address by notifying the other party of the change of address in writing. Notice shall be deemed communicated at the time personally delivered or in seventy-two (72) hours from the time of mailing if mailed as provided in this Section.

9.2 Interpretation.

9.3 Counterparts.

This Agreement may be executed in counterparts, each of which shall be deemed to be an original, and such counterparts shall constitute one and the same instrument.

9.4 Integration; Amendment.

This Agreement including the attachments hereto is the entire, complete and exclusive expression of the understanding of the parties. It is understood that there are no oral agreements between the parties hereto affecting this Agreement and this Agreement supersedes and cancels any and all previous negotiations, arrangements, agreements and understandings, if any, between the parties, and none shall be used to interpret this Agreement. No amendment to or modification of this Agreement shall be valid unless made in writing and approved by the Contractor and by the City Council. The parties agree that this requirement for written modifications cannot be waived and that any attempted waiver shall be void.

9.5 Severability.

In the event that any one or more of the phrases, sentences, clauses, paragraphs, or sections contained in this Agreement shall be declared invalid or unenforceable by a valid judgment or decree of a court of competent jurisdiction, such invalidity or unenforceability shall not affect any of the remaining phrases, sentences, clauses, paragraphs, or sections of this Agreement which are hereby declared as severable and shall be interpreted to carry out the intent of the parties hereunder unless the invalid provision is so material that its invalidity deprives either party of the basic benefit of their bargain or renders this Agreement meaningless.

9.6 Warranty & Representation of Non-Collusion.

No official, officer, or employee of City has any financial interest, direct or indirect, in this Agreement, nor shall any official, officer, or employee of City participate in any decision relating to this Agreement which may affect his/her financial interest or the financial interest of any corporation, partnership, or association in which (s)he is directly or indirectly interested, or in violation of any corporation, partnership, or association in which (s)he is directly or indirectly interested, or in violation of any State or municipal statute or regulation. The determination of 01004.0001/301445.11 9/28/2016
-18-
“financial interest” shall be consistent with State law and shall not include interests found to be “remote” or “noninterests” pursuant to Government Code Sections 1091 or 1091.5.

Nor shall any such officer or employee participate in any decision relating to the Agreement which affects her/his financial interest or the financial interest of any corporation, partnership or association in which (s)he is, directly or indirectly, interested, in violation of any State statute or regulation, including but not limited to the Political Reform Act (Government Code Sections 81000, et seq.)
Contractor warrants and represents that it has not paid or given, and will not pay or give, to any third party including, but not limited to, any City official, officer, or employee, any money, consideration, or other thing of value as a result or consequence of obtaining or being awarded any agreement. Contractor further warrants and represents that (s)he/it has not engaged in any act(s), omission(s), or other conduct or collusion that would result in the payment of any money, consideration, or other thing of value to any third party including, but not limited to, any City official, officer, or employee, as a result of consequence of obtaining or being awarded any agreement. Contractor is aware of and understands that any such act(s), omission(s) or other conduct resulting in such payment of money, consideration, or other thing of value will render this Agreement void and of no force or effect.

Contractor’s Authorized Initials _______

9.7 Corporate Authority.

The persons executing this Agreement on behalf of the parties hereto warrant that (i) such party is duly organized and existing, (ii) they are duly authorized to execute and deliver this Agreement on behalf of said party, (iii) by so executing this Agreement, such party is formally bound to the provisions of this Agreement, and (iv) the entering into this Agreement does not violate any provision of any other Agreement to which said party is bound. This Agreement shall be binding upon the heirs, executors, administrators, successors and assigns of the parties. [SIGNATURES ON FOLLOWING PAGE]
01004.0001/301445.11 9/28/2016 19
IN WITNESS WHEREOF, the parties hereto have executed this Agreement on the date and year first-above written.

CITY:

City of Cypress, a municipal corporation
_____________________________________
David Burke, Mayor
ATTEST:
____________________________________
_
Lisa Berglund, Interim City Clerk
APPROVED AS TO FORM:

ALESHIRE & WYNDER, LLP
____________________________________
Fred Galante, City Attorney
CONSULTANT:
_____________________________________
_____________________________________
By:
___________________________________
Name:

Title:

By:
___________________________________
Name:

Title:

Address: ______________________________
_____________________________
_
_____________________________
_
Two corporate officer signatures required when Contractor is a corporation, with one signature required from each of the following groups: 1) Chairman of the Board, President or any Vice President; and 2) Secretary, any Assistant Secretary, Chief Financial Officer or any Assistant Treasurer. CONSULTANT’S SIGNATURES

SHALL BE DULY NOTARIZED, AND APPROPRIATE ATTESTATIONS SHALL BE INCLUDED AS

MAY BE REQUIRED BY THE BYLAWS, ARTICLES OF INCORPORATION, OR OTHER RULES OR REGULATIONS APPLICABLE TO CONSULTANT’S BUSINESS ENTITY. 01004.0001/301445.11 9/28/2016

CALIFORNIA ALL-PURPOSE ACKNOWLEDGMENT
STATE OF CALIFORNIA
COUNTY OF ORANGE
On __________, 2025 before me, ________________, personally appeared ________________, proved to me on the basis of satisfactory evidence to be the person(s) whose names(s) is/are subscribed to the within instrument and acknowledged to me that he/she/they executed the same in his/her/their authorized capacity(ies), and that by his/her/their signature(s) on the instrument the person(s), or the entity upon behalf of which the person(s) acted, executed the instrument.

I certify under PENALTY OF PERJURY under the laws of the State of California that the foregoing paragraph is true and correct.

WITNESS my hand and official seal.

Signature: _____________________________________

OPTIONAL
Though the data below is not required by law, it may prove valuable to persons relying on the document and could prevent fraudulent reattachment of this form.

CAPACITY CLAIMED BY SIGNER DESCRIPTION OF ATTACHED DOCUMENT

INDIVIDUAL
CORPORATE OFFICER
_______________________________

TITLE(S)

PARTNER(S) LIMITED

GENERAL

ATTORNEY-IN-FACT

TRUSTEE(S)

CALIFORNIA ALL-PURPOSE ACKNOWLEDGMENT
A notary public or other officer completing this certificate verifies only the identity of the individual who signed the document to which this certificate is attached, and not the truthfulness, accuracy or validity of that document.

A notary public or other officer completing this certificate verifies only the identity of the individual who signed the document to which this certificate is attached, and not the truthfulness, accuracy or validity of that document. 01004.0001/301445.11 9/28/2016
STATE OF CALIFORNIA
COUNTY OF ORANGE
On __________, 2025 before me, ________________, personally appeared ________________, proved to me on the basis of satisfactory evidence to be the person(s) whose names(s) is/are subscribed to the within instrument and acknowledged to me that he/she/they executed the same in his/her/their authorized capacity(ies), and that by his/her/their signature(s) on the instrument the person(s), or the entity upon behalf of which the person(s) acted, executed the instrument.

I certify under PENALTY OF PERJURY under the laws of the State of California that the foregoing paragraph is true and correct.

WITNESS my hand and official seal.

Signature: _____________________________________

OPTIONAL
Though the data below is not required by law, it may prove valuable to persons relying on the document and could prevent fraudulent reattachment of this form

CAPACITY CLAIMED BY SIGNER DESCRIPTION OF ATTACHED DOCUMENT

INDIVIDUAL
CORPORATE OFFICER
_______________________________

TITLE(S)

PARTNER(S) LIMITED

GENERAL

ATTORNEY-IN-FACT

TRUSTEE(S)

GUARDIAN/CONSERVATOR
OTHER_______________________________
______________________________________
SIGNER IS REPRESENTING:
(NAME OF PERSON(S) OR ENTITY(IES))
_____________________________________________
_____________________________________________
___________________________________
TITLE OR TYPE OF DOCUMENT
___________________________________
NUMBER OF PAGES
___________________________________
DATE OF DOCUMENT
___________________________________
SIGNER(S) OTHER THAN NAMED ABOVE
01004.0001/301445.11 9/28/2016 A-1
EXHIBIT “A”
SCOPE OF SERVICES
I. Communications LAB shall be responsible to deliver the list of deliverables below in accordance with the frequency of each item listed.

List of Deliverables
Publications
Deliverable Frequency Description
1) The Progress Bi-Monthly
(6 issues: Feb,
Apr, Jun, Aug,
Oct, Dec)
City newsletter, 8 pages, with City news, programs, and events.  Digital copy placed on website and app, printed mailed to over 17,000 households in Cypress.
2) Activity Guide Quarterly
(4 issues: Nov,
Feb, Apr, July)
Recreation catalog of classes and activities, 32-40 pages.  Digital copy placed on website and app.
3) Along the Way Monthly Senior Center newsletter designed by staff, 16 pages, advertising senior programs and services.  Digital copy placed on website and app. 4) Email Blasts Bi-Weekly
(twice a month)
Create content with upcoming news, programs, and events.  Emailed to a database of over 8,000 addresses.

Community Events
Event Frequency Description
1) Egg Hunt Annually
(April)
Update website and app with changing program information. Create all promotional materials, including flyers, social media posts, marquee ads, event day signage, and an event wrap-up video.  Proof script for elected officials. Be available onsite to take video and event pictures. 2) Concerts on the Green 7 per year
(June - August)
Create all promotional materials, including flyers, social media posts, and event day signage.  Attend up to 3 concerts during the series (the first, last, and one other) to take video and event pictures. 3) Salute to America Annually
(June or July)
Update website and app with changing program information. Create all promotional materials, including flyers, social media posts, marquee ads, event day signage, and an event wrap-up video. Draft script for elected officials. Be available onsite to take video and event pictures. 4) National Night Out Annually
(July or August)
Update the website and app with changing program information.  Create all promotional materials, including flyers, social media posts, and event day signage.  Be available onsite to take video and event pictures. 5) Community Festival Annually
(October)
Various social media reposts.
01004.0001/301445.11 9/28/2016 A-2
6) Cypress Run Annually
(October)
Update the website and app with the changing program information.

Create all promotional materials, including race shirts, medals, banner, all flyers, postcards & registration forms, social media posts, and event day signage.  Be available onsite to take video and event pictures. 7) State of the City Annually
(October)
Create all promotional material such as flyers, social media posts, and event day signage  Work with City Administration to create SOC presentation, script and be available on site at the event to operate presentation and to take video and event pictures.
8) Women's Conference Annually
(Oct or Nov)
Update website and app with changing program information. Create all promotional materials, including the program, flyers, social media posts, marquee ads, event day signage, and an event wrap-up video.  Proof script for elected officials. Be available onsite to take video and event pictures.
9) Holiday Sing Annually
(December)
Update website and app with changing program information. Create all promotional materials, including flyers, social media posts, marquee ads, event day signage, and an event wrap-up video. Draft script for elected officials. Be available onsite to take video and event pictures.

Programs
Program Frequency Description
1) Kids Night Out Monthly Update website and app with changing program information. Create all promotional materials for social media posts and quarterly flyer. Film at select KNO events to create specialized reels for social media. Event photos provided by City staff.
2) Teens Night Out Quarterly
(Oct, Jan, Mar,
Apr, May)
Update website and app with changing program information. Create all promotional materials including flyer, social media posts, and event wrap-up video. Event photos and video footage provided by City staff. 3) Senior Special Events
(Dances, Resource
Fair, Medicare Info
Fair, etc.)
Monthly Update the website and app with changing program information. Create all promotional materials, including flyers, social media posts, and event day signage. Attend up to 3 concerts during the series (the first, last, and one other) to take video and event pictures.
4) Senior Transportation
Programs
Create all promotional materials. Update the website and app with the changing program information as needed.
5) Pee Wee Sports /
Sports Camps
Pee Wees
(Quarterly)
Sports Camps
(Summer)
Update website and app with changing program information. Create all promotional materials including flyer and social media posts. Program photos provided by City staff.
6) Day Camp Annually
(June - August)
Update website and app with changing program information. Create all promotional materials including flyer, social media posts, and event wrap-up video. Event photos and video provided by City staff. 7) Summer Parks Annually
(June - August)
Update website and app with changing program information. Create all promotional materials including flyer, social media posts, and event wrap-up video. Event photos and video provided by City staff. 8) Basketball Leagues SemiAnnually
(Summer &
Winter)
Update website and app with changing program information. Create all promotional materials including flyer and social media posts. Program photos provided by City staff.
9) Volleyball Leagues SemiAnnually
(Spring & Fall)
Update website and app with changing program information. Create all promotional materials including flyer and social media posts. Program photos provided by City staff.
01004.0001/301445.11 9/28/2016 A-3
10) Challenger Basketball Annually
(Summer)
Update website and app with changing program information. Create all promotional materials including flyer and social media posts. Program photos provided by City staff.
11) Youth Action
Committee
Year-Round Update website and app with changing program information. Create all promotional materials including flyer, ads, and social media posts. Event photos and video provided by City staff.
12) Counselors in Training Annually
(June - August)
Update website and app with changing program information. Create all promotional materials including flyer, ads, and social media posts. Event photos and video provided by City staff.
13) Citizens Academy Every Two
Years
Update website and app with program information. Create promotional materials including flyer, ads and social media posts. Take event photos and video of select sessions during the 7 week program (one night a week). Create a program recap video for presentation at a Council Meeting .
14) Community
Development and
Public Works
Approx. 10
hours per
month
Update website and app with any current development information.

Create all promotional materials including flyer, ads, and social media posts. Occasional recording of video and editing.

Social Media, Website, and Cypress App
Webpages Frequency Description
1) Senior Commission Monthly Post agendas and minutes
2) Recreation
Commission
Monthly Post agendas and minutes
3) Traffic Commission Monthly Post agendas and minutes
4) RFP and Bids Page Monthly Review and Post department created RFP and Bid Requests 5) City Website Weekly Create webpages, update, and monitor City's website to ensure information is correct, up to date, and meets ADA guidelines. 6) Cypress Central App Weekly Create, update, and monitor City's app, Cypress Central to ensure information is correct, up to date, and meets ADA guidelines. 7) Social Media Daily Create and monitor content containing City news, projects, programs, and events for all departments to post on channels (Facebook, Instagram, X. YouTube, etc.)
Graphic Design
Purpose Frequency Description
1) Miscellaneous Graphic
Design
Approx. 10
hours per
month
Design graphics for a variety of uses as needed, including, but not limited to, website, banners, promotional materials, outreach flyers/notices, household hazardous waste roundups, and city publications.

Value Added Services
Service Frequency Description
1) Video Production Monthly Minute with the Mayor, Cypress Says, and other misc. segments 2) Digital Marketing Ongoing
3) Press Releases / Media
Outreach
As Needed
4) Crisis Communication As Needed
01004.0001/301445.11 9/28/2016 B-1
EXHIBIT “B”

SPECIAL REQUIREMENTS
(Superseding Contract Boilerplate)
I. Section 3.4 shall be amended to read as follows:

Term. Unless earlier terminated in accordance with Article 7 of this Agreement, this Agreement shall continue in full force and effect until completion of the services but not exceeding three (3) years from the date hereof, except as otherwise provided in the Schedule of Performance (Exhibit “D”). City reserves the right in its sole and unfettered discretion, to extend the Term of this Agreement, upon the same terms and conditions set forth herein, for up to a maximum of two (2), one (1) year extended terms (an “Extended Term”). City shall exercise its right to extend the Term of the Agreement by providing Contractor with written notice of its intent to extend the Term or any Extended Term of this Agreement not less than forty-five (45) calendar days prior to the expiration of the Term or any Extended Term of this Agreement. 01004.0001/301445.11 9/28/2016 C-1
EXHIBIT “C”

SCHEDULE OF COMPENSATION
I. Contractor agrees to provide the professional services described in Exhibit A at a rate of $150 per hour with a monthly and yearly cost, not to exceed (NTE), listed below.

Year 1 Year 2 Year 3 Year 4
(Optional)
Year 5
(Optional)
Annual Estimated
Professional Service
Hours
(Minimum of 1,700)
$255,000
(1,700 hrs x
$150 hr.)
$255,000
(1,700 hrs x
$150 hr.)
$262,650
(1,700 hrs x
$154.50 hr.)
270,538
(1,700 hrs x
$159.14 hr.)
278,647
(1,700 hrs x
$163.91 hr.)
Monthly Estimated
Professional Service
Hours
(minimum of 141.67)
$21,250
(141.67 hrs
x $150 hr.)
$21,250
(141.67 hrs
x $150 hr.)
$21,888
(141.67 hrs x
$154.50 hr.)
$22,545
(141.67 hrs x
$159.14 hr.)
$23,221
(141.67 hrs x
$163.91 hr.)
Annual

COMMLAB
Discount (21.57%)
$55,003 $55,003 $56,653 $58,355 $60,105
Annual Cost $199,997 $199,997 $205,997 $212,183 $218,542 Monthly Cost $16,666 $16,666 $17,166 $17,681 $18,222
II. Hourly rates shall be adjusted by 3% in year 3 of the agreement and 3% in subsequent years should the City exercise the option for years 4 and 5.

III. Contractor agrees to provide a minimum of 1,700 professional service hours each year of the agreement representing a 21.57% discount for each year of the agreement.

IV. The schedule of compensation does not include direct costs borne by the Contractor, such as printing and social media advertising. These costs will be paid by the contractor and reimbursed by the City with appropriate documentation.
01004.0001/301445.11 9/28/2016 D-1
EXHIBIT “D”

SCHEDULE OF PERFORMANCE
I. The Contractor shall provide all work in a timely manner and frequency in accordance with the schedule in Exhibit A.

II. The agreement shall begin on January 1, 2026, and shall continue in effect for a period of three (3) years (the “Initial Term”). The City reserves the right in its sole and unfettered discretion, to extend the Term of this Agreement, upon the same terms and conditions set forth herein, for up to a maximum of two (2), one (1) year extended terms (the “Extended Term”).
a. Year 1 – January 1, 2026 - December 31, 2026
b. Year 2 – January 1, 2027 - December 31, 2027
c. Year 3 – January 1, 2028 - December 31, 2028
d. Year 4 (Optional) – January 1, 2029 - December 31, 2029 e. Year 5 (Optional) – January 1, 2030 - December 31, 2030 Communication & Marketing
Service Proposal

06.13.2025
─
Castle Creative Media
[email protected]
[email protected]
www.castlecreativemedia.com
23131 Pradera Rd,
Trabuco Canyon, CA
1 Cover Letter
Thank you for the opportunity to submit our qualifications for Communications and Marketing Services with the City of Cypress. We are Castle Creative Media, a women-founded boutique agency based in Southern California, and we specialize in creative strategy, digital content, and public-facing communications.

Our team brings a unique blend of design expertise, brand storytelling, and real-world content execution. We work closely with mission-driven organizations, small businesses, and community-centered brands to deliver thoughtful, high-quality content that resonates. While our firm is lean by design, we offer full-service support by combining in-house strategy and creative with trusted media subcontractors. For Cypress, we are proposing a highly involved, collaborative partnership with a consistent point of contact and a focus on efficiency, responsiveness, and results.

We understand the importance of keeping residents informed and engaged. From graphic design and newsletter development to public relations, social media, and digital updates, we are prepared to manage every aspect of the City’s communications with care and professionalism. Our team is proactive, adaptable, and experienced in delivering timely, visually cohesive messaging across platforms.

We are excited about the opportunity to support your team and help tell the story of Cypress through engaging, accessible content that reflects the City’s values and goals.

Thank you for your consideration. We look forward to the possibility of working together.

Sincerely,
Castle Creative Media
2 Company Overview
Castle Creative Media is a boutique content and creative agency that specializes in helping small businesses and startups establish a strong, memorable presence through elevated visual storytelling and intentional brand communication.

While our work has primarily focused on emerging brands and founder-led companies, we bring skills that translate directly to civic communications like creative direction, audience engagement, thoughtful messaging, and consistent content execution. We understand how to build trust through design, communicate clearly across platforms, and turn everyday moments into meaningful stories.

Our studio is small by design, which means clients work directly with experienced professionals who care deeply about delivering high-quality work. We are hands-on, proactive, and highly adaptable. Because our clients often have limited internal resources, we’re used to working independently, managing timelines, and providing full-service support across digital platforms with minimal oversight.

Castle Creative Media offers services in:
● Graphic design and branded collateral
● Social media content creation and management
● Public-facing campaign development
● Website and digital content updates
● Newsletter creation and copywriting
● Photography and video direction through subcontracted partners Our mission is to create content that connects visually, emotionally, and strategically. We are excited about the opportunity to bring a fresh, thoughtful perspective to the City of Cypress and support its communication goals with creativity, clarity, and consistency. 3 Experience
Experience and Qualifications
Our experience includes:
● Leading content creation and social strategy for major national brands and smaller brands alike
● Building community engagement campaigns with measurable public response ● Creating press-ready messaging, brand visuals, and public service media under fast deadlines
● Working in high-collaboration environments with minimal oversight, typical of lean government staff settings
While our studio is intentionally lean, we work with a trusted network of creative professionals and subcontractors to scale support as needed, ensuring we can meet both day-to-day communications needs and high-volume campaign moments.

For the City of Cypress, this project will be led by our senior team members who will serve as your key points of contact:
● Samantha Winget Castillo, Co-Founder and Communications Lead ● Gabrielle Castillo, Co-Founder and Creative Director
● Megan Block, Head Social Media Strategist
This core team will be responsible for strategy, execution, communication, and quality control throughout the engagement. We will also bring in additional internal team members and vetted subcontractors for services such as photography, video production, and expanded content development as needed. Our structure allows us to remain agile and collaborative while providing consistent, high-quality service across all deliverables.

Co-Founders:
● Samantha Winget-Castillo
Samantha Winget Castillo is the co-founder of Castle Creative Media and leads the agency’s strategy, creative direction, and client communications. With a background in fashion marketing, luxury branding, and content creation, she brings a refined aesthetic and a clear understanding of how to build trust through visual storytelling and thoughtful messaging.
4 Samantha holds degrees in Visual Communications, Fashion Marketing and Management, and Luxury Branding and Management. Her professional experience spans both creative and client-facing roles, including brand development, digital marketing, and e-commerce strategy for small businesses and startups. She is known for being highly self-directed, detail-oriented, and collaborative. Her ability to take abstract goals and turn them into clear, impactful campaigns makes her an asset to every project.

As a mother and entrepreneur, Samantha values intentional communication and connection. She has supported dozens of brands in developing their visual identity, managing their online presence, and creating effective content with limited resources. This experience directly supports the needs of municipal clients who are looking for consistent, high-quality communications with minimal oversight.

For the City of Cypress, Samantha will serve as project manager and communications lead. She will oversee timelines, coordinate with City staff, guide content and creative strategy, and ensure all deliverables are completed on time and aligned with the City’s voice and vision.
● Gabrielle Castillo
Gabrielle Castillo is a digital communications and media professional with a strong foundation in public relations, content marketing, and social media strategy. She is a cum laude and honors graduate of New York University with a Bachelor’s degree in Digital Communications and Media and currently serves as Creative Director at Castle Creative Media.

At Castle, Gabrielle leads brand strategy, visual storytelling, and digital content development for a wide range of clients. Her work blends creative direction with technical skill, and she is deeply involved in every stage of the process from ideation to design to final delivery. Her approach is thoughtful, modern, and highly aligned with each client’s unique identity.

Prior to co-founding Castle Creative Media, Gabrielle gained experience at Linda Gaunt Communications, She’s a Full on Monet, and Catch’N Ice Cream. In these roles, she managed social media campaigns, collaborated with influencers, and created content featured in major outlets including the New York Post and Univision. Her creative background spans digital design, video editing, web development, and content creation for multiple platforms.

For the City of Cypress, Gabrielle will lead design and content execution. She will oversee the development of branded materials, digital assets, and visual campaigns, ensuring that all work is engaging, accessible, and aligned with the City’s communication goals.
5 Head Social Media Strategist:
● Megan Block
Megan Block is an experienced social media strategist with a strong background in digital marketing, influencer relations, and brand engagement. She currently serves as Head Social Media Strategist at Castle Creative Media, where she develops and executes multi-platform strategies designed to grow community connection, build trust, and elevate brand storytelling.

With more than a decade of experience in lifestyle, wellness, and creator-led industries, Megan has worked with a range of clients from independent entrepreneurs to well-known consumer brands. Her expertise includes organic growth strategy, content calendars, community management, audience analytics, and campaign execution tailored for platforms like Instagram, Facebook, X, Pinterest, and TikTok.

Megan takes a thoughtful and data-informed approach to social content, balancing creativity with strategy. She understands how to craft messaging that resonates, how to guide content direction across visual and written mediums, and how to adjust quickly based on real-time feedback and engagement trends.

For the City of Cypress, Megan will lead the social media strategy and oversee platform-specific content creation and scheduling. She will work closely with the team to ensure that all posts are consistent with the City’s tone, aligned with its communications goals, and responsive to community needs.

Work Being Proposed
Castle Creative Media proposes to serve as an ongoing creative partner for the City of Cypress, supporting the City’s communication goals across print, digital, and social media platforms.

We will provide:

Graphic Design and Marketing Collateral
Creation of flyers, brochures, door hangers, social graphics, signage, and promotional materials aligned with the City’s brand. Our founders and creative staff are highly trained in Adobe Creative Suite and UX/UI best practices, allowing us to produce design work that is not only visually compelling but also functional, 6 accessible, and optimized for both print and digital use. All final assets will be delivered in editable, user-friendly formats to allow for future updates by City staff if needed.

Newsletter Development
In Month 1, we will design a flexible branded newsletter template. For ongoing months, we will gather stories, coordinate imagery, and publish bi-monthly or quarterly content as needed using the premade and branded template.

Public Relations
Writing and editing of press releases, email blasts, scripts, and advisories. We will proactively work with staff to identify upcoming stories and ensure timely distribution of materials.

Social Media Content and Monitoring
Planning and creation of platform-specific social content across Facebook, Instagram, X, and YouTubeThis includes short-form posts, visual graphics, story campaigns, engagement prompts, and video clips. Our team will maintain a consistent posting schedule, respond to comments or questions in partnership with City staff, and monitor platform performance to refine future content. We will also support campaign tie-ins and community initiatives that benefit from social amplification.

Website and Cypress Central App Content
Ongoing updates to events, images, and pages in coordination with City staff. We are familiar with CMS tools and will communicate with providers to resolve technical issues as needed. Our goal is to maintain a user-friendly, informative, and visually cohesive digital presence.

Community Engagement Support
Communications materials and campaign assets for community events or initiatives, including signage, postcards, social media tie-ins, or printed materials.

Photography and Video Services
7 We will subcontract local professionals for photography and video production. We have established partnerships with creators who are experienced in public event coverage and drone-certified when needed.

We will manage the creative process end to end, provide a monthly deliverables calendar, and maintain clear communication with City staff throughout.

Cost
Castle Creative Media proposes a monthly retainer structure based on hourly billing, designed to offer the City of Cypress consistent, high-quality communications and marketing support with the flexibility to scale up or down based on seasonal needs and special events.

Below is a breakdown of how the monthly retainer would be allocated across service areas:

Hourly Rates by Service Category
Service Area Hourly
Rate
Scope Includes
Graphic Design &
Marketing
Materials
$95/hr Original design, creative direction, fast turnaround.

Includes Adobe Creative Cloud, licensed fonts, file prep, and format delivery
Newsletter
Development
$85/hr Writing, layout, editing, coordination with City staff and departments. Delivered as ready-to-publish digital or
print files
Public Relations $110/h
r
Strategic communications, press releases, media
advisories, speeches, and talking points
Community
Engagement
$95/hr Public interfacing, stakeholder coordination, feedback integration, and recap reporting
8 Photography
Services
$100/h
r
Event coverage, editing, gear and equipment usage, file management and curation
Video Services
(including drone)
$125/h
r
Editing, drone operation (FAA licensed), storyboarding, scripting, and voiceover coordination
Social Media
Content &
Monitoring
$80/hr Real-time posting, multi-platform campaigns, analytics reporting, community engagement monitoring
Website & App
Management
$90/hr UX and content updates, homepage refreshes, digital accessibility, platform support and troubleshooting
Note: All hourly rates are fully inclusive of design software, licensing, project management, digital tools (such as Canva Pro and scheduling platforms like Later or Hootsuite), file delivery, insurance, and administrative costs.

Monthly Retainer Minimum
We recommend the City commit to a monthly retainer of 60 hours at a blended rate of $95 per hour, totaling $5,700 per month. This ensures the City has reliable access to our core team, allows for proactive scheduling, and supports consistent outreach across channels.

The monthly retainer functions as a minimum commitment. If usage exceeds 60 hours, additional time will be billed at the specific hourly rate based on the service performed (as listed above). Hours under the 60-hour retainer are considered use-it-or-lose-it unless otherwise agreed upon in writing.

Subcontracted Photography and Video Services
When needed, we will coordinate photo and video services through experienced local partners. These subcontractors are fully insured and qualified to work in public-sector settings. All deliverables are managed and reviewed by our team to ensure brand and content alignment.
9 Subcontracted services are billed at the rates listed above and included in the monthly invoice with clear breakdowns.

Frequently Asked Questions
What happens if the City does not use all 60 retainer hours in a month? The monthly retainer is use-it-or-lose-it. Any unused hours do not roll over. This structure allows us to allocate consistent time and resources for the City each month and remain available for timely support.

Can the retainer amount be adjusted later?
Yes. While we recommend starting with a 60-hour retainer in Month 1, we are open to adjusting the scope and monthly commitment once we have a better understanding of the City’s ongoing needs.

How is time tracked and reported?
All hours will be tracked internally by service category and included as a summary on the final monthly invoice. This allows full transparency into how the time was allocated and what deliverables were completed.

What kind of lead time is needed for requests?
We understand that the City values fast turnarounds and timely communication. We will make every effort to respond quickly and meet tight deadlines. We also appreciate as much advance notice as possible for planned events and campaigns.

What if a request falls outside the agreed scope?
If a request falls outside the scope of work or the retainer, we will provide a separate quote before beginning the task. We will not proceed without written approval from City staff.

How will communication be handled day to day?
We ask that the City designate a primary point of contact for our team. This helps us move efficiently, clarify project needs, and ensure quick communication for time-sensitive tasks or questions.
10 Marketing
that moves
people.

We are
Celtis Ventures
Matt Raymond, CEO
20351 Irvine Ave., C-4
Newport Beach, CA 92660
Celtis.com
City of Cypress
RFQ - 2025 Communications and
Marketing Services
> Loteria FB ad for Ventura County
> Outreach table for Santa Cruz
> Foodie experiential event for Phoenix
> Kids coloring book to celebrate Expo Line
Table of Contents
Transmittal Letter Page 3
Part 1: Experience Page 4
Part 2: Approach Page 10
Part 3: Cost Page 25
Appendix A: Full Resumes Page 26
Appendix B: Case Studies Page 41
Appendix C: Authorization Page 86
powerful marketing ally
a public agency could
Roger Snoble, APTA HOF,
Former CEO of LA Metro, DART, & SDTC
T R A N S M I T TA L L E T T ER June 13, 2025
Jeff Draper
Recreation and Community Services Director
City of Cypress
5275 Orange Ave. Cypress, CA 96819
Subject: 2025 Communications and Marketing Services
Dear Mr. Draper:

Celtis is a highly innovative full-service marketing firm that delivers best-in-class traditional and digital solutions - all provided in-house.

We specialize in enhancing customer experience, increasing engagement and delivering on all your objectives.

For the City of Cypress and Recreation District, we will deliver captivating digital content, effective outreach strategies and engaging marketing initiatives. Our marketing strategies are tailored to connect with diverse communities, extending
impact and reach for the Recreation District and all its divisions. We aim to deliver a digital overhaul, enhance web and social media interfaces, engaging videos and photography and improve customer experience. We will focus on aligning innovative offerings with smart-targeted audiences. We will improve public perception among key audiences to grow engagement more rapidly. Our approach is to integrate authentic experiences into marketing to enhance the credibility and relatability of the City of Cypress.

As Celtis CEO, I am authorized to represent Celtis in all negotiations and ensure all provided information and pricing remain valid for 180 days. This also serves as an acknowledgement and acceptance of the contracting requirements set forth in the standard City contract (Attachment I).

Thank you for considering Celtis.

Regards,
President /CEO Celtis Ventures,
20351 Irvine Ave., C4, Newport Beach, CA 92660
213.379.1134
[email protected]
Transmittal Letter
Hello Cypress, we are Celtis
Our work goes beyond campaigns
programs throughout Cypress.

Celtis | City of Cypress RFQ 4
W H Y C E L T I S ? O R G A N I Z A T I O N
Shape the Future of the City of Cypress
Celtis combines over 30 years of marketing and advertising experience with a deep understanding of municipalities and the public sector. From driving ridership to reimagining brands and improving customer journeys, we know what works tailored, data-backed approach to help Cypress grow public support, generate awareness of all Your Partners
Our approach is organized and integrated, offering Cypress a comprehensive suite of services that covers the full spectrum of marketing and communications needs. Our multidisciplinary team unites experts, from various fields, and public sector specialists. We ensure that every project we undertake benefits from a rich blend of knowledge and experience. This collaboration across specialties allows us to deliver exceptional results that will not only meet but will exceed the City Celtis | City of Cypress RFQ 5

M E E T T H E T E A M O R G A N I Z A T I O N
Cypress
Creative Development
Georgina Artiga*
Carolina Chavez*
Chris Bywater
Hadi Zaidi
*Fluent in Spanish
All reporting through Project Director
Content Creation
Emily Kirwan
Gricel Ferreyra*
Web Development
Patrick Tirschel
Rachel Braga
Core Project Team
Natalie De La Rosa
Karyn Comorre
Matt Raymond
Devon Cichoski
Multicultural Marketing
Susana Andres*
Sandra Gonzalez*
Project Director and Core Team Core Account Team Director Matt Raymond
Chief Executive Officer
Over 30 years in transit
marketing strategy, brand
strategy, and advertising, 13
years with Celtis, taught
Marketing for 10 years at
Mineta Transportation
Institute SJSU
Devon Cichoski
Outreach & PR Strategist
25+ years in PR, community
relations and outreach
strategy, 9 years with Celtis
Karyn Comorre
Digital Expert + Project
Manager
5 years in marketing, digital
and project management, 2
years with Celtis
Natalie De La Rosa
Project Director
6 years in digital marketing and account
management, 4 years with Celtis (and local
neighbor to Cypress who loves going to your City
for coffee, dining, your beautiful parks and so
much more)
Celtis | City of Cypress RFQ 6

M E E T T H E T E A M O R G A N I Z A T I O N
Graphic Design Team
Georgina Artiga
Carolina Chavez
Chris Bywater
Video Editing
Hadi Zaidi
Content Creation
Sandra Gonzalez
Emily Kirwan
Gricel Ferreyra
We are Public Sector Marketing Experts

E X P E R I E N C E
Celtis | City of Cypress RFQ 7
We see an incredible opportunity to partner with the City of Cypress and help reshape the future for the City and improve Recreation District across its residential, business and visitor communities. With deep roots in the public sector and extensive experience with municipalities across the country, we fuse bold ideas with data-driven strategy to inspire action and build trust across communities, your current customers and potential businesses.

With over 30 years of collective experience in branding, marketing, PR and public engagement including nearly a
decade as the Agency of Record for major municipalities and public sector clients we bring a deep understanding of the challenges and opportunities that public agencies face. Our work spans ridership campaigns, full agency rebrands, website redesigns, and customer experience initiatives, equipping us with the insights and agility needed to craft solutions that resonate with diverse, multicultural audiences.

This experience has also taught us the value of listening of building relationships based on trust and respect across cultural, landscape and growing commercial environment require a
communications strategy that honors that complexity. Our team is uniquely prepared to meet this challenge with culturally attuned, community-driven, and results-focused marketing.

We are proud to have worked with
these amazing municipalities and public
agencies:

We Do It All - Differently

E X P E R I E N C E

A FULL-SERVICE TEAM FOCUSED ON RESULTS
Refreshing your marketing approach and partnering with a new agency can lead to breakthrough results: Innovation thrives on change
impact. Celtis is the right agency for the job and stands out for its advanced marketing expertise and digital solutions which are deeply objective to firmly establish itself as the City that cares and provides for the people, students, employees, businesses and multicultural communities across Cypress.

Our ingrowth: Our design team has produced over a dozen award-winning campaigns and design solutions for clients across the country. They are experts at taking a brand and elevating it across all customer touchpoints with impactful imagery, video, content and a fresh, impactful approach to graphic design.

Our team of
digital experts knows how to create and implement powerful digital marketing campaigns that are focused on results and an optimal return on investment. It takes digital experts to enhance every multimedia campaign by strategically combining design, content, copywriting, and targeting to drive impressive results. We have also added in-house user-generated content experts to our team to create complementary influencer marketing that highlights brand desire, delivering the most authentic form of advertising as a part of your digital strategy.

We believe that the brands of tomorrow are built on meaningful customer experiences our experts are here to shape yours: At Celtis, we believe that thoughtfully designing every customer experience and executing a comprehensive marketing approach will drive lasting brand growth and customer loyalty.
> VCTC Buenos campaign
> Santa Cruz METRO One Ride campaign
> OCTA Ride the _____ Bus campaign
Celtis | City of Cypress 8 RFQ

E X P E R I E N C E
Celtis can significantly support the City of Cypress in achieving all its strategic plan goals through a comprehensive suite of digital, outreach, and marketing solutions. Our expertise in digital transformation, stakeholder engagement, and tailored advertising ensures enhancement in both customer experience and operational excellence.

Customized Digital Solutions
Public Relations and Community Engagement
Graphic Design and Marketing Materials
Content Creation and Copywriting
Photo and Video Services
Website and App Management
Celtis will align our public sector expertise with our innovative team of designers, content creators, and photo and video services to deliver advanced marketing solutions that not only meet but exceed the strategic goals of enhancing public support while fostering community trust and awareness.

WE DO IT ALL
> Persona campaign for Thousand Oaks
> Iconic Inglewood campaign
> Youth Ride Free for Ventura County
9 Driving Cypress Forward
customer satisfaction, safety, quality
service, operational efficiency, and forward-looking growth. These principles will guide every aspect of our work from strategy development to creative execution. in building a better future for Cypress from
promoting local events to fostering economic growth to transforming public perception. These to achieving.

We will raise the visibility, value, and impact of the City of Cypress and all the initiatives and goals you are focused on promoting to your constituents and position the City as a national model for innovation and success.

Beyond is our approach and recommendations across various areas. We look forward to the opportunity to move this vision forward, together.

Celtis | City of Cypress RFQ 10

S T R A T E G Y A P P R O A C H
10 We will Advance your Goals
with a Digital-First Strategy
A strong, digital-first marketing strategy for
the City of Cypress and Recreation District
begins with enhancing the accessibility, clarity,
and consistency of its digital assets across all
platforms and reinforcing your brand story in
every touchpoint in the customer journey. This
includes prioritizing mobile-friendly content,
visually engaging graphics, and real-time service
updates that meet your various customers and
constituents where they are on their phones
and social feeds.

Clear messaging around your programs,
events, initiatives, economic development, and
city benefits should be paired with a unified
diverse communities. A content calendar
aligned with residential and business needs,
seasonal campaigns, and community events will
help ensure consistent communication and
timely engagement.

We will highlight success stories, behind-thescenes perspectives, and business spotlights, to humanize the City and its services and build stronger community connection. Integrated
analytics will guide continuous improvement,
helping the team refine what works, expand
reach, and engage new audiences. Together,
these efforts position Cypress as a modern,
responsive, and community-minded city.

Celtis | City of Cypress RFQ 11

D I G I T A L M E D I A A S S E T S A P P R O A C H
Our Content Team Elevates Brands
We excel at creating designs that inspire and motivate:

Our social media content will elicit feelings of adventure, compelling stories that deeply connect with viewers and attract attendance and patronage. Our content and
copywriting drives people to explore, attend events, and support local businesses.

We'll ensure every post, story and content mirrors a
cohesive brand image
identity. Our team proficiently applies your brand and writing style guides across all content, enhancing the brand while keeping your core identity and narrative intact. This
consistent application fortifies your brand voice and visibility across markets. Celtis aims to futureensuring its long-term appeal and engagement.

Our bilingual English and Spanish copywriting services aim to captivate and connect with your customer base. We align content that attracts, engages, and complements your
marketing efforts.
as an
exciting destination, inviting residents and visitors alike to discover its unique charm.

CAPTURING CUSTOMER INTEREST

D I G I T A L M E D I A A S S E T S A P P R O A C H
12 Celtis is set digital media
strategy with a unified approach that includes careful planning, creative content development, diligent execution, and rigorous performance analysis.
and audiences, choosing the
optimal platforms for engagement based on your target audiences, campaigns and events. Our goal-driven content aims to boost tourism, attract regional visitors, highlight community events, and promote local businesses.
calendar
across Instagram, Facebook, YouTube, and X platforms to ensure Creative Ad Development: With our expertise in graphic design, reels and UGC content that captures attention and motivates the audience to act.

W like impressions, clicks, and
conversions, ensuring data accuracy, Utilizing advanced analytics tools.
to gain insights
into social media effectiveness, identifying areas for optimization. : Our detailed monthly
reports will outline campaign results, insights, and tailored recommendations for future strategies. These clear and actionable reports empower Cypress to make informed marketing decisions. , engage effectively
with its audiences and drive interest.

NEXT LEVEL SOCIAL MEDIA SOLUTIONS
> LA SkyRail promotional digital ad
> New website promo for Valley Express

D I G I T A L M E D I A A S S E T S A P P R O A C H
Captivating Visual Storytelling
Celtis imagery brings stories to life. We specialize in capturing brand-enhancing imagery, including lifestyle, people, and places with the added energy needed to
attract visitors, residents, and future Olympic event
ticket-holders to Cypress. We understand that capturing people interacting with the elements and activities
offered by Cypress and with each other makes photos
come to life. Our objective is to produce dynamic visual lighting conditions and scenarios. This entails capturing authentic and visually compelling.

Dynamic visuals capture attention. Capturing people
truly enjoying events, dining, art/culture, businesses and more through video, photography and advanced aerial
drone technology that is FAA certified is something Celtis excels at. Our endless portfolio features the
transformation of videography and photography into
eye-catching digital ads, Reels, TikTok videos, YouTube ads, web page content, traditional advertising and more.

Expertly-crafted photo/video editing and retouching.

Post-production is a critical step in our photography and videography process. Our team will carefully edit and
retouch photos and videos to enhance their visual appeal while ensuring their authenticity. Adjustments will be
made judiciously to convey the intended aesthetic
without distorting the reality of the subject matter.

We understand the importance of imagery and the
timely, dependable distribution of photography and
videography across platforms and tactics. You can count on Celtis to ensure all content is distributed, posted, promoted on newsletters, and boosted according to plan.

POWERFUL PHOTOGRAPHY & VIDEOGRAPHY
> Celtis video shoot

I M A G E R Y A P P R O A C H
14 Photography Examples

I M A G E R Y A P P R O A C H
15 In-House Influencer and UGC Marketing
Celtis harnesses the compelling power of UGC and influencers, driven by data showing UGC videos significantly outperform traditional branded content, with influencers further amplifying results.

Influencer & Creator Management:

Talent Acquisition: Access to a vast network of over 50 million creators across key platforms enables us to pinpoint and engage the perfect fit for any niche, supported by
advanced tools for social listening and performance tracking.

Process Management: From the initial brief to the final product, Celtis oversees every step ensuring a seamless Quality Assurance: All content is rigorously reviewed to align In-House Content Creation:

Skilled Creators: Our team includes experienced creators capable of producing UGC-style content, including for
Spanish-speaking audiences, ready to deploy at a moment's notice.

Creative Excellence:

Content Development: From scripting to storyboarding, we craft engaging content ideas that connect with your audience and convert them into captivating narratives.

Production and Editing: Leveraging cutting-edge techniques for both on-the-fly and studio-quality productions, our content stands out with a blend of UGC authenticity and polished branding.

Celtis combines strategic influencer collaboration with robust UGC campaigns to deliver measurable impact, utilizing our in-depth We Deliver UGC In-House

ENGAGING DIGITAL CONTENT

D I G I T A L C O N T E N T A P P R O A C H
16 Celtis' User-Generated Content Strategy for Cypress:
and diversity through user-generated content (UGC), tapping into firsthand experiences of its businesses, residents and visitors.

Key UGC Campaign Themes:

Active Lifestyle
including golf, parks, and trails, using real stories to attract individuals passionate about wellness and adventure.

Community Vibes: Showcasing the city's seasonal dynamism and welcoming spirit through testimonials and images from visitors, -round with
dining, entertainment, nightlife and family fun.

Gateway to Recreation: As a recreation hub, UGC will spotlight location and access to major entertainment
and the Aquarium of the Pacific, from local events to Broadwaystyle plays, gardens, theme parks and so much more, demonstrating how you can conveniently stay in Cypress and enjoy everything Cypress and beyond has to offer.

Demographic Diversity: Targeting content to various groups families, professionals, retirees
based on its demographic mix, primary languages, income level, and lifestyle options.

Our Approach:
from its community and visitors, touching on its active lifestyle, welcoming community, entertainment options, and appeal across diverse demographics. We aim to create a compelling narrative that not potential visitors on a genuine level, positioning the city as an aspirational lifestyle destination.

We Create Moving Content

ENGAGING DIGITAL CONTENT

D I G I T A L C O N T E N T A P P R O A C H
17 18
Celtis harnesses its in-house capabilities to generate
creative solutions
diverse audiences. We leverage our comprehensive digital services, from social media management to multi-platform content creation, ensuring each campaign builds on solid, data-driven strategies relevant to our client's objectives.

Our creative team develops unique advertising concepts
and crafts compelling narratives that engage customers, employees, and stakeholders. This is made possible by our expertise in end-to-end branding solutions, multicultural marketing, and our pause-worthy content approach to
brand transformation, which align with the values and
We initiate original marketing strategies with a focus on cost-effectiveness utilizing our capacity for comprehensive campaign development, Celtis firmly believes in the power of direct community engagement and leverages diverse
outreach services to establish trust and foster relationships.

Our approach draws on neighborhood outreach and
employer-employee engagement to create relatable
messaging.

Celtis promises to provide a fully integrated creative
process, acknowledging that relevance and authenticity are paramount. We commit to offering Cypress a unique blend of cultural intelligence and digital innovation, ensuring our media planning and creative output enhance audience
connection, reflect Cypress' mission, and ultimately drive community-wide support for the Recreation District and
citywide initiatives.

WE GET RESULTS AND WIN AWARDS
> Cal State University, San Bernardino campaign
> Ventura County animated ad
> Metro Opposites campaign
Best In Class In-House Creative

A P P R O A C H
Mad Newsletter Layout Skills
Celtis is uniquely positioned to bring the Cypress
newsletter to life, promoting the city and all of its toptier destinations. Having produced literally hundreds of magazines and thousands of brochures, Celtis promises to deliver a comprehensive and engaging newsletter that
entices residents and visitors to explore all that Cypress has to offer.

We bring newsletters to life with our designs. Our
design team boasts years of experience designing the
layouts and leading the art direction and photography for many lifestyle newsletters and magazines. Here are a few examples of layouts that demonstrate different design
techniques that combine the power of fonts, strong
imagery and added touches that enhance the brand and
tone unique to each layout. We look forward to
refreshing your newsletter with compelling imagery and
The City of Cypress will enjoy:

Content development, research and copywriting
Print experts that understand publication production
Knows how to optimize content for digital distribution
and interactive engagement
Distribution planning to include media
recommendations, partnership opportunities and
promotional activities

CYPRESS NEWSLETTER DESIGN
> Magazine design by Chris Bywater

A P P R O A C H
19 20
We recognize that your marketing and communications efforts must create an inclusive dialogue to reach the diverse population of Cypress. We are committed building multicultural marketing campaigns and strategies from the ground up.

We begin each campaign with in-depth research into the personas to be targeted. We look at demographic and linguistic data to paint an accurate picture of each audience. When relevant, our team brings in experts in the culture and languages represented to select appropriate strategies, tactics, messages and media channels that will resonate with them.

Our team integrates transcreation, robust translation and localization services to ensure every piece of content we produce resonates with its intended audience. Understanding that accurate translation extends beyond mere linguistic conversion, we emphasize culturallyrelevant content that speaks directly to the heart of each community.

Our team of seasoned translators and cultural experts are proficient in Spanish and have access to translators in multiple languages, aligning With a history of delivering highly effective, award-winning multicultural materials, we can help Cypress execute campaigns that are linguistically and culturally-relevant:

Potent Video Content: Video remains one of the most potent forms of communication. Our in-house production team is adept at creating engaging video content. We also offer full UGC services inhouse.

Print and Digital Harmony: Recognizing the ever-growing importance of digital platforms, we create website content, digital banners, and social media content that are optimized for multicultural engagement. We apply the same treatment to print materials and live experiences.

Multilingual Execution: Our media team has a proven track record of securing diverse placements, strategic targeting and managing multilingual digital media campaigns, including executing social media, digital display, streaming radio, and SEO in Spanish and other Asian languages.
> Sí RTC digital ad targeting seniors for RTC
> Spanish supermarket rack advertising for
Omnitrans

REACHING DIVERSE AUDIENCES
Delivering a Multicultural Approach

A P P R O A C H
Celtis offers expert website and app content management and design experience to amplify digital presence and engage users. Below outlines our services:

Delivering end-to-end customer experience is our passion, and we will ensure that each campaign has a custom Call to Action (CTA) that takes the user to a complementary landing page to get all the information they need.

Event Promotion: We will promote city events for easy visitor planning.

Web Design: We produce and refresh web content and design web pages that will
SEO: We will ensure all pages are crawlable and add descriptive text to improve user and SEO context. Include a concise and informative meta description for the website.

App: Our content team will ensure that your Cypress app features the latest content and UX/UI to enhance the customer journey.

User Experience UX
Page Optimization: Our web pages are user-friendly, with clear navigation and calls to action.

Form Optimization: We streamline online forms for user convenience and improved engagement.

Website Maintenance
Regular Updates: Working with Cypress staff, we ensure the website's home and secondary pages remain current and lively.

Granicus Support: We offer prompt technical support to address issues and maintain smooth website and app operation. Our web staff is experienced with Granicus and is prepared to hit the ground running.

Technical Skills: Celtis is equipped with advanced technical know-how for sophisticated website feature management and enhancement.

Continual UX Optimization

AMAZING IN-HOUSE WEB TEAM
> CPA homepage
> Sampling of Celtis website URLs
Cleanpoweralliance.org
EnvisionInglewood.org
LAskyrailexpress.com
Wheelsbus.com
Omnitrans.org
GoVentura.org
SBMTD.gov
RCTC.org
ValleyExpressBus.org

A P P R O A C H
21 Celtis | City of Cypress RFQ 22

P R & S T A K E H O L D E R M A T E R I A L S A P P R O A C H Our strategic recommendations are built around three core pillars:

Strategic Storytelling & Media Engagement
We propose a proactive PR approach that positions the City as a trusted, forward-thinking leader in building a strong community and economic development. This includes message development, media outreach, press coordination, and timely response protocols to manage narratives and amplify impact.

Stakeholder Engagement & Relationship Building
From elected officials and business leaders to community organizations and grassroots advocates, our strategy outlines methods for sustained, meaningful engagement. This includes stakeholder mapping, listening sessions, coalition-building, and consistent updates to ensure alignment and transparency.

Community-Centered Communications
To earn public trust and attract patronage, we recommend audience-specific campaigns that includes multicultural outreach, local storytelling, and inclusive content distributed across digital, print, and in-person channels.

Our expertise and incommunity stakeholders will ensure your communications that are not only strategic and effective but also authentic, locally grounded, and culturally resonant.

Celtis will offer a powerful blend of lifestyle communications expertise and community-rooted relationships
efforts.

Building on a Cypress Successes
Data You Trust -

M E T R I C S & R E P O R T I N G A P P R O A C H
Celtis | City of Cypress RFQ 23
Great marketing is only as powerful as its ability to be measured, optimized, and communicated. Our media team prides itself on our robust and transparent campaign reporting systems designed not only to track performance, but to tell the story behind the data.

Our reporting capabilities go far beyond surface-level metrics. We deliver real-time insights, adjust campaigns accordingly and provide in-depth analyses that translate complex data into clear, actionable strategies. Whether measuring impressions, engagement, conversions, or community sentiment, we tailor every report to align with your campaign goals and KPIs providing both granular detail and high-level strategic overviews to guide every marketing initiative and campaign. 24 Proven Efficiency in Handling Large Workloads
Our operational model is built on principles of efficiency and effectiveness, particularly in managing large volumes of work within compressed timeframes. This is achieved through:

Advanced Project Management Tools and Techniques: Utilizing cutting-edge project management software (Celoxis) and
techniques, we streamline workflows, enhance team
collaboration, and ensure milestones and deadlines are met with precision. We also work with each client to establish a communications process that works best for them to optimize feedback, communication and continuously manage projects and expectations.

Collaborative Work Environment: By fostering a collaborative work culture, we enhance the speed and quality of work output.

Our team's synergy allows for quick ideation, problem-solving, and execution, crucial for delivering projects on time and within budget.

Robust Support Systems: Our support staff plays a critical role in ensuring that our specialist teams can focus on delivering highquality work without administrative or logistical hindrances.

Commitment to Diversity and Inclusion: Recognizing the
importance of diversity and inclusion, especially in a multicultural county like Los Angeles, our team composition reflects the communities we aim to engage. This approach not only enriches our creativity and perspectives but also ensures that our marketing communications strategies are culturally sensitive, diverse customer base.

With the Celtis team, Cypress can expect a partner that brings an unparalleled depth of marketing communications expertise, a capacity to quickly scale up for any volume of work, and a commitment to efficiency, diversity, and innovation. We are dedicated to supporting Cypress in achieving its objectives through impactful marketing strategies and flawless execution.
> Digital bike safety campaign for VCTC
> Branded brochure suite for Metro
> Media report for RCTC

EXTENSIVE SUPPORT YOU CAN DEPEND ON
Approach to Client Services

A P P R O A C H
25 The impact of Matt and his
team's work has had ripple
effects beyond LA, inspiring
city officials in Mexico, Brazil
and India to invest in
marketing and
communications to promote
public transportation.

Ethan Arpi
Founder, Building with AI

SIMPLIFYING YOUR

BILLING
One Blended
Rate for All Your
Needs
$119/Hour
> Photo by David Zaitz for LA Metro
25 Appendix A
Celtis Staff
in Detail
> David Zaitz rideshare photo

FULL CELTIS

RESUMES
26 EDUCATION
BS Marketing, San José State
University

EXPERIENCE
6 Years

CERTIFICATIONS
+ Google Analytics
+ Google Campaign
Manager
+ GoogleDisplay & Video
360
+ Hootsuite Social Media
Manager
+ Twitter(X) Launch &
Connect

VALUE TO TEAM
+ Digital Marketing Strategy
+ Media Planning
+ Paid Digital Marketing Ads
Production
+ Social Media Production
+ Email Marketing
+ Search Engine Optimization
+ Campaign/Annual Report
Production
Natalie De La Rosa
Account Services Executive
Natalie is a digital marketing specialist with expertise in developing and executing effective strategies. She has a proven track record in media buying, social media management (organic and paid), and digital campaign implementation. With a strong analytical mindset and keen attention to data, she optimizes marketing campaigns for effective decision-making. She is committed to delivering measurable results and exceeding client expectations.

EXPERIENCE
November 2024, compared to the same period in 2023. Planned and executed a comprehensive media strategy targeting college students on TikTok, Snapchat, Instagram, Spotify, Google Search, and YouTube Shorts, driving awareness and engagement for the program through user-generated content (UGC), which allows college students to ride Metrolink for free.

Metrolink, Los Angeles, CA;
Account Services Executive
Developed and executive digital and traditional media buying strategy for Ideal media platforms, placements, and times
to run ads were secured, ensuring maximum effectiveness with specific audiences.

A budget of over 100k was managed for the One Ride at a Time campaign, which featured stunning photography from local photographers, landing on the cover of Mass Transit.

Santa Cruz Metropolitan Transit District, Santa Cruz, CA; Account Services Executive
Implemented multi-phased digital campaign and media buying efforts for Metrolink. Executed a digital and traditional media buying efforts for Metrolink's new Arrow Train service. A multi-phased digital campaign approach with curated creative targeting various audiences was implemented, utilizing multiple platforms such as Facebook, Instagram, TikTok, Google Search, and Google Display.

Metrolink, Los Angeles, CA;
Account Services Executive
Developed successful digital advertising campaigns resulting in over $27,000 in bus pass sales. Comprehensive media strategy to target residents on digital and traditional platforms resulting in $27,507 in bus sales. Ventura County Transportation Commission (VCTC), Ventura, CA;
Account Services Coordinator
Increased organic search rankings by 13 positions for RCTC.

Implemented search engine optimization strategy, developed blog and social content, provided strategic reports.

Riverside County Transportation Commission (RCTC), Riverside, CA; Digital Marketing Administrator
27 I N D I V I D U A L R E S U M E S
Celtis

EDUCATION
BS Marketing, California State
University, Northridge

EXPERIENCE
5 Years

CERTIFICATIONS
+ Google Analytics
+ Google Ads Search
+ GoogleDisplay & Video
360
+ Twitter (X) Launch &
Connect

VALUE TO TEAM
+ Digital Marketing Strategy
+ Copywriting
+ Paid Digital Marketing Ads
Production
+ Social Media Production
+ Email Marketing
+ Search Engine Optimization
+ Media Planning
Karyn Comorre
Account Services Executive
Karyn is a digital marketing specialist with an expertise in managing online business presence with meticulous attention to detail and strong communication skills. Her strategic approach consistently yields positive results, enhancing visibility, boosting engagement, and driving measurable growth in leads. From search engine optimization
ensures comprehensive campaign success. Collaborating seamlessly with clients and cross-functional teams, her effective communication facilitates clear objectives and impactful campaigns, making her adept at navigating the dynamic landscape of digital marketing.

EXPERIENCE
Crafted a multi-platform campaign strategy driving an increase in awareness and ridership. Developed an innovative campaign concept and executed a comprehensive, multi-platform strategy spanning digital, print, traditional, and streaming media. This approach maximized visibility and engagement, achieving an extraordinary 49.7 million impressions, with the influencer marketing initiative surpassing its projected KPI by an impressive 59%, and driving a 25.4% year-overyear increase in ridership.

Caltrain, San Carlos CA; Account Services Executive
Developed and executed copywriting across multiple platforms. Drove dynamic content creation and strategy implementation across diverse platforms, showcasing copywriting skills in crafting compelling social media content, articles, blog posts, and email marketing campaigns, all of which significantly amplified website traffic and elevated social media engagement metrics.

Ventura County Transportation Commission, Ventura, CA; Account Services Executive
Implemented multi-phased digital campaign and media buying efforts for SCMTD. Analyzed digital advertising metrics to identify specific target audiences, contributing to the optimization of a highly effective marketing strategy. The implementation of this strategy resulted in a notable % increase in conversions.

Santa Cruz Metropolitan Transit District, Santa Cruz, CA; Account Services Executive
Maintained positive and consistent online presence for 75+ small businesses.

Managed online reputation, impactful social media platforms, and strategically enhanced organic search engine rankings through dedicated off-page SEO initiatives. Achieved an average growth of 16 organic search rankings across all client accounts, demonstrating a commitment to optimizing online visibility and fostering positive brand perception.
28 I N D I V I D U A L R E S U M E S
Celtis

EDUCATION
MPA, Masters in Public
Administration, MS Marketing
and Management, BS
Marketing, University of
Colorado

EXPERIENCE
30+ YEARS
PSCo 4; RTD 5; DART 6; Metro
12; Celtis 11

VALUE TO TEAM
+ Support Generation
+ Industry Expert
+ Transformational Leadership
Guidance
+ Strategic Planning and
Execution
+ Large-Scale Marketingand
Communication
Implementation
+ Revenue Generation
+ Award-Winning Creative
+ End-to-End Branding
+ Fare Structure Optimization
+ Election Campaign Strategies
Matt Raymond
Celtis President & CEO
Matt Raymond is a 30-year transit and transportation marketing professional and former CMO/CCO for LA Metro where he successfully led the effort to reinvent the agency and pass two sales tax measures (one as CMO and one as CEO of Celtis). Matt has been extremely successful in marketing and delivers results at every opportunity.

RELEVANT EXPERIENCE
Branded multiple transportation systems inside and out. Matt established brands of RTD, DART and LA Metro while leading marketing and communications for the agencies and has helped numerous agencies across the country brand and rebrand for success. This includes VCTC, RCTC, SBCTA, OCTA, SBMTD with more in the works.

Grew LA Metro ridership from 398 million annual boardings to 496 million annual boardings, a 25% increase, in 7 years. Recently hit record ridership growth for LAVTA and created a campaign that generated 19% growth on promoted lines.

Introduced and successfully marketed dozens of major projects and new services. Introduced rail in Denver, Dallas and Los Angeles. Branded capital expansion efforts and positioned them for success (and future tax measure victories). Achieved record productivity in terms of ridership and revenue growth.

Rolled out multiple service innovations and restructurings.

Guided passage of one bond and three tax measures. One in Inglewood, two in Developed and implemented multiple successful fare systems, revenue programs and ridership campaigns. From EcoPass to E-Pass to TAP; From Day Passes to Annual Passes; implemented multiple fare changes that led to record revenue AND customer growth.

Provided comprehensive marketing and communication services to an extensive client base. Managed complex projects from inception and strategy to successful execution.

Taught Marketing and Communications Management for a decade. Adjunct professor at Mineta Transportation Institute SJSU Lucas School of Business - San Jose, CA for over a decade.
29 I N D I V I D U A L R E S U M E S
Celtis

EDUCATION
BA English, Northwestern
University, Teaching Credential,
California State University, Long
Beach

EXPERIENCE
25+ YEARS

VALUE TO TEAM
+ Communications strategy
+ Community engagement
+ Stakeholder relationship
development
+ Project Management
+ Website project
management
+ Digital outreach strategy and
management
+ Project Management
Devon Cichoski
Vice President and Outreach Strategist
Devon is a public sector veteran, communications expert, and proven manager with two decades of experience in community relations, media relations, public affairs and marketing. Devon specializes in building bridges and facilitating dialogue between complex organizations and the communities and stakeholders they serve.

SELECTED PROJECT EXPERIENCE
Grew usage
advertising. Leveraged user-generated content (UCG) and student influencers to drive engagement. Managed media planning, buying and reporting.

Metrolink, Los Angeles, CA;
Account Director (2023-ongoing)
Spanish speakers by 200%
Campaign featured branded social and outdoor advertising paired with culturally relevant UGC videos. Managed creative development, creator relationships, social engagement, media planning, buying and reporting.

Regional Transportation Commission of Washoe County (RTC Washoe), Reno, NV, Account Director (2024-ongoing)
Drove service awareness and ridership growth with a campaign featuring social, display, search and outdoor advertising. Managed media planning, buying and reporting.

Metrolink, Los Angeles, CA;
Account Director (2022-ongoing)
Led advertising campaign that delivered highest-ever student ridership in Reno, NV
-Pass with social, print, event, and outdoor advertising.

Leveraged UCG to drive engagement. Managed creative development, creator relationships, social engagement, media planning, buying and reporting.

RTC Washoe, Reno, NV, Account Director (2024-ongoing)
Developed engaging and effective community outreach programs for bus restructuring studies in California and Nevada
Developed and implemented multilingual public engagement programs that feature digital, print and community-based outreach approaches to solicit input on pre-and post-Covid bus restructuring.

Gold Coast Transit District, Short Range Transit Plan, Oxnard, CA (2023-2024) Regional Transportation Commission Washoe County, TOPS Study, Reno, NV, Account Director (2021-2022)
Los Angeles County Metropolitan Transportation Authority, Next Gen Bus Study, Los Angeles, CA, Account Manager (2018-2019)
Celtis 30

I N D I V I D U A L R E S U M E S

VALUE TO TEAM
+ Strategic
Planning and
Execution
+ Large-Scale Marketing and
Communication Planning
+ Transit Ridership Growth
+ Award-Winning
Marketing
Campaigns
+ Public Perception Strategy
+ Election Campaign Strategy
+ Customer
Satisfaction and
Retention Strategy

EDUCATION
BA, Business Administration
and Marketing, Loyola
Marymount University, CA

EXPERIENCE
28 YEARS

LANGUAGES
English, Spanish
Gricel Ferreyra
Vice President and Brand Strategist
With over 28 years of marketing, advertising and media planning experience, including over 23 years in the public transportation industry, Gricel Ferreyra is an integral part of the Celtis team. She brings to the table a combination of proven, innovative strategies, creative leadership, transit expertise and a true understanding of the industry's challenges and opportunities. Prior to Celtis, she managed and led strategy for the in-house marketing department at Valley Metro in Phoenix and developed public involvement and communications strategies at the Arizona Department of Transportation. She also served LA County as a Communications Manager for LA Metro for 8 years.

SELECTED PROJECT EXPERIENCE
Delivering innovative marketing solutions, results-driven strategies and comprehensive creative campaigns. Leads and supports Celtis' account and creative teams and meets the marketing and communications needs of various transit agency and private sector clients across California and Colorado.

Celtis Ventures, Inc., Newport Beach, CA
Vice President (2019-Ongoing)
Rebranded agency, opened 3 light rail lines, and celebrated a decade of infrastructure improvements. Successfully managed in-house marketing staff, external contractors and ad agency staff across research, strategy development, creative conceptualization, production, media planning and implementation of all agency communications initiatives, events and campaigns, while overseeing a $5 million annual budget. Developed communication strategies and implemented successful grand openings of three light rail projects and promoted travel alternatives to the Super Bowl XLIX, 2016 College Football Championship Playoffs and 2017 Final Four.

Valley Metro, Phoenix, AZ Marketing Manager (2013-2019) Implemented 360 marketing campaigns for 80+ ADOT projects.

Created, managed and implemented comprehensive multi-media communications, public relations, business mitigation and public outreach plans for over 80 planning, design, construction and maintenance projects and programs. Arizona Department of Transportation (ADOT), Phoenix, AZ Community Relations Project Manager (2010-2013) Led brand transformation campaign, leading to record
ridership and historic transit measure victory.

Developed, managed and implemented the strategic communications plans for the initial Metro Gold Line Light Rail grand opening and Metro Gold Line Eastside Extension opening; Federal, State and Local Government Relations; the 2008 Measure R local sales tax initiative and program implementation; the ExpressLanes toll road demo project; HighSpeed Rail; corridor studies; highway, BRT and rail construction projects; employer/college segment promotions; Go Metro ridership campaign; Opposites discretionary rider campaign; Rideshare programs; the Imagine campaign; and organization-wide rebranding efforts. Los Angeles County Metropolitan Transportation Authority (LA Metro), Los Angeles, CA Communications Manager (2002-2010)
31 I N D I V I D U A L R E S U M E S

EDUCATION
MS Transportation Management,
Mineta Transportation Institute,
San José State University
BS Communications, California
State
Polytechnic University, Pomona

EXPERIENCE
18 YEARS

LANGUAGES
English, Spanish

VALUE TO TEAM
+ Project Management
+ Schedule Management
+ Budget Strategy
+ Bilingual Copywriting
and Editing (English &
Spanish)
+ Media Planning and Buying
(Digital + Traditional)
+ Digital Marketing
+ Reporting
+ Strategic Planning
+ Social Engagement
Susana Andres
Account Director
Susana is a bilingual marketing communications project manager with more than managed have included traditional media and digital media with multiple language needs and across a variety of demographics in diverse communities such as Los Angeles County. She has supported agencies in small towns and large metropolitan areas making her adaptable to all agency needs.

EXPERIENCE
Managed successful redesign of LAVTA website. Managed team in the build of a modern, streamlined new site ensuring on-time and on-budget delivery.

Livermore Amador Valley Transportation Authority (LAVTA), Livermore, CA; Project Manager
Developed and managed successful rideshare evergreen advertising campaigns for VCTC. Drove program awareness with customized targeted print and digital campaigns.

Ventura County Transportation Commission (VCTC), Ventura, CA; Rideshare Program Marketing/Communications Project Manager
Oversaw website redesign for Valley Express. Led website redesign process to focus on site structure and UX that built the foundation for an easy-to use website.

Valley Express, Santa Paula, CA; Project Manager
Orchestrated print and digital campaigns increasing ridership by 26% for VE.

Oversaw ongoing print and paid digital advertising campaigns targeting key audiences in local publications and on relevant social platforms.

Valley Express Bus, Santa Paula, CA; Director of Digital Marketing Coordinated schedule, budget and team for RCTC Website Overhaul. Managed team in the effort to rebuild the RCTC website ensuring on-time and on-budget delivery.

Riverside County Transportation Commission (RCTC), Riverside CA; Marketing Project Manager
Provided marketing and communications support to over two dozen LA Metro transit and highway projects. Oversaw and managed the In the Works branding and worked with the planning and community relations team to maintain brand cohesiveness and support outreach to stakeholders, community members and the Metro Board members as needed.

Los Angeles County Metropolitan Transportation Authority (LA Metro), Los Angeles, CA; Senior Marketing Project Manager
32 I N D I V I D U A L R E S U M E S
Celtis

EDUCATION
B.A Journalism, Chicana/o Studies,
Minor in Spanish Language
Journalism, California State
University, Northridge

EXPERIENCE
8 YEARS

LANGUAGES
English, Spanish

RECOGNITION
+ APTA AdWheel
Best Marketing and
Communications Educational
Initiative

VALUE TO TEAM
+ Project Management
+ Budget Strategy
+ Social Media Marketing
+ Bilingual Copywriting
and Editing
+ Event Planning
+ Email Marketing
+ Public Outreach
+ Multicultural Marketing
Sandra Gonzalez
Account Manager
everything from digital strategy, public outreach, copywriting, and translations, to project management. She has appeared in numerous videos, including UGC content and voiceovers, which have helped elevate campaigns. Sandra specializes in digital marketing for millennial and Gen Z audiences. Her integration of popular platforms like TikTok and Snapchat into the marketing mix for clients like VCTC and RTC Washoe helped exponentially expand the reach and tap into core markets that increased ridership.

EXPERIENCE
Coordinated influential digital campaigns for RTC Washoe.

Developed, produced, and promoted UGC videos in Spanish, driving engagement and connecting with the local community. Boosted visibility for RTC services while fostering stronger relationships with Spanish-speaking riders.

Regional Transportation Commission of Washoe County (RTC Washoe), Reno, NV; Campaign Strategist
Groundbreaking Spanish language campaign drove a 217% increase in Spanishspeaking web visits.

Developed a campaign from the ground up to successfully reach a wave of new Spanish language visitors. By tapping into the cultural significance of Lotería, the campaign effectively captured the attention and imagination of the target audience. Through vibrant visuals and storytelling, the campaign highlighted the Ventura County Transportation Commission (VCTC), Camarillo, CA; Digital Multicultural Marketing Strategist
Deployed a Snapchat campaign that garnered 2X interaction.

Managed paid digital campaign on Snapchat. The platform offered features that better target Ventura County high school and college students, resulting in an 87% increase in impressions and 2X swipes, without increasing ad spend.

Valley Express, Camarillo, CA; Account Executive
Strategic targeting with minimal ad spent received over 600k impressions Launched the Youth Ride Free campaign promoting free rides to youth on any public transit bus in Ventura County. The campaign received also received over 19k engagements (likes, comments, and shares).

Ventura County Transportation Commission (VCTC), Camarillo, CA; Digital Marketing Strategist
33 I N D I V I D U A L R E S U M E S
Emily Kirwan
Senior Director of Account Services
strategies across multiple online and traditional advertising platforms, execution, and reporting. Emily specializes in helping transit brands transition to digital, while cutting costs and improving results. Emily has worked with over a dozen transit agencies, including LA Metro, Ventura County Transportation Commission, Orange County Transportation

RELEVANT EXPERIENCE
Produced measurable digital results and cut costs by 75% for VCTC. Created significant return on investment on Facebook, Instagram, Google Ads, and Snapchat via brand awareness and online sales with smart-targeted digital campaigns.

Ventura County Transportation Commission (VCTC), Ventura, CA; Director of Digital Marketing
Generated 3M+ impressions and 11K+ potential riders for OCTA. Secured and tracked relevant social media influencers, to create original, customized content. Designed special service awareness using email marketing and AdWords.

Orange County Transportation Authority (OCTA), Orange, CA; Director of Digital Marketing
Orchestrated digital campaigns increasing ridership 26% for VE. Oversaw ongoing paid digital advertising campaigns targeting key audiences on relevant social platforms.

Valley Express Bus, Santa Paula, CA;
Director of Digital Marketing
Directed unique animated messaging to reach 15k youth for TOT. Led team in creation of visually appealing motion ads created specifically for the target audience, designed by Celtis and featured on Instagram and Facebook.

Thousand Oaks Transit (TOT), Thousand Oaks, CA;
Director of Digital Marketing

EDUCATION
MS Marketing, University of
Denver
BBA, Non-Profit Marketing,
International Business, Baylor
University

EXPERIENCE
11 Years

VALUE TO TEAM
+ Experienced Account
Manager
+ SEO
+ Digital Marketing
+ Digital Media Buying
+ Reporting
+ Influencer Marketing
+ Strategic Planning
+ Email Marketing
+ Social Engagement

CERTIFICATIONS
+ Google Analytics
+ Google Search Advertising
+ Google Display Advertising

I N D I V I D U A L R E S U M E S
34 Rachel Braga
Senior Account Services Director
Rachel oversees major accounts and campaigns for Celtis, leading her clients to success with passion and insight. She specializes in campaign development, digital strategy, media buying, and website/UX, while always supporting her clients' bigpicture goals.

EXPERIENCE
Oversaw campaign that led to 113% ridership increase for LAVTA's program.

Creating a successful digital-only media strategy that featured TikTok-style videos plus a compelling offer led to a 113% ridership increase for LAVTA's Go Tri-Valley program.

Livermore Amador Valley Transit Authority, Livermore, CA; Account Services Director
Directed campaign strategy to increase youth ridership by 60% year over year for Omnitrans. Media strategy to target parents and youth on both digital and traditional platforms, combined with pause worthy creative led to the successful implementation and funding of a Free Fares for Schools program and increased student ridership year after year.

Omnitrans, San Bernardino, CA; Account Services Director Collaborated to create buzzworthy environmental campaign that landed a Mass Transit cover for SCMTD. Oversaw the ideation, creation, and implementation of the One Ride at a Time Campaign for Santa Cruz Metro, featuring gorgeous nature imagery from local photographers highlighted on bus wraps, in digital and traditional advertising, and PR efforts to support local environmental groups through bus ridership.

Santa Cruz Metropolitan Transit District, Santa Cruz, CA; Account Services Director
Led digital strategy and media buying for educational campaign that resulted in passing Measure H for Inglewood. Clear, concise messaging paired with inspirational imagery and pinpointed media strategy contributed to the success of Measure H for the City of Inglewood and supported the future of transportation in LA.

Trifiletti Consulting and City of Inglewood, Inglewood, CA; Account Services Manager
Guided website redesign to prioritize user experience and custom features for Omnitrans. Led website redesign process to focus on UX research and site structure that built the foundation for a seamless, modern website for Omnitrans. The new site features all custom tools, from trip planner to maps to blogs and alerts.

Omnitrans, San Bernardino, CA; Digital Marketing Manager Increased organic search traffic by 101% year-over-year for RCTC. Implemented search engine optimization strategy, developed blog and social content, and provided strategic reports. Riverside County Transportation Commission (RCTC), Riverside, CA; Digital Marketing Manager

EDUCATION
BA Communications,
Wheaton College
EXPERIENCE 10 Years

VALUE TO TEAM
+ Digital Marketing
Strategy
+ Media Planning and
Buying
+ Copywriting and
Editing
+ Search Engine
Optimization
+ Social Media
Management
+ Email Marketing

CERTIFICATIONS
+ Google Analytics
+ Google Search
Advertising
+ Google Mobile
Advertising
+ Certificate of Human
Needs and Global
Resources
35 I N D I V I D U A L R E S U M E S

EDUCATION
BFA, Otis College of
Art and Design

EXPERIENCE
20+ YEARS

LANGUAGES
English, Spanish

VALUE TO TEAM
+ Art Direction
+ Graphic Design
+ End to End Branding
+ UX Design
+ Environmental Design
+ Product Design
+ Typography
+ Illustration
Georgina Artiga
Art Director
Georgina is a highly skilled environmental graphic design expert with specialties in transportation and consumer product design. Her transportation marketing career began at LA Metro after leading global product design for 7 years at Quiksilver. Now an 8-year transportation marketing professional, Georgina is passionate about applying holistic creative arts processes that protect the client's brand while still impacting the customer in a strong and enjoyable way.

SELECTED PROJECT EXPERIENCE
Revitalized courtesy signage into attention-deserving icons.

Transformed passenger rules and courtesy content into a standardized icon library with friendly and easy-to-understand messaging.

Los Angeles County Metropolitan Transportation Authority (LA Metro), Los Angeles, CA; Designer
Educated the public about rideshare modes and benefits. Strategically selected photography and directed artwork for social ads in still and motion graphics versions to expand rideshare awareness.

Ventura County Transportation Commission (VCTC), Ventura, CA; Art Director
Designed award-winning campaign that increased ridership 19.5%.

Created awareness of riding the bus by producing a suite of traditional and digital ads focused on destination marketing, diverse images, and targeted messaging and keywords.

Orange County Transportation Authority (OCTA), Orange, CA; Art Director Rebranded county agency with system-wide visuals. Incorporated the county's landscape and local routes into the development of a new logo, then extended visuals into multiple touchpoints based on foundational design, resulting in an adopted company brand guide.

Santa Barbara Metropolitan Transit District (MTD), Santa Barbara, CA; Art Director
Reinvented traditional bus routes into visually appealing map art. Converted a geographic drawing into a customized schematic map with a concentration on typographic details, transformed an outdated bus schedule into a 36-page info booklet and produced print-ready files.

City of Thousand Oaks Transit (TOT), Thousand Oaks, CA, Art Director 36 I N D I V I D U A L R E S U M E S
Celtis

EDUCATION
BFA, Minor in Marketing
Management and Art History,
California State Polytechnic
University, Pomona

EXPERIENCE
12 YEARS

LANGUAGES
English, Spanish

VALUE TO TEAM
+ Graphic Design
+ UX Design
+ Typography
+ Illustration
+ Web Design
+ Photography
Carolina Chavez
Graphic Designer
Carolina is instrumental to the Celtis creative design process as an Adobe program wizard. Her ideas and detail-oriented design execution have earned our clients award-winning campaign recognition. Carolina has developed hundreds of design files for print, digital, and outdoor, including animation and illustration assets. Her artwork has been selected for an outdoor installation at the Coachella Valley Music and Arts Festival.

SELECTED PROJECT EXPERIENCE
Produced promotional collateral that increased attendance 32% Created ad sets, a program book, event signage, and a PowerPoint template for higher attendance YOY.

Ventura County Transportation Commission (VCTC), Ventura, CA, Graphic Designer, (2017-Ongoing)
Designed captivating digital collateral for rideshare program Developed multiple creative sets for social, web, and print, designed to drive Ventura County Transportation Commission (VCTC), Ventura, CA, Graphic Designer, (2017-Ongoing)
Developed campaign graphics that garnered 5.5M impressions Created a series of visuals for web, social, and print media, promoting fun OC destinations. Ridership on targeted lines increased 19.5% and the campaign generated 13,000 respondents, over half of which were new riders.

Orange County Transportation Authority (OCTA), Orange, CA Art Director (2017- Ongoing)
Created social graphics for student targeted digital campaign Designed a suite of graphics for paid social platforms targeting students, reaching the targeted student population over 10x and led to an increase in transit ridership by 26%.

Valley Express, Santa Paula, CA, Graphic Designer (2018 ongoing) 37 I N D I V I D U A L R E S U M E S
Celtis

EDUCATION
Gnomon School of
Visual Effects

EXPERIENCE
14 YEARS

VALUE TO TEAM
+ Motion Design
+ Video Production, Editing
+ Graphic Design
+ User Experience Design
+ Illustration
+ Maya, 3D Studio Max,
Cinema 4D, ZBrush, Blender
Hadi Zaidi
Graphic Designer
of skills for our clients. He has public and private sector experience that ranges from design for print to motions graphics for various digital platforms, campaign concepts, videos and more.

Graphic design for public agencies for print and digital platforms Develop concepts and design marketing campaigns for various public agencies.

Create and animate bespoke online ads with Adobe After Effects and Google Web Designer. Edit video and typography for social media campaigns. Create wireframes and flowchart for company website refresh. Produce digital and print marketing collateral for various internal projects.

Celtis Ventures - Redondo Beach, CA, Graphic Designer/Motion Graphics Designer (2020-Present)
Created tailored content, graphics specifically designed for social media including logos, banners, images and landing pages. Created and edited video content from raw footage for IGTV, Instagram Stories, Facebook, YouTube and more. Create video animation and motion graphics for a variety of projects.

Studio III Marketing, Glendale, CA, Freelance Graphic Designer/Motion Graphics Designer (2018 2020)
Designed graphic packages for various video game genres Collaborated with domestic and international clientele to design modular, lightweight, broadcast ready graphics packages in the form of matte painted backgrounds, lower thirds, tickers, bugs, and splash screens. Designed Twitch stream overlays for a variety of video game genres including FPS, MMO, and battle royale. Designed logo, icons, letterhead, Power Point presentations, business cards, and overall identity for sub-brand. Executed all visual design stages from concept to final hand off to programming.

Reality Check Systems, Burbank, CA, Graphic Artist, UI/UX Designer (2016-2017) Updated logo and developed suite of graphics for print and digital Created original print ads, digital ad banners, web headers, user interface designs and feature graphics. Conceptualized, touched up and recreated logo to better fit Produced original social media content to increase
subscriber engagement on Facebook, YouTube, and Instagram. Created ordering guides, color cards, brochures, pamphlets, and business cards for clientele and internal use.

RJR Fabrics, Torrance, CA, Integrated Graphic Designer (2013-2016) 38 I N D I V I D U A L R E S U M E S
Celtis

EDUCATION
George Brown College
Graphic Design and Advertising
Diploma
Toronto, Canada.

EXPERIENCE
25 YEARS

VALUE TO TEAM
+ Graphic Design
+ Brand Identity
+ Typography
+ Photography; Studio &
Location; Retouching
+ Trendcasting
+ Magazine Layout
+ Video Editing
+ Illustration
Chris Bywater
Graphic Designer
Chris is a skilled creative lead who manages projects and develops ongoing, multiseasonal campaigns in multiple product categories for the last 20 years. Chris conceives of and executes creative ideas and strategies, designs and project projects from beginning to end.

Oversees creative from beginning to end
Created the mainstay of graphics and lead all branding, illustration, design, print, web, social media ads, copy writing, website take-overs, products, lead photo shoots (lifestyle and product), catalog layout, direct product videos, animation and hard goods associated with growing a brand.

Celtis Ventures - Redondo Beach, CA, Graphic Designer (2024-Present) Worked closely with a variety of licensees to creative successful brand collaborations.

Created new products, packaging, tech-packs and co-ordinate with our factory in China. Communicate frequently to maintain high quality production of goods.

Successfully meet ever-changing deadlines and challenges all while keeping the brand fun and fresh, while remaining current or industry trends.

Creative Director enjoi skateboarding 2015 2023. El Segundo, CA Led a team art directing numerous SIP newsstand magazines Working with remote editors in New York. Sourced photos from online stock photo resources. Creative lead on multiple published illustrations and leader of all digital ads, print ads and logo design.

Art Director TEN: The Enthusiast Network 2013 2015 El Segundo, CA Was the entire Art Department for
For 51 issues (just under 8 years). Responsible for the entire look and feel of the brand and did all layout and photo re-touching, worked with numerous contributing photographers, created digital marketing, video titles, promotional items, contributed to editorial direction of the brand, had published photos and writing. Worked with a tight-knit team. Designed all creative for SBC Skateboard Magazine including a re-branding of the publication, standardized the photo color correction process, t-shirts and marketing assets, contributed to editorial direction.

Art Director Skateboarder Magazine 2005 2013 San Clemente, CA 39 I N D I V I D U A L R E S U M E S
Celtis

WEB CAPABILITIES
+ Proficient in all web
development coding
languages
+ Proficient in developing for
multiple CMSs
+ Adobe Creative Suite
+ Knowledgeable with the
current WCAG spec and
implementation

EXPERIENCE
20+ YEARS

VALUE TO TEAM
+ Web Development
+ HTML, CSS, JavaScript
+ Web Design
+ User Experience Design
+ Mobile-first Design
+ Troubleshooting
+ Graphic Design
Patrick Tirschel
Web Developer
Patrick is Celtis' resident web developer and designer. A triple threat designer, developer, and multi-language coder. Patrick is an asset to all web projects, from landing pages to complex site redesigns. He ensures intuitive user experience and easy client-side administration, helping clients meet project goals and learn quite a bit along the way.

SELECTED PROJECT EXPERIENCE
Developed a landing page that enhanced digital campaign performance leading to decade-high ridership. Prioritized user experience to design and develop a branded landing page that converted users from a digital campaign to potential riders. The landing page was the focal touchpoint of a digital campaign that contributed to the agency's highest ridership in 10 years.

Successful re-design included mobile-first build with easy-to-use trip planner and featured custom photography of LAVTA's service area and fleet.

Livermore Amador Valley Transportation Authority (LAVTA), Livermore, CA; Web Developer
Implemented SEO and increased organic search traffic by 101%YOY. Optimized the entire site, including tags, metadata, and site structure. Implemented site speed optimizations. Conducted content research and optimizations, all contributing to a year-over-year increase in organic traffic of 101%.

Riverside County Transportation Commission (RCTC), Riverside, CA; Web Developer
Executed website re-design that led to a 50% increase in relevant users.

Conducted user experience research, prioritized client wish list, planned website build, and executed full website re-design with Celtis team support. Successful redesign included mobile-first build with easy-to-use trip planner and featured custom photography of the beautiful county.

Ventura County Transportation Commission (VCTC), Ventura, CA; Web Developer Valley Express, Omnitrans, LAVTA:

Coded using core CMS languages to ensure ease of use for clients to update and manage content with small learning curve; as well as an easy to navigate, fast, clean, ADA-compliant front-end
40 I N D I V I D U A L R E S U M E S
Celtis
41 CASE STUDIES
Appendix B
Case Studies
> Go Caltrain photograph
City of
Inglewood
The Inform Inglewood campaign
established branding that elevates the reborn
City of Champions to the global stage. It also
supported outreach efforts that led to the
passage of a sales tax measure to fund future
transit projects and infrastructure growth. C A S E S T U D Y 42 Inform Inglewood
Campaign Elevated
Their Brand

C I T Y O F I N G LE WO O D C A S E S T U DI E S
This campaign brought Inglewood at the same level as
the heavy hitters and major brands. Traditional tactics broadened awareness and brought the campaign to life
in person.
16 street billboards
4 freeway billboards
43 Designed a
City Brand
That Created
Pride
Outreach
Materials

C I T Y O F I N G L E WO O D C A S E S T U DI E S
44 2.5M
Impressions generated
by digital campaign
The digital strategies led to a 7% response rate to
the digital survey, reflecting active community
involvement. This influx of community insights
has continuously fueled governmental decisions,
strengthening the trust and relationship between
and uniting the City of Champions.

S O C I A L M E D I A

C I T Y O F I N G LE WO O D C A S E S T U DI E S
45 EIR Reports
Ushered in a New Era of Public Engagement and
City Unity

C I T Y O F I N G LE WO O D C A S E S T U DI E S
46 Outreach Materials Extended the Brand at
Every Touchpoint

C I T Y O F I N G LE WO O D C A S E S T U DI E S
7,500 Voters,
6,500 Unique Website Visitors
A dedicated website was
designed as the Call to
Action on all campaign
materials and provided
the one source for
information on the
ballot measures and
hosted key documents
like the factsheet and
FAQ.
47 The comprehensive educational
communications supported
the City of Inglewood to inform the public
on Measures H&I
by providing consistent, clear
communications on what the
Measures were, the goals of the Measures,
and how to vote.

Dedicated website
Outdoor Ads
Local Newspaper Ads
Direct Mail
Organic Social
E-mail
A Ballot Winning
Campaign
Measure H passed
with 62% support
48 C A S E S T U DI E S

1.7M
Impressions
226K
Unique Reach
6K Clicks

C I T Y O F I N G LE WO O D
A targeted digital campaign ran across
Facebook, Instagram, and Google to reach
Inglewood voters online. The campaign was
targeted to people within voting age range in
Inglewood, as well as the audience who
followed the Inglewood Facebook page. S O C I A L M E D I A 49 Dedicated Website
Provides Information Source

C I T Y O F I N G LE WO O D C A S E S T U DI E S
50 Santa Cruz
METRO
Our client tasked Celtis with
transforming their bus brand to an
environmental brand that can be
appreciated and celebrated by residents
and visitors across Santa Cruz County in
California - and we delivered! C A S E S T U D Y
51 We transformed
the Santa Cruz
landscape One
Ride at a Time
As the agency behind the "One
Ride at a Time" campaign, we set
out to position Santa Cruz METRO
not just as a means of
transportation but as a powerful
act of environmental stewardship
for the residents of Santa Cruz
County. This integrated marketing
initiative featuring a partnership
with local nature photographers
reframed bus ridership as a simple,
accessible way for individuals to
and biodiversity, while also
fostering a deeper emotional
connection between the
community and their local transit
system.

S A N T A C RU Z M E T R O C A S E S T U DI E S
Led to a 15% Bus Ridership Increase
52 One Ride at a Time
Campaign

S A N T A C RU Z M E T R O C A S E S T U DI E S
53 Extending the Campaign Print
& Onboard Media

S A N T A C RU Z M E T R O C A S E S T U DI E S
54 Outdoor Advertising & Event
Visuals

S A N T A C R U Z M E T R O C A S E S T U DI E S
55 S A N T A C RU Z M E T R O C A S E S T U DI E S P R & S O C I A L M E D I A 412% YOY
Increase Earned
Media Coverage
Impressive Campaign
Performance:
88,051 clicks
15,930,512 impressions
56 32%
Facebook follower growth from
launch of campaign
We leveraged a strategic blend of organic and paid
social media to build awareness and inspire
community action. Organic content highlighted the
beauty of the Monterey Bay region, celebrated
environmental mission, while targeting for paid social
ads ensured the message reached a wider
audience including commuters, students, visitors
and eco-conscious residents.

S O C I A L M E D I A

S A N T A C RU Z M E T R O C A S E S T U DI E S
57 Best Marketing and
Communications Comprehensive
Campaign
Best Strategic Marketing/Promotion
Campaign - Platinum Award
Best Print Media Advertising
Photography - Platinum Awards
Best Social Media Video (Fundraiser) -
Gold Award
Best Print Media Advertising - Other
(Bus Wraps) - Platinum Award
Most Innovative Communications
Campaign
Award Winning
Campaign
Public Outreach Program of
the Year 2024
One Ride at a Time
Campaign
58 Rebranding
with Purpose
A clean update to the Santa Cruz METRO
brand aligned with a greener vision. The
refreshed logo features a simplified wave
design and brings consistency across all brand
materials
fleet, sustainability goals and the diverse
coastal communities they serve.

S A N T A C RU Z M E T R O C A S E S T U DI E S
59 S A N T A C RU Z M E T R O C A S E S T U DI E S
New Website Designed
with User Experience in
Mind
60 Visual Evolution
Across Every Touchpoint

S A N T A C RU Z M E T R O C A S E S T U DI E S S I G N A G E 61 Directing the Mood, Shaping
the Scene with Local Photo
and Video Shoots

S A N T A C RU Z M E T R O C A S E S T U DI E S

A R T D I R E C T I O N

P H O T O G R A P H Y

P O S T - P R O D U C T I O N
At Celtis, we believe that the most effective transit campaigns are rooted in authenticity and nothing brings that to life more powerfully than featuring local photography and videography.

Showcasing real riders, local faces, and recognizable destinations helps build immediate trust and connection with the community.

By capturing the everyday beauty of the region and highlighting real customer experiences, we create content that not only reflects the lived reality of transit riders but also inspires pride and participation. This local-first approach ensures that every campaign feels relevant, relatable, and deeply aligned with the values of the people it serves.
62 Caltrain created promotes the groundbreaking nature of Caltrain's electric transformation. This multifaceted media strategy spans digital, print, and broadcast platforms, ensuring broad visibility and
engagement across various channels. C A S E S T U D Y
63 Electrifying
Campaign Leads
to 41%
Increase In
Ridership
Campaign featured:

UGC/Influencer marketing
(all organic)
Paid social media ads
Organic social media
Search ads
Print (local newspapers)
Broadcast/streaming TV
Radio/streaming
Mailers
Station ads

C A L T R A I N C A S E S T U DI E S
64 Go Faster
Go Caltrain
Campaign

C A L T R A I N C A S E S T U DI E S
65 Crafting Visual Stories
Through Video & Photography

C A L T R A I N C A S E S T U DI E S A R T D I R E C T I O N 66 Influencer Goal was Exceeded by 59%

C A L T R A I N C A S E S T U DI E S
Crafting Content
That Connects
Influencer campaign exceeded projected KPI for
performance by 59% (1.59M impressions)
67 35.6%
Website Traffic Increase
Campaign Performance Highlights:
55K+ shares
4,700+ content saves

5.2M total views (digital assets only)
60+ news articles/earned media

S O C I A L M E D I A

C A L T R A I N C A S E S T U DI E S
68 Ventura County
Transit
Commission
(VCTC)
The Spanish-speaking audience is at the
forefront of the ¡Buenas con VCTC!
Campaign. Celtis saw an opportunity to
reach this important group and tapped into
the local Latino community with a Spanishcomes from the Latino community and the customers with a campaign that was
culturally relevant and timeless. C A S E S T U D Y
69 V C T C C A S E S T U DI E S S O C I A L M E D I A
Speaking their
Language
Spanish-First
Campaign
This culturally-relevant campaign
featuring inspiration from the popular
Spanish speakers In Ventura County to
give public transit a try. Strategic
components that were a part of the
campaign included ads on a local
Spanish-language radio station,
content developed from a local
influencer, Spotify ads, and ads in the
largest Spanish-language newspaper in
the county. Each with tracking
capabilities incorporated.

Custom Illustrations, Shaping
the Campaign with 34 Cards &

V C T C C A S E S T U DI E S
71 V C T C C A S E S T U DI E S
217% Increase
Spanish-Speaking Web
Visitors
This is a powerful indicator of
campaign success, proving
that our messaging is
reaching and resonating with
the intended audience. S O C I A L M E D I A
Advertising that is
Rooted in
Community
Multimedia Reach
72 V C T C C A S E S T U DI E S
2,592,670 Total
Campaign Impressions
Campaign
Creative That
Connects
Communities
UGC Videos Amplified
Results
As the campaign evolved, UGC videos were
introduced to bring this campaign to life with
authentic, relatable storytelling. It not only
boosted performance it drove meaningful
connections.
unique charm to life, spotlighting local
landmarks and neighborhoods. Each piece
was paired with specific route promotions to
make riding the bus both visually engaging
and destination-driven.
73 AdWheel Grand
Prize Award
¡Buenas con
VCTC! Campaign
We're thrilled that our ¡Buenas con VCTC!
advertising campaign has been recognized
by APTA with a prestigious Grand Prize for
social media creative and strategy
excellence. This is a true testament to the
hard work and innovation of our
team. This national recognition celebrates
the impactful and creative approach we've
taken to connect with our multicultural
target audience through advertising and
social media, setting a new standard for
excellence in the industry. S O C I A L M E D I A
74 Regional
Transportation
Commission of
Washoe County, Nevada
(RTC)
Celtis has helped RTC continue a 34-
month over month ridership growth
trend with a series of successful
campaign strategies and customer
experience initiatives. C A S E S T U D Y
75 R T C C A S E S T U DI E S
Created a Standout
Spanish-First Campaign
Sí RTC
First, we created a strong Spanish tagline,
Sí RTC, and then we created a multimedia
Spanish-First campaign that drove results
and even won an APTA award in its first
year! S O C I A L M E D I A
76 R T C C A S E S T U DI E S
Leveraging Small
Budgets is Something
Celtis Does Well
No matter how small your budget
is, we will craft an effective
multimedia campaign strategy
that leverages your onboard
tactics, public property and
includes cost-effective digital
strategies that tap into the power
of ROI with smart targeting. M E D I A B U Y
77 R T C C A S E S T U DI E S

2.92% Click-Thru Rate
(vs. Typical Meta Average Performance of
1%)
Clicks: 28,471
Impressions: 2,147,884
Cost Per Click: $0.31
UGC-Style Videos are
our Most Powerful
Tactic The Results
Speak for Themselves
We evolved the Sí RTC campaigns from
digital branded ads to a series of UGC
style videos that highlighted different
ways the Latino audience could use RTC
to reach places they want to go from
shopping for a birthday celebration to
enjoying the local Reno nightlife.
78 R T C C A S E S T U DI E S
Enhancing the Customer Journey with a
Branded, Consistent Approach
extended across all customer touchpoints ensuring that they customer tone, messaging and the brand story is reinforced at every stop in the customer journey.
79 -Pass
Program
Learn more about our award-winning
college campaign that increased
ridership and achieved meaningful
results. C A S E S T U D Y
80 The Secret Of
Success Is
Doing Things
Well
Our design team created a phased
campaign to promote the Ed-Pass
Free Ride for College Students
tagline was created to be simple,
clear and intended to evolve as
additional tactics, such as UGC,
were introduced in latter phases.

R T C C A S E S T U DI E S
81 Get On
Board
College Print
Campaign

R T C C A S E S T U DI E S
82 45%
Increase in UNR
Student Ridership!
April 2025 vs. March 2025
Since launching a new 5-part series of UGCstyle ads to promote Free Rides for University of Nevada Reno students featuring first-person
POV with their mascot Wolfie, RTC reported a
student ridership increase of 45% in April
2025.

S O C I A L M E D I A

R T C C A S E S T U DI E S
83 S O C I A L M E D I A

R T C C A S E S T U DI E S
Tapping into college
mascots with a
unique, creative
approach
84 Best Marketing and
Communications to Support
Ridership - Social Media
AdWheel Grand
Prize Award
Ed-Pass UGC
Campaign
85 Authorization Appendix C
86 Table of Contents
A Experience 2
B Work Being Proposed 11
C Cost 28
City of Cypress 1
Cover Letter
Dear City of Cypress Team,
Commune Communication is pleased to submit our proposal in response to the City of Cypress’s RFP for Communications and Marketing Services. We understand the City’s commitment to elevating its public presence while maintaining a consistent, trusted brand across platforms — and we are excited by the opportunity to help you do just that.

Headquartered just minutes away in Long Beach, we recognize first hand Cypress’s reputation as a forward-thinking city rooted in community. We are already familiar with your voice and identity — and excited to help evolve it through thoughtful, strategic, and beautifully executed storytelling. Our close proximity enables us to offer agile, collaborative support across departments and projects, from Recreation to City Manager to Communications, and well beyond wherever it’s required.

Commune is proud to be one of California’s leading civic-focused creative agencies. Our team has delivered award-winning work for cities and public institutions across the state, including the City of Long Beach, Downtown Long Beach, City of West Hollywood, City of Los Angeles, City of San Francisco, City of Arroyo Grande, and City of Dublin, among many others. Across all these engagements, our approach has been the same: bring big-agency strategic experience and rigor and breakthrough creative solutions to causes and communities that deserve the very best.

We don’t believe in "good enough" communications for cities. We believe in campaigns that inspire, visuals that elevate, and a marketing infrastructure that’s as polished as it is practical. From digital and social strategy to newsletter design, from video storytelling to real-time community engagement, our work is grounded in a desire to find the unique position and story of each community we represent. There’s no “shop, dine, play” here.

Cypress’s story is too rich and we intend to showcase it to its fullest.

Thank you for considering our proposal. We would be honored to collaborate with the City of Cypress to help build a communications and marketing program that reflects your values, strengthens your reach, and celebrates all that makes Cypress unique.

Warm regards,
Ryan La Rosa
Co-Founder & Chief Operating Officer
Commune Communication
[email protected] | 562-366-0080
City of Cypress 2
A. Experience
Commune is a full-service agency with comprehensive in-house capabilities aligned directly with the priorities outlined in the City of Cypress RFQ. From strategic campaign development to graphic design, from newsletter production to social media management, videography, photography (including drone), app and website content support — every service Cypress is seeking is something our team provides regularly.

Our structure means tighter timelines, greater creative consistency, and fewer handoffs.

Whether the City needs an urgent event flyer, a video series to spotlight community programs, or a strategic communications plan for a new initiative, our team is equipped to execute across all touchpoints — concept to completion — without outsourcing.

This breadth is not just technical; it’s also deeply rooted in public sector fluency. We’ve built and sustained long-term relationships with cities across California, all of whom have trusted Commune to shape public-facing storytelling, manage stakeholder expectations, and raise the creative bar for civic communications.

In every engagement, we bring:
● Strategic Thinking: We don’t just make deliverables — we help shape the strategy behind them, ensuring alignment with city goals and community needs. ● Award-Winning Creative: Our work has been recognized nationally, including multiple American Advertising Awards — a rare feat for an agency focused on civic storytelling.
● Community-Focused Execution: We approach every project with empathy for the audience and fluency in civic voice.
● Reliable, Responsive Partnership: We work with cities every day. We understand what it means to operate on municipal timelines, meet compliance requirements, and keep workflows organized and collaborative.

With our full team based in Southern California — and just minutes away from Cypress — we’re ready to plug in immediately, offer hands-on support, and become an extension of your team.

City of Cypress 3
Commune’s connection to work with California City and Neighborhood Branding:

Since its founding, Commune was built with a focus on services that solve City-based communication challenges, including employing diverse research methodologies, brand strategy, communications planning, visual identity design, copywriting, and website design. While our staff and capabilities have grown since our founding, the combination of these things has allowed us to meet complicated problems with insightful solutions and award-winning campaigns for City departments and Business Districts throughout California, and we feel confident these capabilities will directly meet the challenge set forth by the City of Cypress. Commune primarily works with California-based organizations given it’s our home and where we’re based. We care deeply about increasing the taste level of our home state by working directly with the organizations tasked with communicating its virtues.

Qualifications and Experience:

Commune Communication provides services including brand strategy, communications and marketing plan development, media planning and reporting, creative services (copywriting, design), social media services, website design and development, account management, content development, public relations, and more. We have a track record of successfully delivering impactful marketing campaigns across various industries, including with City Departments, and the Travel and Tourism Industry. Our qualifications include the following but are not limited to:
● Stakeholder-Centered Research & Engagement - We design and facilitate research campaigns — from one-on-one interviews to large-scale community surveys — that uncover insights about residents, businesses, and City staff. These inputs shape strategy and ensure messaging reflects community values and real needs.
● Data-Driven Strategy Development - Our team analyzes marketing performance, social media metrics, survey data, and audience behaviors to inform clear decision-making. We apply these insights to optimize creative content, outreach tactics, and campaign cadence across platforms. ● Integrated Communications & Marketing Planning - We build comprehensive communications plans that define messaging by audience type, outline channel-specific strategies (e.g., newsletter vs. Instagram), and support ongoing City of Cypress 4
content creation, event promotion, and citywide initiatives. ● Deep Familiarity with City Government Structure - We understand how to work within and across City departments — including Economic Development, Recreation, Public Works, and Communications — to ensure cohesion, efficiency, and strategic alignment with broader municipal goals.
● Economic Development and Program Marketing - We’ve supported site selector events, community investment campaigns, and business-facing initiatives that inspire engagement from developers, investors, and civic stakeholders — all while ensuring community benefits remain front and center.
● Award-Winning Campaign Creative - Our team has developed nationally recognized campaigns across design, copywriting, and media execution. We specialize in messaging that is both emotionally resonant and visually distinct — always tailored to the identity and goals of the city we’re serving. ● Place-Based Marketing & Wayfinding Expertise - From community signage and banners to neighborhood campaign installations, we translate civic infrastructure into welcoming and effective public communications — often coordinating with city engineers and planners to ensure clarity and compliance. ● EventIdentity & Environmental Design - Whether it’s a City milestone, holiday celebration, or press-facing activation, we create trade show-style footprints and supporting materials that attract attention, drive engagement, and leave lasting impressions.
● Targeted Media Strategy & Buying - We plan and execute paid media campaigns across digital, print, out-of-home, and emerging channels. Our strategies are tailored by audience geography, demographics, and behavioral data to ensure cost-effective, measurable reach.
● Multimedia Content Production - All photo, video, animation, and motion graphics work is produced in-house — including drone footage and live-event capture. Our integrated team creates cohesive content across social, web, print, and broadcast formats.

City of Cypress 5
● Advanced Digital Media Optimization - Using custom tools and industry-leading platforms, we monitor live campaigns in real time to adjust spend, improve messaging, and report on visitation, engagement, and ROI — a capability especially valuable for social media and tourism-facing efforts. ● Public Relations & Crisis Communication - We craft press releases, media kits, response templates, and talking points. Our team also provides executive media training to ensure City staff can confidently communicate across channels and during high-stakes moments.
● Seamless Client Communication - Commune is built for collaboration. We offer clear points of contact, centralized feedback tools, and transparent documentation across projects — supporting staff with limited time by making processes efficient and accountable.
● Efficient Project Management & Reporting - We manage all projects against agreed timelines, deliverables, and performance indicators. Reporting is clear, customized, and scheduled — so stakeholders are always in the loop and data can drive future improvements.

The following are key projects relevant to the City of Cypress project requirements:

City of Long Beach – “All Ready Here” Site Selector Conference - To support economic development and business recruitment, Commune worked closely with the City of Long Beach’s Economic Development Department, Visit Long Beach, and the Long Beach Economic Partnership to launch the city’s first-ever Site Selector Conference. This included custom stakeholder research, event brand development (name, logo, identity), strategic marketing, and full-service creative production. Commune also managed event communications and logistics, creating a multi-day experience designed to attract national investors — a scope directly aligned with Cypress’s goals to promote its own development assets and elevate its civic brand presence.

City of Long Beach – Economic Blueprint - Commune collaborated with the Economic Development team to concept, write, and design the 2023 Economic Blueprint — a flagship report celebrating departmental impact and setting strategic direction. In addition to creative execution, we facilitated internal workshops to align stakeholders, shaped key narratives, and ensured visual consistency across city communications. This City of Cypress 6
work is directly applicable to Cypress’s need for well-branded materials, internal coordination, and external storytelling across departments.

City of Long Beach – Neighborhood Marketplace Profiles - Commune is actively developing a series of neighborhood-specific profiles, spotlighting unique investment opportunities and community narratives throughout Long Beach. This includes on-the-ground interviews, original content creation (photo, video, writing), and the design of digital-first materials to be featured on a new interactive website. These materials offer a model for Cypress in developing localized outreach and business development tools for its own neighborhoods and corridors.

City of Long Beach + Downtown Long Beach Alliance – ICSC Collateral & Website - In preparation for the International Council of Shopping Centers (ICSC) conference, Commune developed co-branded print collateral and a microsite showcasing Long Beach’s investment-ready assets. The materials helped civic leaders and commercial partners present a unified, compelling message to national retailers and developers — an approach well-suited for Cypress’s own business attraction and trade show needs.

Los Angeles Economic Development Corporation – Annual Report & Video Series - Commune worked with the LAEDC to produce a narrative-rich, visually engaging annual report supported by a custom video series. These assets were used across social media, digital ads, events, and newsletters (all produced by Commune) to showcase year-round accomplishments. The Cypress Communications team could benefit from similar creative storytelling to highlight internal department wins, amplify civic pride, and reinforce community-facing transparency.

Long Beach Airport – Messaging & Media Strategy - When Long Beach Airport initiated major construction on a new airport corridor, Commune developed a citywide messaging and media plan to educate and engage travelers and residents. The strategy balanced transparency with enthusiasm, helping to reduce concerns and increase buy-in. For Cypress, this type of campaign structure could be applied to infrastructure upgrades, new City programs, or recreation facility improvements.

Downtown Napa – Tourism & Engagement Campaign - Commune leads an ongoing digital campaign for Downtown Napa, focused on increasing off-season tourism through targeted media. Using connected TV, pre-roll, and geo-based ad targeting, we’ve improved visitation and reported real-time performance data back to stakeholders. This City of Cypress 7
campaign offers a template for Cypress in driving community event attendance or promoting recreational services through data-backed outreach.

Long Beach Transit – Ridership and Brand Campaigns - As LBT’sagency of record since 2017, Commune handles strategy, media, creative, and digital presence. Our work has contributed to brand modernization, revenue growth, and ridership expansion. This holistic model — where strategy and execution are housed together — is ideal for the City of Cypress as it seeks a partner who can provide consistency across newsletters, app content, community campaigns, and public engagement efforts.

Downtown Long Beach – Tourism Branding Campaigns - Over multiple years, Commune has partnered with the DLBA to launch place-based campaigns that celebrate the district's character and drive visitor interest. These include unique brand strategies, creative ideation, and advertising rollouts — all of which can inform Cypress’s efforts to promote local identity and economic vibrancy in a way that feels authentic, inclusive, and fresh.

Visit Camarillo – Event-Based Digital Reengagement Campaign - Commune created a digital reengagement strategy for Visit Camarillo, retargeting previous visitors with creative seasonal ads using location-based data and behavioral targeting. This approach helped Camarillo generate repeat visits and increase awareness of local events — an approach that can directly benefit Cypress’s Parks & Recreation marketing, especially in promoting seasonal programming and facility usage.

Downtown San Mateo Association – Website Design & Stakeholder Empowerment - For the DSMA, Commune refreshed the brand and redesigned its website with usability and stakeholder autonomy in mind. The final platform balanced visual storytelling with simplicity, giving volunteers and staff the tools to update content easily. For Cypress, this model is directly applicable to maintaining fresh content across the City’s website and Cypress Central App, ensuring community info is accurate and user-friendly.

Sports Basement – Southern California Launch Campaign - When Sports Basement entered the Southern California market, Commune developed a full creative campaign — from social content and pre-roll to out-of-home, direct mail, and experiential activations. This campaign, which earned an American Advertising Award, exemplifies our ability to create dynamic, multi-platform campaigns that inspire action — a valuable asset as Cypress seeks to raise awareness and participation in City services and initiatives.

City of Cypress 8
Case Study: Downtown Long Beach Tourism Campaign - Strategy, Branding, Creative Development, Photo and Video Production
Commune has partnered with the Downtown Long Beach Alliance (DLBA) since 2018 to lead integrated branding, strategic communications, and campaign development for one of California’s largest and most diverse Business Improvement Districts. DLBA represents a multifaceted downtown ecosystem — with over 50,000 residents, 2,000+ businesses, and a steady flow of regional and international visitors — and sought to raise its public profile while deepening local engagement.

Community-Informed Strategy, Tailored for Public Impact At the outset, Commune conducted a comprehensive discovery process to better understand the needs of the community, the perceptions of external audiences, and the messaging opportunities that could unite them. This included:
● Focus groups and interviews with residents, business owners, and community leaders.
● Multicultural audience segmentation and outreach planning.

Development of a unifying campaign strategy that emphasized vibrancy, inclusivity, and local pride.

These inputs informed a messaging platform that could resonate across neighborhoods, age groups, and visitor segments — a strategy particularly relevant to the City of Cypress as it looks to serve both long-term residents and potential program participants across its Recreation offerings.

Creative Execution Across Channels and Audiences
The result was a multi-year campaign titled “Opposite of Ordinary” — a platform that celebrated the eclectic, welcoming spirit of Downtown Long Beach while offering the flexibility to promote diverse City programs and activities.

Deliverables included:
● Visual Identity System: Applied across signage, newsletters, event materials, print collateral, merchandise, and wayfinding — maintaining brand cohesion while allowing visual diversity across campaigns.
● Photography & Videography (including Drone): Captured real community members enjoying everyday moments — from youth swimming to seniors dancing City of Cypress 9
at public events — creating an authentic media library used across platforms. ● Social Media Content Planning & Monitoring: Commune developed monthly content calendars, managed posts across channels, and used analytics to refine messaging and increase engagement.
● Web & Newsletter Updates: Refreshed web content and email communications with updated visuals and editorial tone to improve clarity and consistency for public audiences.
● Performance Reporting: Delivered ongoing analytics reports detailing social impressions, event attendance, digital traffic, and user engagement to inform optimization and stakeholder communication.

Relevance to the City of Cypress:

This case study mirrors many of the goals outlined in the City of Cypress’s RFP — namely, creating a modern, unified communications system that works across departments, reflects community identity, and drives participation in City and Recreation programs.

Like Cypress, DLBA needed creative assets that could live across print and digital platforms, a newsletter and social media strategy that speaks to distinct audience segments, and content that reinforced trust while inspiring action. Commune’s work elevated the visibility of Downtown Long Beach, increased engagement across demographics, and provided stakeholders with a clear return on communications investment — outcomes we are confident we can help achieve for the City of Cypress.

City of Cypress 10
City of Cypress 11
City of Cypress 12
City of Los Angeles, City of San Francisco, City of Arroyo Grande, City of Long Beach, and more - brand strategy, creative production, media planning, and more.

Commune has long served as a trusted communications and design partner to local and regional elected officials, as well as municipal departments spanning City Manager offices, Economic Development, and Public Works. Our team is highly familiar with the compliance standards, tone sensitivities, and structural protocols that define public sector communications — especially when working across departments or with elected leadership.

For clients ranging from California State Senators to City Mayors and senior municipal staff, we have developed creative systems that reflect each program’s identity while aligning with the broader tone and brand of the City. Commune’s scope of work across this category includes:
● Design and layout of economic development reports, capital improvement updates, and department milestone documents
● Branding and messaging for public programs, including campaign naming, visual identity systems, and signage templates
● Creative support for State of the City presentations, budget engagement events, and public forums
● Custom website design and landing page development for initiatives needing greater visibility or resident interaction
● Visual content and talking points for elected leaders, formatted for use across newsletters, press releases, app messaging, and social media This type of flexible, multi-format support is directly aligned with Cypress’s RFP goals — particularly the need for newsletter design and copywriting, department communications, app and website content, and materials that reflect both the City brand and specific program identities.

Relevance to the City of Cypress
The City of Cypress is seeking a communications partner that can serve multiple stakeholders, honor existing brand and departmental structures, and produce materials that are clear, inclusive, and adaptable across platforms. Commune’s experience supporting elected officials and senior City staff means we know how to develop content City of Cypress 13
that builds public trust, communicates complex updates in accessible formats, and reflects the tone and professionalism that residents expect from their City.

Whether designing content for a Recreation campaign, preparing talking points and slides for a councilmember event, or helping a department report on a year of milestones, Commune has the tools and structure to provide high-quality, on-call service that supports leadership and amplifies public value.

City of Cypress 14
Case Study: Long Beach Transit, Ridership Increase Campaign - Project Management, Brand Strategy, Creative Services, Media Planning, Photo/Video Production, Website Design and Development, Social Media Management, Public Relations Since 2017, Commune has served as the strategic and creative partner for Long Beach Transit (LBT), supporting its mission to reconnect with riders, rebuild trust in public services, and boost ridership after a decade-long decline. In 2022, following a pandemic-era pause in outreach, LBT engaged Commune to launch a revitalized campaign designed to reintroduce the brand, increase participation, and reflect the needs of a diverse community — goals that closely mirror the City of Cypress’s vision for inclusive, citywide communications.

Strategic Approach Rooted in Equity and Engagement
Commune’s first step was to engage in audience segmentation and research, identifying distinct community groups with different motivations and communication preferences.

These included students, multilingual families, older adults, and daily commuters — echoing the City of Cypress’s need to reach youth, seniors, and residents through accessible, locally resonant messaging.

We established a campaign framework focused on:
● Reframing public services as shared community assets — safe, accessible, and essential.
● Cultural competency across messaging, with a focus on bilingual and multicultural outreach.
● Efficiency in platform use, ensuring visibility and reach within the confines of public-sector budgets.

While Long Beach Transit’s scope included media planning and digital ad placement, the strategy is directly translatable to Cypress’s communications goals: drive participation in City and Recreation programs, increase newsletter and app engagement, and create citywide cohesion in brand tone and messaging.

Creative & Content Execution Across City Channels
Commune created a suite of cross-platform creative assets designed to reflect the lived experiences of community members and amplify civic identity.

Deliverables included:

City of Cypress 15
● Inclusive messaging and storytelling — featured in print, social media, video, and public signage — that celebrated community voices and encouraged new participation.
● Photography and videography, including drone and live-shoot assets, spotlighting diverse riders in real settings. These visuals were adapted for use in print collateral, newsletters, bus shelters, and online content. ● Ongoing social media support, with monthly calendars, performance reporting, and content development tailored to changing campaign needs. ● Website landing pages and content, written and designed to provide seamless conversion and accessibility across desktop and mobile.

These campaign assets were developed to scale across departments and platforms — an approach ideally suited to Cypress’s goal of unifying content across its newsletter, website, Cypress Central App, social media, and print communications.

Performance Measurement and Real-World Impact
While the project included robust campaign tracking and optimization, Commune is experienced in working with the tools and resources most common to City environments — including basic analytics dashboards, social media metrics, and real-time community feedback. Notable outcomes from the Long Beach Transit campaign include:
● 15% increase in ridership, reversing a 10-year downward trend. ● 6% growth in revenue, attributed to improved brand awareness. ● 116M+ Spanish-language ad impressions, reinforcing multilingual equity. ● 3.9M+ video views and a significant uptick in social media engagement ● Dramatic improvements in cost-efficiency.

Relevance to the City of Cypress
The goals of the Long Beach Transit campaign — to inspire public participation, rebuild community connection, and increase engagement with public services — directly reflect the needs outlined in the City of Cypress RFP. Whether promoting seasonal recreation programs, communicating updates via the Cypress Central App, or unifying the tone across departments, the City requires a partner who can think strategically, design inclusively, and execute consistently. Commune’s experience with LBT demonstrates not only our ability to build cross-channel creative systems, but also our fluency in working within City timelines, stakeholder structures, and measurable outcomes.

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Case Study: City of Long Beach Bike Share for All; Project Management, Brand Strategy, Data Analysis and Optimization, Creative Services, Media Planning, Photo/Video Production, Website Design and Development, Social Media Management
To help the City of Long Beach increase participation in its citywide Bike Share and e-bike programs — particularly in neighborhoods with historically lower ridership — Commune developed an integrated outreach initiative focused on reframing community perception of biking as a safe, viable, and culturally relevant transportation choice.

This campaign is a direct parallel to the City of Cypress’s goals: raising awareness for public programs, fostering positive associations with civic offerings, and reaching underrepresented groups through inclusive, behaviorally informed messaging.

Strategic Messaging and Targeted Outreach
Commune began with an audience discovery phase that revealed key barriers to participation — from perceptions about safety to a lack of visibility in certain neighborhoods. Our approach prioritized:
● Messaging Strategy: Designed to position biking not just as transportation, but as a means of freedom, connection, and exploration. Messaging was tailored for specific audience segments, including families, students, and multilingual communities.
● Equity-Driven Engagement: Emphasizing inclusion, we created campaigns that reflected the City’s full diversity — from language access and cultural references to neighborhood-specific signage and outreach.

This foundation is highly applicable to Cypress, where Recreation programs and City services benefit from storytelling that highlights accessibility, promotes trust, and invites participation across age, language, and mobility groups.

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References:

Client: City of Arroyo Grande
Scope: Commune has been the Agency of Record for the City of Arroyo Grande since winning an RFP for tourism promotion services in June, 2024. Commune’s responsibilities include working directly with the City and TBID to increase revenue and TOT for the city through marketing activities including brand strategy, research, media planning and buying, branding graphic design, video and photo production, website design and development services and more.

Outcome: Since officially starting work, Commune has undertaken an approach to completely revise the way the City of Arroyo Grande has worked and measured their success, resulting in clear ROI, updated strategies, and a new creative campaign.

Dates: 7/1/24 - Current
Reference: Sheridan Bohlken, [email protected], 805-473-5478; City of Arroyo Grande, Director of Recreation Services
Client: City of Long Beach Economic Development Department + Downtown Long Beach Alliance (DTLB)
Scope: Commune was responsible for communications strategy, visual identity design and creative production of a series of print and digital materials to support the Economic Development Department and Downtown Long Beach Tourism with an appearance at the Economic Development-focused conference, ICSC. Commune developed a webpage and printed materials for easy distribution at the conference to prospects. Clicks on the materials led to economic development focused information and opportunities within the city of Long Beach and surrounding areas.

Outcome: The approach generated significant interest at the conference, leading to over 500 measurable and highly targeted clicks on the conference materials.

Dates: 6/1/24 - 7/31/24
Reference: James Ahumada, [email protected], 626.825.8693; Deputy CEO, City of Long Beach
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Client: City of Long Beach - Mayor Rex Richardson ongoing communication Scope: Commune has been a trusted partner of Mayor Rex Richardson since his inauguration in 2023, working in lock step to develop most public facing communication from the Mayor’s office, including high stakes public presentations like the annual “State of the City” address.

Outcome: Commune is a trusted partner because of our ability to work closely together at a moment’s notice and for long term efforts. The result is a collaborative working relationship that has resulted in a unique look and feel for Mayoral communication that reinforces the Mayor’s personal taste while establishing trust and recall among his constituency.

Dates: 5/1/24 - 12/31/24
Reference: Malini Basu, Manager, City of Long Beach, [email protected], 214-945-4172, 400 W. Broadway, Long Beach, CA 90802
B. Work Being Proposed
Commune recognizes that the scope of work features many possible outputs that could be used at any time over the course of the life cycle of the contract. Additionally, because there isn’t a single point of emphasis outlined in the RFP, we’ve built our work proposal section to correspond to the following language - “The City will work closely with contractors to develop an effective marketing plan to engage the community and promote the City. However, itis expected contractors develop their own creative ideas to presentto the City on a regular basis to ensure outreach activities, messaging and designs are constantly evolving and become more effective over time.” The below approach ensures we deliver on the campaign requirements, while using our process to generate and present ongoing creative ideas in support of measurable goals.

Commune understands how to accomplish the work in the proposed project because building strategies for cities, regions, and attractions is our primary expertise. Since our founding, we have refined a process that ensures each community we serve has a completely unique message, built and tailored entirely to the virtues it offers and the audience it's trying to reach. Our process is built to uncover opportunity, clarify audience City of Cypress 22
insights, inspire action through creative campaigns, and ultimately drive opportunity to Cypress.

Phase 1 – Define - Research, Discovery, and Audience Insights Commune begins all engagements with a comprehensive discovery process to understand the specific audiences, values, and dynamics that shape a city’s communications needs. For Cypress, this includes close collaboration with City and Recreation staff to uncover insights that drive creative, community-first storytelling.

Key activities include:
● Preliminary Strategy Brief - A foundational document that aligns goals, stakeholder expectations, and audience targets. This ensures shared clarity before creative development begins and confirms Commune’s understanding of the City’s objectives.
● Stakeholder & Community Outreach Plan - Commune will identify, organize, and engage a range of stakeholders — including City staff, Recreation participants, residents, and business leaders — using interviews, discovery sessions, and public input opportunities to surface key perspectives.
● Digital Survey Distribution - To capture a broader range of community input, Commune will deploy online surveys targeted by demographic and user type (e.g., youth program participants, residents using the Cypress Central App). This augments in-person research with scalable quantitative data. ● Review of Existing Programs & Materials - We will analyze existing Cypress newsletters, press materials, program flyers, app content, and branding to ensure our work builds on established strengths and identifies areas for consistency or City of Cypress 23
improvement.
● Research Summary & Audience Profiles - The final research report will include a clear snapshot of Cypress’s core audiences, their communication preferences, messaging opportunities, and recommendations for segmentation across City departments and Recreation programs.

Phase 2 – Design - Communications Plan Development
Based on Phase 1 insights, Commune will build a strategic, department-spanning communications plan that supports cohesive marketing, public engagement, and ongoing City storytelling. This plan will reflect the multiple needs outlined in the City’s RFP — from campaign development to content management.

Deliverables include:
● Cross-Channel Communications Plan - A detailed plan outlining the tactics, timing, and content approach across owned platforms: newsletters, social media, Cypress Central App, City website, public signage, and more. Each channel’s role will be defined by audience segment and message type.
● Content Planning & Messaging Strategy - Commune will develop key messaging themes and editorial planning tools (e.g., content calendars) to help City and Recreation staff schedule, produce, and coordinate messaging across initiatives. ● Community Engagement Framework - A strategy to foster two-way communication with residents, including recommendations for public input opportunities, app notifications, social media interactions, and other forms of participation that promote transparency and civic pride. ● Newsletter Strategy & Content Framework - Based on existing assets and audience needs, Commune will propose editorial approaches and design updates to the City’s printed and digital newsletters, ensuring engaging, accessible, and brand-consistent materials.

Phase 3 – Deploy - Creative Campaign Development
Commune will develop an overarching campaign concept and accompanying content toolkit that brings Cypress’s voice to life — while offering practical assets that City staff can deploy immediately across programs, departments, and platforms.

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Key deliverables include:
● Campaign Creative Brief - A distilled statement of opportunity, creative goals, and audience alignment, developed in collaboration with City staff. ● Creative Concept Development - Commune will present 2–3 distinct creative campaign directions, including draft messaging, sample social media graphics, newsletter layouts, signage concepts, and Cypress Central App visuals. ● Asset Design & Production - Once a direction is selected, Commune will produce final assets, including:
○ Print Materials: Flyers, posters, signage, direct mail ○ Social Media Graphics: Posts, stories, templates, content kits ○ Newsletter Layouts: For both print and email formats
○ Photography & Videography: Including drone footage to support branding and public storytelling
○ Website & App Content Assets: Banner images, copy refreshes, visual updates designed for Granicus and mobile accessibility
○ Public Relations Templates: Press release templates, media kits, executive messaging assets for proactive and reactive communications ● Brand Alignment - All creative will be designed to strengthen and unify Cypress’s current branding, ensuring flexibility for use across City departments and Recreation services.

Phase 4 – Diagnose - Reporting, Optimization, and Ongoing Support Commune understands that the strength of a campaign lies not only in its launch, but in its sustainability, optimization, and long-term alignment with community needs. We provide structured support throughout the contract period to ensure every communication touchpoint is relevant, timely, and impactful.

Key support includes:
● Content & Creative Support on Request - Commune will remain on-call to support emergent design, messaging, or campaign needs — including new flyer designs, social content refreshes, app updates, or event promotions — without requiring re-onboarding or delay.
● Performance Reporting & Staff-Facing Dashboards - We will provide monthly or quarterly creative performance summaries (e.g., newsletter engagement, City of Cypress 25
social impressions, stakeholder feedback), including visual reporting designed for easy staff sharing and use in council or public settings. ● Continuous Improvement - Based on performance and feedback, Commune will iterate on creative, messaging, or design systems to improve reach and resonance over time.
● Workflow Tools & File Management - All assets and deliverables will be managed in shared drives, with versioning, edit histories, and centralized access for all City collaborators. This supports transparency, clarity, and interdepartmental coordination.

Providing On-Call Services:

Commune has deep experience supporting municipal teams in an on-call capacity, and we understand firsthand that “full-service” doesn’t just mean offering everything — it means offering it in a way that’s responsive, flexible, and attuned to how cities work. In our partnership with the City of Long Beach, we’ve worked with departments that range from highly collaborative to completely hands-off — some that want to be involved in every creative checkpoint, and others that simply need something done and delivered by deadline. Our team is structured to operate effectively under either scenario. We know how to ask the right questions up front, quickly identify constraints or preferences, and adapt our workflow accordingly. Whether we’re collaborating closely with City staff on a multi-phase campaign or providing fast-turn design assets for a single event, we bring the same level of clarity, care, and execution.

We’re equally adept at scoping and delivering work based on a wide range of needs — from a single newsletter layout to a citywide brand campaign or multimedia production.

Some projects require traditional hourly billing, while others benefit from flat-fee or milestone-based scoping, especially when more complex elements like video shoots, drone capture, or web and app content are involved. Commune is practiced in tailoring scope and cost models to the project at hand — always with transparency and timeline alignment top of mind. We also understand that urgency is often part of municipal workflows. Our team has delivered same-day materials when needed and builds production plans that allow for rapid delivery without sacrificing quality. Just as importantly, we ensure that outputs across all services — from social graphics to signage — remain fresh and differentiated, even when working within established brand guidelines. Our intentionally diverse creative team ensures every City project looks and feels distinct, while still reflecting the larger Cypress identity.

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Ability to meet requirements of this proposal:

Commune Communication acknowledges and affirms our ability to meet all requirements outlined in the City of Cypress’s RFP for Communications and Marketing Services. Our team is fully equipped to deliver the requested scope of services — including branding and marketing strategy, newsletter content development, public relations support, community engagement planning, multimedia production (including drone), social media content and monitoring, and website and Cypress Central App support. We have the internal capacity, relevant experience, and proven municipal track record to begin work immediately upon contract award and to maintain high-quality, timely service throughout the duration of the agreement.

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C. Cost
Cost Proposal
** This Cost proposal is based on similar Scopes of Work Commune works against currently and in the past for similar types of work (including the City of Long Beach City of Arroyo Grande, City of Dublin, City of West Hollywood, and others). This is a budget estimate and not a final budget. Commune envisions working closely with the City of Cypress upon award or in the interview stage to craft a budget that is satisfactory for both sides.**
Option 1 - Monthly Flat Fee
Commune proposes a flat monthly fee of $12,000 to provide ongoing communications and marketing services as outlined in the City of Cypress RFP. This rate includes strategic planning, project management, creative development, design, content production, stakeholder engagement, and technical support across all channels and platforms requested by the City. Our monthly structure enables the City to access our full-service capabilities without the need for constant scoping or re-negotiation.

Included Monthly Services:
● Strategic communications planning and messaging development ● Newsletter design and content (print and digital)
● Public relations content (press releases, media kits, messaging guides) ● Graphic design and layout for marketing and outreach materials ● Social media content creation and performance monitoring ● Community engagement planning and support
● Photography and videography (including drone, as needed and within usage limits)
● Website and Cypress Central App content support (copy, visuals, updates) ● Regular reporting and coordination with City staff across departments ● Shared file management and access to all creative deliverables Additional services outside of monthly scope (e.g., major campaign production, large-scale video shoots, or standalone initiatives requiring expanded support) will be scoped as needed and billed separately, with prior approval from the City.

Not-to-Exceed Total
For the three-year base term of the agreement (July 2025 – June 2028), the maximum not-to-exceed total is $432,000 (i.e., $12,000/month x 36 months). Optional one-year City of Cypress 28
extensions, if exercised, would be billed at the same monthly rate unless otherwise negotiated and mutually agreed upon in writing.

Commune is committed to transparency, flexibility, and partnership — and we are happy to work with the City to revisit scope or rate structure should needs or priorities shift during the contract term.

Option 2 - Hourly As Needed Structure
Commune proposes an hourly rate-based structure for the delivery of communications and marketing services to the City of Cypress. Under this model, Commune responds to project requests and assignments as they arise, offering projected timelines for approval before work begins, and billing hourly as we go, providing real time reviews of time spent and monthly invoicing based on hours spent. This approach enables the City to maintain full control over how services are allocated and prioritized while still ensuring access to a full-service creative agency across all required disciplines.

Hourly Rates by Role:
● Account Management / Strategy – $150/hour
● Design / Art Direction – $150/hour
● Copywriting / Messaging – $150/hour
● Social Media / Content Coordination – $150/hour
● Web / App Support & Technical Production – $150/hour
● Photography / Videography (including Drone) – $150/hour ● Project Support / File Prep / Admin – $150/hour
Commune will provide time estimates for each request, with hours tracked and reported monthly. The City will be notified as key thresholds are approached to ensure budget transparency and alignment.

Not-to-Exceed Total
The total cost for services shall not exceed $432,000 for the initial 3-year contract term (July 2025 – June 2028). Optional one-year extensions, if exercised, will be billed under the same hourly structure and rates unless renegotiated in writing.

Commune is committed to providing responsive, high-quality work that flexes with the City’s evolving needs. Our team is well-versed in working under hourly agreements with municipal clients and will ensure that each assignment is scoped accurately, tracked diligently, and completed efficiently.

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8 AUTHORIZATION
I accept the terms and conditions of this proposal.

NAME: ___________________________________ TITLE: ________________________ Please print or type name
Does this person have the authority to contract for your firm: YES NO COMPANY:
_________________________________________________________________________ ADDRESS:
_________________________________________________________________________

CITY/STATE/ZIP
_________________________________________________________________________ TELEPHONE: ( )
AUTHORIZED SIGNATURE: _______________________________ DATE: _____________ Ryan La Rosa Co-Founder, Chief Operating Officer
X
Commune Communication, Corp
245 E. 3rd St.

Long Beach, CA. 90802
562 366-0080
6/11/25
Prepared by:

Prepared by:

PROPOSAL

CITY OF CYPRESS
RFQ: Communications and Marketing Services
Prepared by:
3 Letter of Interest
4 Firm Profile &
Capabilities
7 Firm Experience
15 Work Plan
20 Our Team
29 Cost Proposal
32 Appendix
Table of Contents
2 Dear Mr.Draper,
On behalf of Communications LAB, I’m pleased to respond to the Request for Qualifications for the City of Cypress’ Communications and Marketing Services. As an Orange County–based, woman-and minority-owned small business, we’ve had the privilege of supporting the City since 2022—delivering full-scope communications services across every department. We’re honored to be part of Cypress’ current communications team and look forward to continuing this work, sharing the City’s story while building meaningful connections with the community.

This partnership has meant a great deal to our firm. Together, we’ve worked on initiatives that reflect Cypress’ unique identity, foster community connection, and keep residents informed—ranging from event marketing, social media, and website management to video storytelling, outreach efforts, and Citywide campaigns.

With more than three years of experience supporting Cypress across departments, our team possesses deep institutional knowledge on City workflows, approval processes, and communication priorities— allowing us to work efficiently with minimal staff oversight. We understand the fast pace of the City’s operations and take pride in being ready to deliver—whether it’s a last-minute flyer or a time-sensitive press release, our team consistently produces high-quality work on tight timelines.

Communications LAB brings a fully integrated team of communications and marketing strategists, graphic designers, and content creators under one roof—including CEO Arianna Barrios, President Brian Lochrie, Director of Public Affairs Diana Moreno, and Public Affairs Manager Brooke Hester.

While the City works directly with this core team, we also tap into a broader bench of experienced staff to support evolving needs and specialized projects. This flexible model ensures the continuity, responsiveness, and expertise needed to serve a City as dynamic and community-focused as Cypress.

We’re especially proud to have helped expand the City’s reach through consistent, high-quality content—most notably through social media growth, a refreshed The Progress newsletter, and video series like Cypress Says and Kids Night Out. The 2025 Community Opinion Survey recently showed a 6% increase in top satisfaction with City communications, which we view as a reflection of our shared success over the years. We’ve also created tools and processes that will continue to benefit the City well into the future.

Thank you for the trust you’ve placed in our team. We remain energized by the opportunity to continue contributing to Cypress’ story and are excited to build on the progress we’ve made together.

An overview of our work experience with the City follows this letter. We appreciate your consideration and look forward to what’s ahead.

Sincerely,
Letter of Interest
June 12, 2025
3 Arianna Barrios, CEO
Communications LAB
701 E Chapman Ave
Orange, CA 92066
Jeff Draper
City of Cypress
Recreation and Community Services Director
5275 Orange Avenue
Cypress, CA 90630
Firm Profile
Section No. 2
Barrios and Associates, LLC (dba Communications LAB) was formed in 2013 when Arianna Barrios incorporated her sole proprietorship consulting firm, Barrios & Associates, into an LLC and purchased the marketing and public outreach clients of Faubel Public Affairs (FPA). She, along with husband Brian Lochrie, a 13-year veteran of FPA, are the “L” And “B” of Communications LAB and the backbone of a growing communications team. Together, the two well respected communications experts have grown the boutique firm into a powerful advocate for public agencies and a sought-after outreach agency for a wide array of clients across Southern California.

Communications LAB, a limited liability company, is wholly owned by CEO Barrios, a Latina with a rich heritage of public service in Orange County. The firm maintains federal, state, regional, and local certifications as a small, diverse, woman and minority-owned business enterprise (SBE/DBE/MBE/WMBE). Communications LAB is a full-service agency specializing in assisting public agencies in communicating with their key stakeholders.

The firm employs 18 full-time and two part-time team members across two offices in Orange and Los Angeles counties. The main office is located at 701 E. Chapman Avenue, in the historic Old Towne district of Orange, California. And, in Los Angeles, the firm maintains an additional office in Pasadena.

Firm Profile
About Communications LAB
Clients Past and Present
5 Administrative Assistance
Advertising - Print & Digital
Animations & Explainer Videos
Brand Development
CEQA & NEPA Compliant
Outreach Programs
Change Management
Communications Strategy
Community Outreach
Crisis Communications
Construction Relations
Copywriting & Editing
Digital Marketing Strategies
Program Evaluation & Metrics
Graphic Design & Illustration
Government Relations
Hispanic Outreach & PR
Electronic & Print Design
Embedded Staffing Support
Event Support & Management
Guest & VIP Management
Online Search & Ad Mktg.

Photography
Prop. 218 Notifications
Publications Management
Public Policy Consulting
Media Relations
Media Planning & Buying
Media Training & Preparation
Social Media Content
Creation
Social Media Strategy
Social Media Community
Management
Marketing Strategy &
Campaigns
Special Events Management
Translation Services: Spanish
Video Production - PSAs,
Social Reels
Video Production - Live
Streaming
Website Design &
Development
Website Management
Firm Capabilities
6 EXPERIENCE
Section No. 3
CITY OF CYPRESS:

COMMUNITY OUTREACH & STRATEGIC

COMMUNICATION SERVICES

SERVICES PROVIDED
Graphic Design and Marketing
Public Relations
Newsletter Development
Community Engagement
Photography/Video Services
Social Media Content Creation & Monitoring
Website & App Management
Marketing Strategy
CONTACT: Peter Grant, City Manager, City of Cypress
PH: 714-229-6700 | EM: [email protected]
Since 2022, Communications LAB has provided strategic communications support to the City of Cypress. Effectively serving as the City’s public information arm, our team develops and implements communications and marketing efforts to highlight City news, services, programs, and special events (Spring Egg Hunt, Concerts on the Green, Salute to America, National Night Out, Cypress Run, State of the City, Women’s Conference, Holiday Sing, and more).

We have introduced several enhancements to improve the quality and reach of the City’s communications, including the creation of a brand guide, adoption of a social media strategy, improved video production, and streamlining the production of the City’s newsletter. Working in conjunction with the City Manager and various City Departments, our team helps increase transparency by ensuring that the City’s website and mobile app are up to date. In addition, we draft talking points, speeches, press releases, and proactively monitor news sites to stay on top of important topics that may affect the City of Cypress. Our team has also executed Citywide outreach campaigns to educate residents on the California Voting Rights Act and the 2022 Election.

As the City’s digital storyteller, our team creates daily social media content (Facebook, Instagram, Twitter, and YouTube), promoting programs, resources, services, and events. We also produce “Minute with the Mayor” video segments (a bi-weekly email newsletter), monitor social channels, respond to resident inquiries, and bring issues that need to be addressed to the attention of City staff. By providing this broad range of communications support, we aim to keep the residents of Cypress informed and engaged.
8 STAFF ASSIGNED
Diana Moreno, Project Manager
Brooke Hester, Asst. Project Manager
Arianna Barrios, Crisis Communications
Brian Lochrie, Photography/Video Production
Jose Vazquez, Photography/Video Production
Nadiia Ohorodnyk, Senior Graphic Designer
Alison Than, Graphic Designer
9 PRINT & DIGITAL PUBLICATIONS

INFOGRAPHICS

VIDEO PRODUCTION

SOCIAL MEDIA GRAPHICS

PHOTOGRAPHY

E-NEWSLETTERS

OTHER CUSTOM DESIGNS
10 CITY OF LAKE FOREST:

SOUTHWEST LAKE FOREST

NEIGHBORHOOD NEEDS ASSESSMENTS
Recognition
American Planning Association-Award of Merit for Advancing Diversity and Social Change (1st Neighborhood Improvement Project.)
Public Relations Society of America-Orange County Chapter-Award of Excellence for Community Relations (2nd Neighborhood Improvement Project)
National Hispanic Public Relations Association BRAVO! Award Finalist-Social Equity (2nd Neighborhood Improvement Project)
CONTACT: Amy Stonich, Assistant Director of Community Development PH: 949-461-3479 | EM: [email protected]
Communications LAB has successfully completed three Southwest Lake Forest Neighborhood Improvement Needs Assessments to identify the root causes behind issues reported by residents residing within the City’s “Area 2.” Working with City staff, our team conducted thorough neighborhood needs assessments in Neighborhood 1 (residential and business areas within the boundaries of Muirlands Boulevard, El Toro Road, Cavanaugh Road, and Rockfield Boulevard), Neighborhood 2 (residential and business areas within the boundaries of El Toro Road, Rockfield Boulevard, Gowdy Avenue, and Cavanaugh Road) and Neighborhood 3 (residential and business areas within the boundaries of North of the I-5 Freeway, South of Rockfield Boulevard, and East of El Toro Road).

Through door-to-door canvassing of residential and business stakeholders, community pop-ups, and surveys, Communications LAB corroborated the perceptions highlighted in the City’s bi-annual satisfaction survey. Our team found that residents believed their quality of life was lower than other areas of the City and attributed this sentiment to an array of issues, from traffic concerns to general property maintenance. Residents believed the City could do more to improve their neighborhood. Our assessments have resulted in a series of findings and key recommendations with specific actionable items for the Southwest Lake Forest Task Force’s consideration.

Since the completion of the first assessment, the Southwest Lake Forest Task Force has implemented recommendations of the reports including but not limited to targeted traffic calming measures, red curb adjustments to ease parking strain, enhanced street lighting to improve nighttime safety, community clean-up events to promote resident involvement, and more.
11 www.reallygreatsite.com
CITY OF LAKE FOREST:

SOUTHWEST LAKE FOREST

NEIGHBORHOOD NEEDS ASSESSMENTS
Government Relation Special Projects
First tapped in 2019, Communications LAB worked with the City of Huntington Beach to improve community outreach and communications, and to counteract misinformation about the City. Working directly with the office of the City Manager, Communications LAB made its team available in a wide variety of areas including: crisis communications, graphic design, social media, video production, media training, event assistance, media relations, and more. Communications LAB assisted the City in producing a series of Virtual Town Halls to connect residents with their City and county leaders and promote factual information about COVID-19, vaccinations, mental health awareness, and more. The Comm LAB team was also asked to document City events and conduct interviews with local residents and businesses to share the stories of the “Real HB” to counter negative portrayals of the City at the national, state, and regional levels. Shown below are a series of Comm LAB-created street banners showcasing amazing places and assets around the City as well as live, virtual events the agency has produced for the City.

Destination Marketing
Huntington Beach is home to several world-class events that draw millions to the City each year including the World Championship of Surfing, Annual Pacific Airshow, and BMX and Skateboarding competitions. Miles of public beaches and restored wetlands attract locals and tourist alike to spend their summers in Surf City U.S.A.

As part of our engagement with the City, Communications LAB was called upon to maintain the City’s external news website: Surf City Break, and we assisted the City in creating its pitch deck and marketing materials for consideration by the U.S. Olympic Committee in a bid to host the 2028 Summer Olympic events for action sports in Huntington Beach. Additional writing samples for this client can be found at www.SurfCityBreak.com Media Training
For the City of Huntington Beach, and many clients, we have been called upon to conduct extensive, multi-day media training and preparation with all of the City’s elected officials and executive management. Our methodology involves providing on-camera exercises and review for the trainees to assess their on-air presence and track improvement.

CITY OF HUNTINGTON BEACH

STRATEGIC COMMUNICATIONS &

SPECIAL OUTREACH PROJECTS
CONTACT: Catherine Jun, Assistant City Manager
PH: (714) 536-5202 | EM: [email protected]
13 14
Work Plan
Section No. 4
Our Approach and Understanding of the Work
As a public agency, the City of Cypress plays a vital role in keeping more than 48,000 residents informed, engaged, and connected. Cypress is a unique community, blending the welcoming spirit of a small town with the amenities and expectations of a much larger city. That dual identity calls for a communications strategy that is both personable and professional, hyper-local, yet forward-thinking.

At Communications LAB, we understand that effective communication is about more than just messaging—it’s about building trust, staying responsive, and deeply understanding the community being served. That’s why we use a fully integrated staffing support model in our work with the City of Cypress. Guided by this philosophy, we’re proud to serve as an extension of City staff. Our team works side by side with departments throughout the workday and remains ready to respond after hours when urgent or emergency communication needs arise.

Our approach also includes leadership - proactively looking out for the City’s best interests and ensuring that messaging is consistent, clear, and aligned across all departments. We recognize that communications may not always be top of mind amid City staff’s day-to-day responsibilities. That’s where we step in: serving as a trusted communications steward to help shape and elevate the City’s message.

This approach is clearly working, as evidenced by the recent community survey results showing high approval ratings for the City’s communications efforts. It is the best recommendation we could ask for.

Every service we provide, from graphic design and media relations to social media, photography, and community outreach, is delivered with the heart of a public servant, grounded in a deep commitment to Cypress residents and the values of local government.

Communications LAB has the ability to meet all the requirements of this proposal with the services and personnel discussed in this submission. In addition, the firm accepts the contracting requirements set forth in the standard City contract provided in ATTACHMENT I.

In True North’s experience, a high level of satisfaction with a city’s communication efforts is generally
associated with and likely caused by a greater
reliance among residents on city-sponsored sources
of information such as newsletters, websites, and
related publications. This pattern holds true in
Cypress, as with the greater reliance on citysponsored information sources over the past three years has come an increase in satisfaction with the
City’s efforts to communicate with residents.
16 Scope of Work
2025 Cypress Community Survey • True North Research, Inc.

Cypress residents say they were
VERY SATISFIED with the City’s
[communications] performance.
73 %
Graphic Design & Marketing Services
Great design tells a story—and our award-winning graphic design team, led by Nadiia Ohorodnyk and Alison Than, specializes in creating visuals that resonate with residents and elevate the City’s message. With extensive experience designing for public agencies, Nadiia and Alison bring a thoughtful blend of creativity and strategy to every project. They work closely with Public Affairs Director Diana Moreno and Public Affairs Manager Brooke Hester, who bring expertise in messaging to ensure that every piece of content is not only visually compelling but also clear, purposeful, and aligned with the City’s voice.

Our design and marketing team is highly responsive, deadline driven, and fluent in all industrystandard platforms. We also emphasize collaboration, regularly providing editable files and customizable templates so City staff can easily edit materials. Since 2022, we’ve partnered with the City of Cypress to create hundreds of marketing materials—from event flyers and signature event ads to postcards, door hangers, banners, and other custom graphics. Highlights include the refreshed design of The Progress newsletter and simplified, effective graphics for social media and outreach campaigns.
17 Public Relations
Newsletter/Publication Development
We have extensive experience producing both digital and print newsletters for public agencies—including The Progress and the quarterly digital Activity Guide for the City of Cypress. Each publication is thoughtfully developed in close collaboration with City staff to ensure content is timely, relevant, and aligned with community priorities. Our team creates engaging articles and ads, pairing them with visuals that highlight local faces and familiar places. Content is gathered proactively through ongoing coordination with departments and consistent coverage of City events. The Progress has been named by residents as their top source for City news, reflecting both its wide reach and the impact of our current storytelling approach.

Scope of Work
In local government, how you say something matters just as much as what you say.

Communications LAB brings decades of public relations experience with public agencies and elected officials. In Cypress, our work has included scripting and producing State of the City remarks and Minute with the Mayor video segments, developing event scripts, writing press releases, and creating content for outreach materials, the City’s website, and its app. We also create the City’s bi-weekly e-newsletter, producing original copy and custom graphics for every edition. Our team also brings extensive expertise in media relations, story pitching and crisis communications—ensuring the City is well-equipped to communicate effectively in both day-today outreach and high-profile moments.

Community Engagement
Our team works hand in hand with City staff to design outreach efforts that are thoughtful and inclusive.

Whether gathering input on a new park or helping shape a rebranding effort, we focus on creating opportunities for meaningful community participation.

In our work with the City of Cypress, this has included hosting public surveys and informational town halls— designed to ensure residents feel informed, involved, and heard. With experience leading everything from large-scale community events to digital engagement, we bring a strong understanding of both the City’s priorities and the voices that shape it.
18 Photography and Video Services
From behind the lens, we help bring the City’s events, programs, and priorities to life. At Communications LAB, our in-house photography and video team, led by Brian Lochrie and Jose Vazquez, is dedicated to telling Cypress’ story by capturing compelling, high-quality photo and video content.

We regularly attend all Cypress signature events, producing everything from photo albums and carousels to promotional videos, event recaps, and ongoing video series like Minute with the Mayor, Kids Night Out, and Cypress Says. To elevate production value, we also incorporate drone technology for dynamic aerial footage.

Over time, we’ve built a robust visual library that City staff now regularly use across marketing materials, the website, newsletters, social media, and more.

Social Media Content Creation & Monitoring
In today’s digital world, a strong social media presence is essential. Communications LAB manages the City of Cypress’ social media across Facebook, Instagram, X, and YouTube - ensuring content is consistent and engaging.

Each month, we collaborate with City departments to develop a comprehensive content calendar featuring 30+ original posts, along with regular stories and reels that spotlight programs, services, and events. Every caption, graphic, and video is custom-crafted and thoughtfully tailored for each platform to maximize engagement and impact.

We also monitor comments and messages daily, coordinating with staff to ensure timely responses. Over time, we’ve refined the City’s social strategy to increase reach and boost engagement. In the past year alone, Facebook reach increased by 7.4%, while Instagram reach grew by an impressive 67.7%. We’re proud to help the City show up online the same way it does in person—responsive and community-driven. Our team also conducts “social listening” for clients for whom we manage social media channels. This ears-to-the-ground service provides our clients with digital intelligence to leadership on stakeholder sentiment and potential threats.

Scope of Work

VALUE-ADDED SERVICES
Strategic Advice
Throughout our partnership with the City of Cypress, Communications LAB has served as a trusted advisor, offering strategic insight and thoughtful communications recommendations. We’ve supported the City in refining its messaging, strengthening outreach efforts, and uncovering new opportunities to elevate program visibility and deepen resident engagement.

Staff and Meeting Support
Communications LAB provides a dedicated project management team through Diana Moreno and Brooke Hester, who serve as the City of Cypress’ primary points of contact. They actively participate in meetings with City staff, offer both strategic insight and logistical support, and help ensure smooth communication and coordination across all project efforts.

Bilingual Communications
Our team includes bilingual staff fluent in both English and Spanish, enabling us to deliver inclusive, culturally responsive communications - at no added cost to the City. 4 Website and Cypress Central App Management
From homepage features and calendar posts to news stories, photos, and video uploads, our team actively manages the City’s website and Cypress Central App to ensure residents always have access to current information.

Working closely with City departments, we ensure updates reflect evolving priorities and community needs. We're also in regular contact with the City’s website and app provider to troubleshoot issues.

With experience using Granicus and MyCivic, our team provides consistent, behind-the-scenes support that keeps the City’s digital platforms running.
19 Scope of Work

OUR TEAM
Section No. 5
Arianna Barrios
Strategy & Crisis Communications
Organizational Chart
Max Lochrie
Web Development & Maintenance
Diana Moreno
Project Manager
Brooke Hester
Asst. Project Manager
Nadiia Ohorodnyk
Graphic Design
Alison Than
Graphic Design
Brian Lochrie
Photography/Video Production
Jose Vazquez
Photography/Video Production
As part of our commitment to delivering high-quality services, Communications LAB has assembled a dedicated team of professionals to work directly with the City of Cypress. Every member of this team has worked alongside City staff for years and brings a deep understanding of Cypress’ goals, expectations, and community dynamics.

Our project managers, in particular, work with the City on a daily basis—providing responsive, handson support and ensuring that projects move forward smoothly and efficiently.

The team is outlined below.
21 Arianna Barrios
701 E. Chapman Avenue
Orange, CA 92866
949-215-5539 ext. 101
[email protected]
Summary
Exceptional performance in
identifying market/business
opportunities and creating
programs, promotions, and
relationships to outpace the
competition.

Strong technology experience with
team building qualifications. Awardwinning video producer, web designer, and public policy
consultant.

Elected Office
Rancho Santiago Community
College District, Trustee Area 7
Term: 2011-2020
City of Orange
Councilmember, District 1
Term: 2020 - Present
Education
Bachelor of Arts, Communications
Emphasis: Public Relations
Minor: Political Science
California State University, Fullerton
Areas of Expertise
Project Management
Strategic Communications
Media Training
Marketing Communications
Strategic Messaging
Graphic Design and New Media
Website Production
Public Policy
Government Relations
CEO, Communications LAB
Orange, CA
2013-Present
•
•
•
•
Small business owner / operator overseeing a team of highly skilled communications and government affairs professionals.

Specializing in public works, infrastructure and transportation projects
Develop community outreach strategies and public participation opportunities for public comment during CEQA/NEPA processes.

Provide strategic consultation and award-winning services to clients across the Southern California region.

Clients Under Management (partial list): Orange County
Transportation Authority, Transportation Corridor Agency, East Orange County Water District, Orange Unified School District, William Lyon Homes, LA Metro, Southern California Edison, City of Anaheim, Lumitron Technologies, OC Tax, OC Forum, South Orange County Economic Coalition, Cigna Health Care, Orange County Council of Governments (OCCOG), Santa Margarita Water District, San Bernardino County Transportation Authority.

Marketing & Communications Consultant, Barrios & Associates Orange, CA
2008-2013
• Consulting and advising candidates, elected officials, and municipalities on public policy, community outreach, and voter communications
Developing and implementing social media networks, including Blog, Facebook, and Twitter for community and voter outreach Developed successful online tactical plans and social media networks for several Orange County businesses and public figures including OC Supervisor Todd Spitzer; Orange Mayor Cavecche; Partnered on development and implementation of major theme park’s media events, and partners for national premiere Development of online, interactive promotions and Fortune 500 corporate outreach strategies
•
•
Marketing Director, Taylor Woodrow Homes / Taylor Morrison Irvine, CA
2005-2008
.

Resume: Arianna Barrios
22 •
•
•
Developed partnership with the Disneyland Resort for the Innoventions Dream Home Project and managed project from construction to launch.

Proactively developed viable marketing, public relations, and business strategies to increase product awareness.

Successfully opened new markets and implemented company’s online Internet podcasting, penetrating a larger and more diversified customer base, and reducing advertising costs by 20%.

Managed internal and external communications, and identifed media opportunities for senior management
Resume: Diana Moreno
Awards
CA State Senate Resolution No. 1155
Certificate of Appreciation from the
Santa Ana Chamber of Commerce
for Leadership in the English Works
Program
Certificate of Recognition from CA
State Controller Betty Yee Volunteer
Income Tax Assistance Program
CSU Fullerton 2010 Outstanding
Undergraduate Political Science Major
Award
Certifications
Superior Court of California Leadership
Academy (2012)
Orange County Leadership Academy
(2013)
Areas of Expertise
Project Management Strategic
Communications and
Collaboration Government
Affairs Community Outreach
Public Affairs & Policy
Diana Moreno 701 E. Chapman
Avenue Orange, CA 92866
949-215-5539 ext. 120
[email protected]
Summary
Creative and dynamic professional
with experience in media/public
relations. Proven track record
of managing demanding media
relations efforts and implementing
media strategies across traditional
and digital platforms in various
languages. Expert proficiency in
Spanish, Microsoft Office, Constant
Contact, social media strategies,
media buying and event planning.

Education
Bachelor of Arts, Political Science
Summa Cum Laude CSU, Fullerton
Director, Public Affairs
Communications LAB
Orange, CA
2021 - Present
• Delivers effective senior management services to diverse clients, including: Cigna, OCTax, City of Cypress, City of Lake Forest and various political candidates.

Specializes in public policy, strategic communications, public outreach, media strategies, communications ascertainments, project management, event planning and political campaigns.

Award-winning programs in social justice and equity
programs for municipal clients.
•
•
Account Manager, Public Affairs
2019-2021
• Account management services to diverse clients, including:

City of Anaheim, Oxford Preparatory Academy and various political candidates.

District Director, California State Senate
Sacramento, CA
2014-19
• Improved Senator’s visibility by developing/executing press strategies that articulated Senator’s district and legislative priorities to the public; corresponded with local and national media in English, Spanish and Vietnamese, arranged for
media coverage of events and press conferences.

Drafted press releases, op-eds, speeches, correspondence, newsletters and outreach materials, often produced in rapid response to breaking news.

Produced and updated content on web page, Facebook,
Twitter and Constant Contact accounts.

Conducted legislative research, monitored statewide/local issues impacting 34th district, provided policy consultations on key legislative and district issues, organized community events, recruited, trained and managed volunteers,
represented member on community task forces and public
events, served as a constituent liaison with state agencies. •
•
•
Policy Advisor, District Representative & Legislative Aide, County of Orange
Santa Ana, CA
2011-2014
Co-managed media communications
Planned district-wide community events to provide
underserved communities with information and services.

Provided recommendations on County budget, operations,
programs and proposed departmental actions and issues.
23 •
•
•
Education
Associates Degree, Communications
Bachelor of Arts, Communications & PR
Certificate, Digital Communications
Areas of Expertise
Social Media Management
Strategic Communication
Community Outreach
Public Affairs
Event Management
Program Proficiency
Event Management
Community Engagement
Public Outreach
Short and long-form copy
Time Management
Efficient Communications
Microsoft Office
Canva
Mailchimp
Asana
SurveyMonkey
Brooke Hester
1055 E Colorado Blvd., Suite 500,
Pasadena, CA 91101
949-606-3065
[email protected]
Summary
Brooke is a dedicated professional with
a strong foundation in communications
and public relations. She excels in
managing social media platforms,
crafting compelling copy, and facilitating
public outreach initiatives. Her
meticulous approach to client relations
and strategic communication highlights
her passion for amplifying client voices
and driving successful public affairs
campaigns.

Public Affairs Manager
Communications LAB, Orange, CA April 2024-Present
• Provide comprehensive account management support for
multiple clients with a focus on government agencies.
• Perform project-specific research to support public outreach and event planning.
• Implements client-specific strategic planning and
communication goals.
• Develop and execute social media, email communication and newsletter campaigns to engage client audiences.

Public Affairs/Social Media Intern
Communications LAB, Orange, CA
August 2023-December 2023
• Coordinated event logistics and communication, ensuring successful outcomes and positive attendee experiences.
• Crafted visually appealing social media graphics with engaging copy, driving increased traffic and engagement.
• Created event newsletters that significantly increased ticket sales.

Podcast Host & Producer
Straight Up, On the Rocks
2022-2023
•Conceptualized and produced weekly podcast episodes
covering a range of topics resulting in increased listenership and engagement.
• Developed a social media strategy to promote the podcast resulting in a 40% increase in followers and a 30% increase in engagement.

Freelance Social Media Manager
Il Sole Nuova Cucina, Rancho Santa Margarita, CA
2020-2022
• Created promotional marketing deliverables for special events, resulting in increased attendance.
• Consistently posted on social media platforms, successfully engaging and growing the audience.
• Developed and maintained a cohesive brand identity across all marketing materials.

Resume: Brooke Hester
24 Brian Lochrie 701 E. Chapman
Avenue Orange, CA 92866
949-215-5539 ext. 102
[email protected]
Summary As a 25-year public affairs
professional, Brian thrives on
challenge. Working best under
pressure, he seeks out opportunities
to make a positive difference by
changing public attitudes and
informing customers’ decisions.

Education Bachelor of Arts,
Communications Emphasis: Radio,
TV, Film California State University,
Fullerton
Areas of Expertise
Project Management
Strategic Planning
Strategic Communications
Crisis Communications
Media Relations
Government Affairs
Video Production
Community Outreach
Spokesperson
President, Communications LAB
Orange, CA
2013-Present
Project Manager for Key Clients:
• Orange County Transportation Authority – I-5 South
Improvement Project
Transportation Corridor Agencies (The Toll Roads) – Tesoro Extension of the SR-241
Poseidon Resources – Huntington Beach Seawater
Desalination Facility
•
•
• San Diego Gas & Electric – South Orange County Reliability Enhancement
• County of Orange – Orange County Stormwater Program
Tactics, Skills, Program Implementation
• Strategic planning and timeline development
• Metric Measurements
• Community Outreach (Political Briefings, School Outreach, Speakers Bureau, etc.)
• Video Production
• Media Relations
• Crisis Communications Planning
• Social Media development and Online Outreach
• Multicultural Outreach
President, Faubel Public Affairs
Lake Forest, CA
2000 – 2013
Project Manager for Key Clients:
• Orange County Transportation Authority – I-5 South
Improvement Project
Transportation Corridor Agencies (The Toll Roads) – Tesoro Extension of the SR-241
Poseidon Resources – Huntington Beach Seawater Desalination Facility
•
•
• San Diego Gas & Electric – South Orange County Reliability Enhancement
• County of Orange – Orange County Stormwater Program
Tactics, Skills, Program Implementation
• Strategic planning and timeline development
• Metric Measurements
• Community Outreach (Political Briefings, School Outreach, Speakers Bureau, etc.)
• Video Production
• Media Relations
• Crisis Communications Planning
• Social Media development
• Online Outreach
Resume: Brian Lochrie
25 Nadiia Ohorodnyk
701 E. Chapman Avenue
Orange, CA 92866
949-215-5539 ext. 107
[email protected]
Summary
Nadiia Ohorodnyk is an innovative
Senior Graphic Designer with over 5
years of experience creating impactful
visual solutions that enhance brand
engagement and business growth.

She specializes in brand identity,
packaging, printing, social media, and
web design, translating client visions
into compelling designs across digital
and print media. Known for efficiently
managing multiple projects, Nadiia
consistently delivers high-quality work
on time and within budget.

Education
Bachelor of Journalism & Arts: Taurida
National University (Ukraine, Kyiv)
Certificates in Graphic & Web Design
Areas of Expertise
Branding
Printing Design
Digital Design
Packaging Design
UI Design
Photography
Email Marketing Design
Tactics & Skills
Adobe Photoshop
Adobe Illustrator
Adobe InDesign
Figma
Webflow
Wix
Wordpress
Klaviyo
Hubspot
Senior Graphic Designer, Communications LAB
Orange, CA
2024-Present
• Branding and Packaging: Develop branding solutions and packaging designs that communicate brand values and enhance product visibility.

Digital Assets: Create engaging digital assets, including social media graphics and promotional materials, ensuring consistency across platforms.
•
• Print Materials: Design high-quality print materials, such as brochures and banners, with a focus on detail and visual impact. • Web Design: Design user-friendly website layouts to enhance user experience (UX) and improve engagement and conversion rates.

Logo Development: Craft unique logos and brand identities that resonate with target audiences through effective typography and color use.

Photo Editing: Execute photo editing and retouching to create polished visuals that align with branding guidelines.
•
•
Graphic & Web Designer, Preventous Cosmetic Medicine
Calgary, AB
2023-2024
• Spearheaded the creation and implementation of the clinic’s visual branding strategy, ensuring consistency across all touch points, including social media, web, and print designs.
• Designed and maintained WordPress websites, enhancing UX/UI to improve patient engagement and conversion rates.

Developed and executed email marketing campaigns using Klaviyo, driving a 25% increase in open rates and a 15% increase in clickthrough rates.

Regularly updated and optimized visual content for the clinic’s digital platforms, resulting in a 30% increase in online consultations. •
•
Graphic Designer & Social Media Manager, TRE-X Agency
Kyiv, Ukraine
2021-2023
• Created and executed visually compelling campaigns across various platforms, including digital ads and social media graphics, resulting in a 150% increase in audience engagement.

Developed unique brand identities for clients, focusing on logo design, typography, and color palettes that resonate with target audiences and reflect brand values.

Designed promotional materials, including brochures, flyers, and banners, ensuring a cohesive and visually appealing representation of the brand.

Analyzed campaign performance metrics to refine designs and strategies, leading to a 20% improvement in ROI for digital advertising efforts.
•
•
•
Resume: Nadiia Ohorodnyk
26 Education
Bachelor of Arts, Social Ecology:

University of California, Irvine
Areas of Expertise
Strategic Communication
Negotiations Public Speaking
Community Outreach Logistics
and Planning Finance Event
Management
Tactics & Skills
Community Engagement
Leadership Event Management
Public Outreach Negotiations
Time Management Efficient
Communications
Alison Than
701 E Chapman Avenue
Orange, CA 92866
O: 949-215-5539
C: 949-606-3065
[email protected]
Summary
Brooke is a dedicated professional with
a strong foundation in communications
and public relations. She excels in
managing social media platforms,
crafting compelling copy, and facilitating
public outreach initiatives. Her
meticulous approach to client relations
and strategic communication highlights
her passion for amplifying client voices
and driving successful public affairs
campaigns.

Graphic Designer
Communications LAB
2024-Present
• Provide comprehensive account management support for multiple clients with a focus on government agencies.
• Perform project-specific research to support public outreach and event planning.
• Develop & Implement client-specific strategic planning and communication goals.
• Develop and execute social media, email communication and newsletter campaigns to engage client audiences.

Financial Representative
JPMC / Massmutual /
Automobile Club of Southern California
•
•
•
•
•
•
Securities Industry Essentials, Series 6, 63, Life Insurance Developed long term strategies to maximize return on investments.

Advised clients on suitability of financial vehicles / products.

Conducted financial education workshops to maximize clientele assets.

Developed book of business through interpersonal relationships.

Prospected clients to add value to their existing financial needs.

Communications Specialist
Orange County Mosquito and Vector Control District
• Negotiated design contracts for professional instillation projects targeting wastewater management in accordance to Integrated vector management (IVM) programs peer CA state compliance (DCPH).

Grew and nurtured municipal relationships to develop
communications strategies with District Trustees and municipal partners to increase awareness and local participation in the prevention of vector borne disease via public campaigns.

Increased public outreach events by 40% over a four year period. •
•
Program Director / Volunteer Coordinator
Newport Bay Conservancy
2020-2022
• Developed new strategies for community engagement as liaison to the Bay and watershed managing partners (i.e., Department of Fish and Wildlife, California Coastal Commision, OC Parks, and the City of Newport Beach.

Created and developed environmental estuarine habitat and watershed curriculum to meet CA educational standards for Advance Placement (H.S.)
Served as the point person for collaborative and strategic partnerships for watershed management.
•
•
Resume: Alison Than
27 Resume: Max Lochrie
Education
Bachelor of Arts, 2023
Music Industry & History
UCLA
Associate of Arts, 2021
Jazz Performance
Los Angeles City College
Max Lochrie
701 E. Chapman Avenue
Orange, CA 92866
949-215-5539
[email protected]
Areas of Expertise
Logic Pro X
Ableton Live
Pro Tools
Adobe Creative Suite
Adobe Premiere
Wix Design Studio Web Platform
6+ Years of Jazz Guitar
4+ Years of Classical Guitar
Awards & Service Record
Herb Alpert Scholarship UCLA 2021
Marrion Suovanen Classical Guitar
Award LACC 2019
BSA Eagle Scout Award - 2017
Summary
UCLA Alumni with a Bachelor of Arts
degree from the Music History and
Industry program which has equipped
Max with the skills to execute a wide
variety of creative positions with the
utmost proficiency. Max’s objective is to
provide efficient creative insight to client
website projects applying his technical
skills to the delivery of strong, brand
cohesive websites.

Music Studio Consultant
UCLA Res Life
2022 - 2023
Assistant to General Manager
The Lodge Room
2022 - 2023
Web Developer
Communications LAB
Orange, CA
January 2023 - Present
•
•
Currently working as a website developer and designer for top tier makreting & outreach firm
Responsible for designing and launching several websites including SaveOCHorses.Com, NOCpublicsafety.com, and
OCHopecenter.org.

Provides client guidance on technical and stylistic web interfaces with quick and efficient project turnaround times, Strong programming and design principals.
•
•
Audio Engineer
Playground Studios
January 2024 – Present
•
•
•
•
•
•
•
•
•
Assisted in day-to-day studio operations, including setting up workstations, sourcing equipment, providing guidance to students interested in recording at the University facilities.

Coordinated and planned events such as the Res Life concerts on the Hill series, and DAW workshops.

Coordinated logistics such as scheduling, tech troubleshooting, and front desk work.

Audio engineer and studio assistant for Grammy-award nominated producer, Jeff Gitty.

Assisted on sessions with variety of recording artists including Syd the Kid, Babyface, The Monsters & Strangerz, Theron Thomas Duties include setting up the studio for live performances, quantizing audio, tracking vocals, managing the patch bay and outboard gear, and interfacing with artists, songwriters, and producers.

Assist the General Manager in the preparation and oversight of the 500-person capacity venue located in Highland Park Los Angeles Assist in a wide variety of venue technical operations including sound and lighting set up, general production, security and ticketing check-ing, conducting research and writing band briefs.

Manage VIP hospitality, set-up green rooms for artists and special guests.
28 Cost Proposal
Section No. 6
Contractor’s fee shall be negotiated for each Task Order issued by the City on a Time and Materials, Not-to-Exceed basis and in accordance with the hourly rate schedule below. In appreciation of our partnership with the City of Cypress, Communications LAB is pleased to honor the same pricing outlined in our 2022 contract.

COMMUNICATIONS LAB BLENDED HOURLY BILLING RATES
Team Member Hourly Rate
CEO $150/hour
President $150/hour
Vice President $150/hour
Director $150/hour
Account Manager $150/hour
Assistant Account Manager $150/hour
Graphic Designer $150/hour
Videographer $150/hour
Photographer $150/hour
Web Developer $150/hour
As outlined in the chart above, our Cost Proposal is based on Communications LAB’s blended team rate of $150 per professional hour for all team members assigned to this contract. The City will have access to all that our firm has to offer at one cost-effective billing rate. This schedule of hourly rates shall remain in effect for the term of any negotiated agreement. It shall apply to contracted services outlined in the scope of work and any special projects/tasks assigned to the contractor outside said scope.

Cost Proposal - Rates
1730

COMMUNICATIONS LAB ESTIMATED BUDGET
Task / Activity Est. Hours Hourly Rate
Graphic Design & Marketing Materials 30 $150 $4,500.00
Newsletter Development (Includes
Activity Guide and The Progress) 30 $150 $4,500.00
Public Relations 4 $150 $500.00
Community Engagement 7 $150 $1,000.00
Photography Services 7 $150 $1,000.00
Video Services 10 $150 $1,500.00
Social Media Content 20 $150 $3,000.00
Social Media Monitoring 7 $150 $1,000.00
Website & Cypress App 10 $150 $1,500.00
MONTHLY ESTIMATED TOTAL (Minimum of 166 Professional Hours) $18,500.00 ANNUAL NTE AMOUNT (Minimum of 2,000 Professional Hours) $222,000.00 Our Estimated Budget includes all the services outlined above, including completion of the City’s quarterly Recreation Activity Guide to holistically approach the City’s known needs. Pricing is based on a review of the past 24 months of professional hours expended by Communications LAB and assigned Task Orders from the City of Cypress.

That review showed Communications LAB provided the City:
2,094 Professional Hours in FY 23-24 @ Total Cost of $232,832 3,639 Professional Hours in FY 24-25 @ Total Cost of $214,587* At a minimum, Comm LAB proposes continuing the same level of support as FY 23-24 at the discounted pricing shown above. This represents a 30% professional discount to the City and a $93,000 savings to taxpayers.

It is important to note that this estimate does not include direct costs such as printing and social media advertising.

Communications LAB remains open to further negotiation of these costs at the City’s discretion. *All Invoicing and Payments for FY 24-25
Cost Proposal - Budget
31 APPENDIX
Section No. 5
AUTHORIZED SIGNATURE: _______________________________ DATE: _____________ I accept the terms and conditions of this proposal.

NAME: ___________________________________ TITLE: ________________________ Please print or type name
Does this person have the authority to contract for your firm:

COMPANY:
_________________________________________________________________________ ADDRESS:
_________________________________________________________________________

CITY/STATE/ZIP
_________________________________________________________________________ YES NO
TELEPHONE: ( )

AUTHORIZATION
Arianna Barrios CEO
Barrios and Associates, LLC DBA Communications LAB
701 E Chapman Ave.

Orange, CA 92866
949 215-5539
06/12/2025
701 E. Chapman Ave.

Orange, CA 92866
O: 949-215-5539
F: 949-215-5549
E: [email protected]
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DESIGN & DEVELOPMENT AGENCY
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Our Journey
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Case Studies
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11 ENCYPHERS Page No.2
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Since 2016
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ENCYPHERS was established in 2016 and till now we have helped hundreds of businesses. At ENCYPHERS, the most important thing to us is to create value for our clients and partners and in this while, for ourselves too! We do this by creating mutually beneficial relationships that last years and allow us to grow together with the people for whom we work.

We epitomize the fusion of artistry and technological
prowess, setting a new standard in digital
advancement. With a commitment to innovation, we
orchestrate tailored digital solutions that redefine
industry standards, propelling businesses into the
future with precision and finesse U

ENCYPHERS
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ENCYPHERS
ENCYPHERS Page No.3
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We embarked on this journey with a vision of
making a difference in the digital landscape.

Since its inception, it has evolved into a
dynamic force, combining innovation and
expertise to navigate the ever-changing
currents of the digital realm.With a relentless
commitment to excellence, ENCYPHERS
continues to carve its path as a trusted partner
for businesses seeking to thrive in the digital
age.

ENCYPHERS Page No.4
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Web Development
App Development
UI/UX Design
Digital Marketing
Artificial Intelligence
Ecommerce Development
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Analysis
Strategy and planning
Design and Development
Test and Deployment
Maintenance and upgrade
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Accountability
Commitment
Consistency
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CHALLENGE
ZILLABEAU faced hurdles in custom
integrations, website UX design, and
ongoing website management. Faced
Challenges like Optimizing Website
Performance, And Standing Out In
The Competitive Market Were Key
Hurdles.

SOLUTION
Encyphers addressed custom
integrations, UX design, and website
management challenges with precision.

Their seamless integrations, captivating
UX designs, and streamlined processes
revived ZILLABEAU's digital presence,
enhancing user engagement.

ZILLABEAU
ZILLABEAU is a fashion brand providing
best beauty nails products and services on
the market, specializing in high-end
Korean and Japanese nail products.

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VISUAL IDENTITY
We recommended refreshing ZILLABEAU visual identity
with modern branding elements and a cohesive design
language, aligning it with contemporary market trends to enhance brand recognition and appeal.

ENCYPHERS Page No.9
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We proposed Raleway.

Introducing clear and legible fonts
that reflect ZILLABEAU's brand
personality and ensure a
consistent and engaging visual
experience across all digital
platforms.

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The collaboration with Encyphers led to a
transformed ZILLABEAU eCommerce
store, marked by enhanced functionality,
user-friendliness, and a significant boost
in online sales, firmly positioning
ZILLABEAU as a standout player in the
fashion industry.

ENCYPHERS Page No.11
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OUR PORTFOLIO ENCYPHE
RSPageNo.12
[email protected]
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ZILLABEAU is a well-known
Korean beauty brand celebrated for
specializing in high-end Korean
and Japanese nail products. Our
team designed and developed a
bespoke theme, ensuring a visually
captivating and user-friendly online
store. Additionally, we facilitated
smooth product and order
migration, ensuring a seamless
transition and an enhanced
shopping experience.

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HFLORASTOREbased in
ByronBay, Australia, isofferinga
boutiquecollectionofhandmade
ceramics including, compotes, candle holders, vases and tableware styling pieces for florists We meticulously coded a fully customized website fo r
OhFlorastore, from
homepagetocartpage. Tailored sections on pro
duct
pageshighlightessential features. Custom-coded pages enhance functionalit y. Integrated powerful apps drive sales and optimize performance. OH FLORA STORE ENCYPHERS Page N o.14
[email protected]
In
tegratingCustomSolutions into their existing infrastructu re
necessitatedmeticulous
coordinationandtechnical proficiency In the collaboration betwee n
SHOPREVELRYandEncyphers, a multitude of challenges arose spanning various service domains. Crafting an effective Marketing Strategy demanded keen market insights and innovative approaches. SHOP REVELRY ENCYPHERSPageNo.15
[email protected]
Mesh Yoga, one of our key clients,
Recognizing the need for improved
branding, we conducted a thorough
revamp, implementing a solid
branding strategy, identity design,
and user-centric website.

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This transformation positioned
Mesh Yoga as a powerful and
captivating brand.

ENCYPHERS Page No.16
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WEBSITE

DEPLOYING ENGAGING
UI/UX
We redefined the UI/UX experience for
Brilliant Earth, crafting a visually captivating
and user-centric digital platform that
seamlessly reflects the brand's identity while
enhancing the overall shopping experience
for its customers.

ENCYPHERS Page No.17
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MOBILE
UI/UX

INTUITIVE

USER EXPERIENCE
We elevated the mobile UI/UX design for HIERESS HILLS,
delivering an intuitive and visually appealing mobile
platform that enhances the shopping experience for
customers on the go, while staying true to the brand's
identity.

ENCYPHERS Page No.18
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FOUNDER OF

ENCYPHERS
His journey began as a Full Stack Engineer with a
passion for technology during his computer science
education, leading to establishing his own digital
agency. With a diverse client portfolio, his company
aims to offer customized solutions, from software
development to targeted marketing campaigns. His
mission is to empower businesses of all sizes to thrive in eCommerce by leveraging his expertise and
passion for innovation.

As a digital leader, Aafaq has built
a successful career helping mid
and large-scale businesses expand
their eCommerce capabilities
through tailored solutions, thanks to
his extensive industry experience
and deep understanding of the
latest trends.

Aafaq Sikandar
Founder of ENCYPHERS
ENCYPHERS Page No.19
www.encyphers.com [email protected]

ENCYPHERS

TESTIMONIALS
What our customers say
Founder & CEO of Appoynt
Kwame Agyei
appoynt.co.uk
“Encyphers output helped us
improve our online presence
and makes lead generation
an easier process.”
CEO &Co-Founder, Revitalize Energy
“Encyphers still made
every change we ask for
in the final version, even
after multiple exchanges.”
Kyle Guinness
myrevitalize.com
ENCYPHERS Page No.20
www.encyphers.com [email protected]
+1 718 312 8022
www.encyphers.com
[email protected]
Tap here

GET IN TOUCH
Get In Touch
ENCYPHERS Page No.21
Chesapeake Bay
Foundation

ENCYPHERS

CITY OF CYPRESS

ENCYPHERS
PREPARED BY:

Aafaq Sikandar

ENCYPHERS llc
Jeff Draper

CITY OF CYPRESS
Prepared on:

June 5, 2025
PREPARED FOR:

Letter of Interest
Encyphers

1983 Marcus Avenue, Suite 204

New Hyde Park,NY,11042

Date: June 5, 2025

To: Jeff Draper

Subject: Proposal Submission for Communications and Marketing Services

Hello Jeff Draper,

We are excited to submit our letter of interest for the City of Cypress’s Request for Qualifications (RFQ) for Communications and Marketing Services. ENCYPHERS brings a proven track record of delivering innovative, high-impact solutions tailored to municipal and private-sector clients. Our expertise in graphic design, digital marketing, public relations, and multimedia content aligns seamlessly with the City’s goals to enhance community engagement and promote Cypress’s vibrant identity. Attached, please find our portfolio showcasing successful projects that demonstrate our ability to meet and exceed the RFQ’s requirements.

At ENCYPHERS, we pride ourselves on combining creativity with strategic execution. Our team is adept at working in fast-paced environments, delivering dynamic designs, compelling narratives, and robust digital campaigns under tight deadlines. We understand the City’s need for proactive, independent contractors who can elevate outreach efforts while adhering to Cypress’s branding and communication standards. We are eager to collaborate with your team to craft a tailored marketing plan that resonates with residents, businesses, and visitors alike.

Sincerely,

Aafaq Sikandar

Founder & CEO, Encyphers

+1 7183128022

Company Overview
About ENCYPHERS

Established in 2016, ENCYPHERS is a premier digital agency delivering innovative solutions across web development, UI/UX design, and advanced eCommerce platforms. Our commitment to excellence and technical expertise empowers businesses to thrive in the ever-evolving digital landscape. We have helped hundreds of businesses, combining artistry with cutting-edge technology to redefine industry standards.

Our Mission

Our mission is to empower organizations by delivering customized, usercentered digital experiences that drive engagement, enhance operational efficiency, and ensure long-term growth. We focus on crafting solutions that are tailored to the unique needs of each client.

Our Core ValueP
Integrity: We are transparent, honest, and ethical in all our engagements
Innovation: We continuously push boundaries to deliver cutting-edge solutions
Client-Centric: Our clients' success is our success. We prioritize collaboration and lasting partnerships
Excellence: We deliver high-quality solutions with precision and attention to detail.

Here are some of our Projects from the past:

Meet the expert team behind this project:

Company’s Portfolio

Team

UNDERSTANDING OF RFP
The City seeks a strategic partner capable of delivering high-quality, innovative, and proactive communication services to engage residents, promote tourism, and enhance the City’s digital and print presenceB X< Graphic Design & Marketing Materialj
+ The need for dynamic, original designs that align with existing branding while allowing creative flexibilityB
+ Deliverables must be provided in editable formats for future customization by City staffB
+ Tight deadlines and quick turnarounds are expected, requiring advanced proficiency in design softwareB
#< Newsletter DevelopmenL
+ Bi-monthly or quarterly electronic and print-ready newsletters to highlight City activities, economic development, and tourismB + Content must be original, engaging, and sourced proactively from City staff and community stakeholdersB
+ Distribution across website and social media platformsB < Public Relations & Community EngagemenL
+ Crafting press releases, email blasts, media advisories, and scripts with strong editorial skillsB
+ Proactive community engagement strategies to foster trust and participation, tailored to specific City initiativesB
=< Multimedia Production (Photography & Videographyg
+ High-quality visuals of City events, facilities, and businesses for marketing and archival purposesB
+ Drone capabilities for aerial footage (preferred)B
+ Ownership of all media by the City, with digital storageB < Social Media ManagemenL
+ Active presence on Facebook, Instagram, X, YouTube, and other platformsB
+ Campaign development, real-time monitoring, and timely responses to public inquiriesB
< Website & Cypress Central App ManagemenL
+ Regular updates, UX/UI improvements, and coordination with the City’s website provider/
+ Optimization of forms and user-friendly content layouts.

UNDERSTANDING OF RFP
Proposed Solution & Strategy

1. Integrated Branding & Design Approac0
M Brand Consistency with Creative Innovation: We will build upon the City’s existing branding while introducing fresh, modern designs that resonate with diverse audiences (residents, businesses, tourists)4 M Modular Design System: All templates (flyers, newsletters, social media posts) will be created in editable formats, allowing City staff to adapt them for future campaigns effortlessly4
M Rapid Turnaround Workflow: Utilizing cloud-based collaboration tools (Figma, Adobe Creative Cloud Libraries), we will ensure quick revisions and approvals, even under tight deadlines.

2. Proactive Content Development & Storytellin>
M Editorial Calendar: A structured schedule for newsletters, press releases, and social media content, ensuring consistent messaging and timely coverage of City events4
M Community-Centric Stories: We will proactively gather narratives from residents, business owners, and City staff to create compelling, authentic content that fosters engagement4
M Multilingual Outreach (if needed): To ensure inclusivity, key materials can be translated into languages prevalent in Cypress.

3. Advanced Multimedia & Drone CapabilitieT
M Event Coverage: Our team will attend City events with professionalgrade equipment (DSLRs, 4K video cameras, drones) to capture high-resolution photos and videos4
M Archival & Accessibility: All media will be tagged, categorized, and stored in a cloud-based DAM (Digital Asset Management) system for easy retrieval and future use.

UNDERSTANDING OF RFP

4. Data-Driven Social Media & Digital StrategP
q Platform-Specific Campaigns: Tailored content for each platform (e.g., Instagram Reels for events, Twitter/X for quick updates)6 q Engagement Monitoring: Using tools like Hootsuite and Sprout Social, we will track interactions, respond to comments within 24 hours, and provide monthly analytics reports6
q Paid Boost Strategy: For high-priority campaigns (e.g., major events, economic development initiatives), we will recommend targeted ad spend to maximize reach.

5. Granicus-Optimized Website & App Managemenn
q UX Audits & Improvements: We will conduct usability tests to identify pain points and implement enhancements (e.g., streamlined navigation, mobile optimization)6
q Form Conversions: Redesigning PDF forms into fillable web forms to improve user experience and reduce staff processing time6 q Granicus Integration: Leveraging our experience with Granicus, we will ensure seamless updates and troubleshoot technical issues promptly.

6. Community Engagement & TransparencP
q Two-Way Communication: Interactive tools like live Q&A sessions, polls, and virtual town halls to gather resident feedback6 q Metrics for Success: Regular reporting on KPIs (e.g., newsletter open rates, social media engagement, website traffic) to measure impact and adjust strategies.

Timeline and approach
Understanding the urgency and structured approach required by the City of Cypress, we have developed a detailed 8-week onboarding and execution plan to ensure seamless integration, rapid delivery, and long-term alignment with the City’s communication goals. Below is our phased approach, tailored to the RFQ’s specifications:

Phase 1: Discovery & Strategy Development (Weeks 1-2)

Week 13

Kickoff Meeting: In-depth discussion with City staff to understand branding guidelines, key messaging priorities, and past campaign performance;

Asset Inventory: Audit existing marketing materials, social media accounts, and website analytics to identify gaps and
opportunities;

Stakeholder Interviews: Engage with department heads (e.g., Recreation, Public Safety) to gather insights on community engagement needs.

Week 23

Strategy Documentation: Present a Communications
Playbook outlining content pillars, tone of voice, and approval workflows;

Brand Alignment Workshop: Collaborate with City staff to refine visual identity (e.g., color schemes, typography) while ensuring flexibility for creative evolution;

Granicus Training (if needed): Familiarize our team with the City’s CMS to streamline future updates.

Phase 2: Content Creation & System Setup (Weeks 3-5)

Week 33

Graphic Design Sprint: Deliver first drafts of 5–10 templates (e.g., event flyers, social media banners) using Adobe Creative Suite, adhering to the RFQ’s requirement for editable formats;

Newsletter Framework: Develop a modular design for the bimonthly newsletter, including placeholder sections for City updates, resident spotlights, and event calendars.

Timeline and approach
Week 4`
P Multimedia Production: Attend 1–2 City events to capture highresolution photos/videos (with drone footage, if applicable), stored in a shared DAM (Digital Asset Management) system for City staff accessi
P Social Media Calendar: Launch a 3-month content plan with preapproved posts, leveraging tools like Hootsuite for scheduling and monitoring.

Week 5`
P Website Enhancements: Implement UX improvements (e.g., streamlined navigation, mobile optimization) and convert 2–3 key PDF forms into web-based fillable formsi
P Community Engagement Pilot: Roll out a survey (via SurveyMonkey or Cypress Central App) to gauge resident preferences for communication channels.

Phase 3: Review, Training & Go-Live (Weeks 6-8)

Week 6`
P Content Refinement: Incorporate City feedback on designs, newsletters, and social media posts. Conduct A/B testing for email blast subject linesi
P Press Release Drafts: Submit 3–4 samples showcasing different tones (e.g., formal announcements, community success stories).

Week 7`
P Staff Training: Conduct hands-on sessions for City teams on Granicus updates, social media response protocols, and brand asset usagei
P Crisis Communication Plan: Develop a protocol for rapid response during emergencies (e.g., natural disasters, public safety incidents).

Week 8`
P Campaign Launch: Officially deploy the first newsletter, social media campaigns, and updated website elementsi
P Performance Baseline Report: Share metrics (e.g., social media engagement rates, website traffic growth) to establish KPIs for future reviews.
commitments
At ENCYPHERS, we understand that this is not just a project but a longterm collaboration to enhance community engagement, promote transparency, and elevate Cypress’s brand as a thriving, welcoming city.

1. Proactive & Independent Executiob
"Go-Getter" Approach: As highlighted in the RFQ, we will anticipate needs—not just react to them. Our team will actively seek stories, events, and opportunities to showcase Cypress’s vibrancy without waiting for directives=
Fast-Paced Delivery: Tight deadlines are a guarantee in municipal communications. We commit to 24-hour turnarounds for urgent requests (e.g., emergency alerts, last-minute event promotions) and 3-day standard delivery for routine projects (e.g., newsletter layouts, social media graphics).

2. Creative Excellence with Brand Consistenc
Dynamic Designs, Unified Vision: While the RFQ calls for creativity beyond existing branding, we will ensure all materials—from social media posts to printed brochures—maintain a cohesive, professional identity that residents recognize and trust=
Future-Proof Assets: All deliverables (e.g., Adobe Illustrator files, Canva templates) will be fully editable by City staff, empowering your team to adapt content long after our initial work is complete.

3. Community-Centric Engagemenf
Listening First: We won’t just broadcast messages; we’ll amplify resident voices. Monthly sentiment analysis (via social media monitoring and surveys) will inform our strategies, ensuring campaigns reflect what matters most to Cypress’s diverse population= Accessibility for All: From ADA-compliant PDFs to multilingual content (Spanish, Korean, etc.), we’ll ensure no resident is left out of the conversation.
commitments

4. Measurable Results & TransparencI
a Data-Driven Adjustments: Quarterly reports will track KPIs like4 a Social media engagement (likes, shares, comments
a Website traffic (time on page, click-through rates
a Newsletter open rates (benchmarked against industry standards a Transparent Pricing: No hidden fees. Our proposals will include lineitem costs for each service (e.g., drone footage, additional design rounds), so the City always knows where its budget is allocated.

5. Long-Term Innovation & FlexibilitI
a Evolving with Cypress: Over the 3-year contract (and optional extensions), we’ll regularly refresh strategies to align with emerging trends—whether it’s adopting new platforms (e.g., TikTok) or integrating AI tools for smarter analytics
a Scalable Support: As the City grows, so will our services. Need to add a tourism campaign or crisis communications plan? We’ll have prenegotiated rates for seamless expansion.

6. A True Partnershi<
a Your Goals Are Our Goals: We don’t just serve clients; we invest in their success. For Cypress, that means4
a Celebrating milestones (e.g., anniversaries, award wins) with tailored campaigns
a Protecting your reputation with rapid-response protocols for potential PR challenges
a Saving your team time by handling day-to-day communications, so staff can focus on serving residents.

Unique value preposition
The City of Cypress’s RFQ outlines a clear need for a strategic, innovative, and results-driven communications partner—one that can elevate the City’s brand, engage its diverse community, and deliver measurable impact. At ENCYPHERS, we don’t just meet these expectations; we exceed them by combining cutting-edge creativity, municipal expertise, and a relentless focus on your goals.

1. Unmatched Expertise in Municipal Communication$

Proven Success with Government Clients: Unlike generic marketing agencies, we have direct experience working with municipal entities, understanding the unique challenges of public-sector
communications—from transparency requirements to community trust-buildingH

Granicus Proficiency: The RFQ highlights a preference for Granicus experience. Our team has successfully optimized Granicus-powered platforms for other cities, streamlining content updates, form conversions, and resident engagementH

Crisis-Ready: We’ve managed emergency communications (e.g., natural disasters, public safety alerts) for other clients, ensuring Cypress will have a partner capable of rapid, accurate responses when needed most.

2. Creativity That Delivers Real Result$

Award-Winning Design & Storytelling: The RFQ calls for “dynamic and original graphic designs” and “engaging content.” Our portfolio showcases visually stunning, high-impact campaigns (e.g., ZILLABEAU’s 40% engagement boost) that resonate with target audiencesH

Beyond Templates: While competitors rely on cookie-cutter solutions, we customize every asset—from newsletters to social media posts— to reflect Cypress’s unique identity and strategic objectivesH

Drone & Multimedia Capabilities: Few firms offer in-house drone videography, a skill explicitly preferred in the RFQ. We’ll capture breathtaking aerial footage of City events, parks, and infrastructure at no extra cost during the onboarding phase.

Unique value preposition

3. Proactive, Not Reactive—Your "Go-To" PartneK
Anticipating Needs: The RFQ emphasizes the need for a contractor who can work independently with minimal guidance. Our team operates as an extension of your staff, proactively identifying opportunities (e.g., untold resident stories, underpromoted events) rather than waiting for assignments4
Fast Turnarounds Without Sacrificing Quality: Tight deadlines? We thrive under pressure. Our agile workflows ensure same-day drafts for urgent requests (e.g., breaking news) and 48-hour delivery for standard projects (e.g., event flyers).

4. Data-Driven Strategies for Maximum Impacp
Metrics That Matter: We don’t just create content; we optimize it.

Using tools like Google Analytics and social listening platforms, we’ll track KPIs aligned with the RFQ’s goals (e.g., newsletter open rates, social media engagement) and refine strategies quarterly4 Community Feedback Integration: Our “Resident Pulse” surveys (conducted via the Cypress Central App) will ensure campaigns reflect what residents truly care about—building trust through responsiveness.

5. Cost-Effective, Transparent & Scalabl_
No Surprise Fees: Competitors often nickel-and-dime for revisions or additional services. Our proposals include clear, upfront pricing with flat-rate options for recurring deliverables (e.g., monthly newsletters)4
Future-Proof Flexibility: As Cypress’s needs grow, so can we. Need to add a tourism campaign or a business retention initiative? Our contract includes easy scalability with pre-negotiated rates for addons.

6. Long-Term Partnership Focu

Your Success is our Success: We’re not just vendors; we’re invested partners. Over the 3-year contract (and beyond), we’ll" Celebrate Cypress’s milestones (e.g., anniversaries, awards) with tailored campaigns4
Protect your reputation with crisis communication plans and 24/7 support4
Train your team on best practices, empowering staff to take ownership of simpler tasks.
reference
To further demonstrate our expertise and past success in branding and design projects similar to the International Festival of Holland, we invite you to review our portfolio and client testimonials:

ENCYPHERS’ Behance Portfolio

Our Behance profile showcases

Cultural & Festival Branding Projects: Including work for multicultural events, community celebrations, and nonprofit organizations

Logo & Graphic Design Case Studies: Highlighting our process from concept to final delivery

Client Feedback: Testimonials from municipalities and cultural institutions.

Behance

Client Contact Info
We’ve successfully delivered comprehensive digital solutions for clients across industries, ensuring seamless transitions and measurable results. Below are highlights from recent engagements
¡ Frankie4

Lauren, CEO | Aug 2022 – Oct 2023

We provided end-to-end solutions including custom web
development, hosting migration, and complete branding. Our work transformed their digital presence, improving user engagement by 45% while maintaining robust site performance through ongoing maintenance
s Yardsale

Kelly McGhee, CEO | May 2024 – Jan 2025

From initial branding/logo design to full website development and cloud migration, we created a cohesive digital experience. The new platform increased conversion rates by 30% and established a reliable foundation for their seasonal traffic spikes
g Seisuke Knife

Tu David Phu, Manager | May 2024 – Nov 2024

Our 360° approach encompassed SEO-optimized web
development, CRO enhancements, and brand refinement. Strategic improvements drove a 60% increase in organic traffic while our managed hosting ensured optimal site reliability.

[email protected]

pricing
To align with the project requirements outlined in the RFP, we have carefully structured a resource allocation plan that ensures high-quality delivery while maintaining cost-effectiveness. Below is the detailed pricing breakdown based on resource roles, hourly rates, and estimated hours.

RESOURCE HOURLY RATE HOURS SUBTOTAL

PROJECT $100 30 $3000

MANAGER

GRAPHIC $110 70 $7700

DESIGNER

SOCIAL MEDIA $80 50 $4000

MANAGER

WEB $100 60 $6000

DEVELOPER

MULTIMEDIA $90 35 $3150

SPECIALIST

CONTENT $85 40 $3400

STRATEGIST

COMMUNITY $60 30 $4000

COORDINATOR

SUBTOTAL 315 $29050

Proposal for Communications and
Marketing Services
The City of Cypress
May 23, 2025
Seattle New Media
Erik J Runbeck
5608 17th Ave. NW, Suite 581
Seattle, WA 98107
Email: [email protected]
Office Phone: 206-414-9687 Direct: 206-779-4455
2 5608 17th Ave NW, Ste 581
Seattle, WA 98107
[email protected],
[email protected]
206-414-YOUR (9687)
May 23, 2025
Jeff Draper
Recreation and Community Services Director
The City of Cypress
Dear Mr. Draper,
We are pleased to submit our proposal for Communication and Marketing Services for the City of Cypress (City). At Seattle New Media, we specialize in delivering integrated creative solutions that elevate municipal brands and foster meaningful community engagement through strategic design, content, and digital outreach.

We understand that City’s goals include proactive community outreach, dynamic branding, and effective digital communications—areas where our specialized team excels. We are committed to delivering innovative graphic design, engaging content, high-quality photography and video, and active social media presence, all tailored to reflect the City’s values of accessibility, transparency, and service.

Our approach emphasizes collaboration, creativity, and responsiveness, ensuring your outreach evolves effectively over time. We look forward to the opportunity to partner with the City and contribute to your continued success.

Thank you for considering our proposal. We welcome the opportunity to partner with the City and contribute to a vibrant and well-informed community.

Sincerely,
Erik J. Runbeck
Co-Founder, Sr. Project Manager
Seattle New Media
[email protected]
206-779-4455
3 Table of Contents
# Content Page no
1 Executive Summary 4
2 Experience 6
3 Work being proposed 11
4 Cost 15
5 Terms and Conditions 19
4 Executive Summary
Introduction
The City of Cypress is known for its safe neighbourhoods, thriving community life, and commitment to transparency and public service. To continue building on this reputation, the City is seeking a strategic communications partner who can help enhance its outreach, strengthen community relationships, and bring its stories to life through high-quality content, design, and digital engagement. This proposal outlines a comprehensive solution that supports Cypress in achieving its communications goals with clarity, consistency, and creativity.

Project Understanding
The City requires a dynamic and dependable partner to deliver a full range of marketing and communication services—from graphic design and content creation to public relations, social media management, and website updates. The City’s communications strategy must be adaptable, community-centered, and visually cohesive across print and digital platforms. Just as importantly, Cypress needs a team that can work independently, meet quick turnaround times, and provide thoughtful support for both day-to-day tasks and major city initiatives.

Proposed Solution
To meet these needs, the proposed solution includes the following services:

1. Graphic Design and Creative Services
• Consistent, on-brand visuals for both digital and print applications • Editable files delivered in web-ready and high-resolution formats

2. Newsletter Development
• Bi-monthly or quarterly newsletters, optimized for email and print • Engaging layouts and content tailored to residents and stakeholders

3. Public Relations & Content Creation
• Professional writing for press releases, scripts, and city announcements • Story-driven content that highlights City programs, achievements, and events

4. Community Engagement Support
• Campaign design and outreach strategies that encourage participation • Assistance with public input processes and civic education 5 5. Photography & Video Production
• Event coverage, drone footage, and storytelling through visual media • Post-production editing for promotional use across channels

6. Social Media Management
• Content scheduling, engagement tracking, and trend-informed messaging • Platform-specific strategies to maximize reach and interaction

7. Website and Mobile App Content Updates
• Regular maintenance and content posting using the City’s existing systems • Improvements to usability and visual layout where applicable Why This Approach Works for Cypress
This proposal prioritizes Cypress’s goals: clear communication, meaningful engagement, and a unified city identity. With a streamlined process and proactive support, the City will benefit from timely execution, quality content, and consistent visual messaging across all platforms.

By maintaining a flexible, collaborative partnership, Cypress can count on a team that adapts to its evolving needs while staying aligned with its mission and voice.

Track Record in Fulfilling Similar Requests
The City will benefit from our proven track record of creating modern, responsive websites using Webflow, tailored to meet the needs of diverse clients. Our portfolio highlights projects like Health Gorilla, where we enhanced security and navigation for healthcare providers, and Dylan Galvin, where we revamped the site for improved design and interactivity. We also built custom websites like LGP Instore from scratch, ensuring a seamless, responsive user experience. Office-ally, by leveraging Webflow CMS, Salesforce, and strategic integrations, we transformed the website into a scalable, user-friendly platform, enhancing user engagement, content management, and operational efficiency. Each project showcases our ability to deliver high-quality, functional, and visually appealing digital solutions Commitment to Success
At the heart of this proposal is a shared commitment to serving the Cypress community.

Through open communication, clear timelines, and responsive collaboration, the City can be confident in a partner that supports its internal teams, enhances its external presence, and brings creative ideas to life with precision and care.

Conclusion
Seattle New Media is enthusiastic about the opportunity to work with the City. With this comprehensive solution in place, the City will be empowered to reach its residents more effectively, celebrate its accomplishments more vividly, and continue fostering a strong, informed, and connected community.
6 A. Experience
Experience with communication and marketing strategies and similar work performed Seattle New Media brings extensive experience in delivering strategic communications, content creation, and modern digital experiences for government agencies, non-profits, and civic organizations. Our team specializes in producing high-quality marketing collateral, managing public engagement initiatives, and delivering accessible, user-centered digital solutions that enhance civic transparency and community trust.We have successfully partnered with cities, planning commissions, and mission-driven organizations to execute wide-ranging communication and marketing strategies. Our work includes:
• Social Media Strategy & Content Creation: We develop monthly social calendars, create platform-optimized graphics, and write compelling captions tailored to each channel’s audience. For organizations like BIAW and regional non-profits, we’ve increased community engagement by more than 40% through consistent, brand-aligned content and storytelling.
• Campaign Development: We support civic campaigns around initiatives such as public safety, transportation, and community planning. This includes creative direction, messaging frameworks, campaign branding, and integrated digital/print deliverables that resonate with local communities.
• Public Relations and Messaging: Our team crafts press releases, email campaigns, and public service announcements that reflect a consistent voice and visual identity. We’ve supported city-wide efforts to build awareness around events, services, and policy changes.
• Graphic Design & Print Collateral: From newsletters and annual reports to event signage and utility bill inserts, our design team ensures that every visual asset aligns with brand standards and accessibility guidelines.
• Video and Multimedia: We produce short-form videos and reels for social media, city highlights, and promotional content. Our reels for city projects and initiatives have helped generate increased visibility and engagement across digital platforms.

This hands-on experience enables us to quickly understand civic objectives, execute creative solutions, and collaborate closely with internal teams to meet deadlines and deliver measurable results.
7 Relevant Web Design and Digital Communication Experience The City will benefit from our proven track record of creating modern, responsive websites using Webflow, tailored to meet the needs of diverse clients. Our portfolio highlights projects like:
• Health Gorilla: Enhanced security, structure, and intuitive navigation for a HIPAAcompliant healthcare provider portal. • Dylan Galvin: Revamped a personal brand site to elevate design, performance, and interactivity.
• LGP Instore: Built custom websites from the ground up with full responsiveness, accessibility, and modern design systems.
• Office-Ally: Leveraged Webflow CMS, Salesforce integration, and automation tools to transform the site into a scalable, user-friendly platform—boosting engagement, streamlining content management, and improving operational efficiency.

Each of these projects showcases our ability to combine design excellence with practical functionality—delivering accessible, branded, and future-ready platforms. This background directly supports the City’s need for clear, engaging digital communication and an adaptable website infrastructure that can grow alongside evolving outreach efforts.

Reputation with other municipalities
While we have not yet had the opportunity to partner directly with municipalities, Seattle New Media has delivered successful, mission-aligned digital solutions for non-profit organizations, planning entities, and private sector clients whose needs closely mirror those of municipal agencies. Our work with regional non-profits and civic-focused organizations has involved many of the same challenges municipalities face—such as serving diverse audiences, ensuring ADA/WCAG compliance, improving public communication, and creating scalable, content-rich websites. For example:
• BIAW (Building Industry Association of Washington): We built an advanced, memberdriven platform using Webflow, Memberstack, Airtable, and Make to streamline access to documents, events, and internal resources, all while aligning with state-level compliance and accessibility requirements.
• Health Gorilla: We designed a secure, highly navigable portal that addresses privacy concerns and provides a seamless experience for healthcare providers—a use case comparable to municipalities offering services across departments. • Community-Focused Campaigns: We’ve created social media strategies, public service content, and multimedia marketing materials for organizations with a strong public outreach mission, helping them increase visibility and stakeholder engagement. 8 These projects reflect our ability to deliver public-facing digital experiences that are scalable, accessible, and easy to manage—qualities that are critical in municipal environments. We are confident that the processes, tools, and stakeholder-centered approach we’ve refined through this work will translate seamlessly into successful collaborations with cities and local governments.Seattle New Media is eager to bring this experience into the municipal space, and we see this opportunity as a meaningful step toward building long-term relationships with civic partners.

References with contact information

1. Customer Name: Daylight
Contact Name: David Hwang
Title: Creative Director
Phone Number: +1 415-963-4492
Email ID: [email protected]
Website: letsenddv.org
This Webflow website was designed to educate and advocate for ending domestic violence by presenting key principles such as safety, solutions, sensitivity, transparency, expertise, and diversity. The site includes sections for principles, articles, an about page, and a newsletter, ensuring users can easily access valuable information and updates.

Key features include a clean and accessible design, downloadable resources, and seamless navigation. During development, challenges included ensuring a user-friendly experience, maintaining ADA/WCAG compliance, and structuring content for clarity and engagement. The final output was a fully responsive, visually compelling, and easy-to-navigate website that met all client expectations. The client was highly satisfied with the outcome, praising the intuitive design and seamless functionality.
9 2. Customer Name: Daylight
Contact Name: David Hwang
Title: Creative Director
Phone Number: +1 415-963-4492
Email ID: [email protected]
Website: aloftappraisal.com
This Webflow website was developed to showcase Aloft’s innovative real estate appraisal solutions, offering advanced technology, services, and professional opportunities. The site features sections such as Our Technology, Aloft University, Appraisal Services, Broker Price Opinions, For Appraisers, and For Lenders, ensuring a seamless experience for various stakeholders.

Key features include dynamic data visualizations, a user-friendly appraiser toolkit, nationwide property data integration, and a streamlined loan appraisal process. Challenges during development included structuring complex data for easy consumption, ensuring mobile responsiveness, and integrating interactive elements without compromising performance. The final product delivered a modern, visually engaging, and intuitive platform that enhances user engagement. The client was highly satisfied, praising the clear navigation, robust functionality, and seamless experience that effectively communicates Aloft’s mission and services. 10 3. Customer Name: BIAW
Contact Name: Lena Anderson
Title: Visual Designer
Phone Number: +1509-449-3004
Email ID: [email protected]
Website: biaw.com
The BIAW (Builders Industry Association of Washington) system was developed in Webflow to enhance user management, class registration, and automated workflows for members and administrators.

Key features include user authentication and membership validation via Memberstack and Airtable, dynamic class registration with pricing variations, subscription management with Stripe, and automated email notifications through Mailchimp. The development faced challenges in migrating from WordPress, setting up complex automations, ensuring seamless payment processing, and handling high-volume email communications. Despite these complexities, the final product delivered a streamlined, efficient, and user-friendly platform with improved automation and a seamless experience for members. The client was extremely satisfied with the outcome, praising the intuitive interface, automation improvements, and enhanced functionality that simplified operations.
11 B. Work being proposed
Description of work activities to be performed
Seattle New Media will deliver a modern, accessible, and easy-to-maintain website for the City through a structured, collaborative process grounded in user-centered design and efficient project management. Our team will manage the project across five core phases:

1. Discovery & Planning
• Conduct a comprehensive kickoff meeting with key City stakeholders to understand goals, audiences, content needs, and technical requirements. • Perform a content audit and competitive analysis to identify improvement opportunities in structure, accessibility, and usability.
• Develop a detailed project plan and timeline in ClickUp, including milestones, deliverables, and review points.

2. Information Architecture & UX Strategy
• Create a sitemap and user journey flows to improve information access for residents, businesses, and internal teams.
• Define key content types and map out CMS requirements for dynamic content (e.g., news, events, departments, public notices).
• Ensure alignment with ADA/WCAG 2.1 accessibility standards and mobile responsiveness.

3. Visual Design
• Develop high-fidelity mockups in Figma that reflect the City’s brand identity, modern design principles, and usability best practices.
• Present interactive prototypes to City stakeholders for feedback and refinement. • Ensure consistent visual hierarchy, intuitive navigation, and accessible color and typography choices.

4. Webflow Development
• Build the website using Webflow, ensuring fully responsive layouts, accessibility compliance, and cross-browser compatibility.
12 • Implement a custom CMS structure in Webflow to empower non-technical staff to manage and update content independently.
• Integrate required features such as:
o News & announcements
o Events calendar
o Department directories
o Document repository
o Contact forms and feedback tools
o Newsletter sign-up and optional donation forms (if applicable)

5. Quality Assurance & Launch
• Conduct a thorough round of internal and client-facing testing across devices, screen readers, and browsers.
• Perform final accessibility validation, speed optimization, and content proofreading. • Provide training sessions for City staff on managing the Webflow CMS. • Launch the website on the City’s chosen domain, with full DNS setup, security (SSL), and performance monitoring in place.

Ongoing Support (Optional)
• Post-launch support period for resolving any issues and providing content updates or enhancements.
• Optional ongoing Webflow maintenance, SEO improvements, analytics reporting, and design support.
13 Ability to meet the requirements of the proposal
Seattle New Media is fully equipped to meet and exceed the requirements outlined in this proposal. Our team brings a proven combination of technical expertise, design excellence, and project management discipline to ensure the successful delivery of the City’s website redesign.

We have a strong track record of delivering accessible, responsive, and user-focused websites using Webflow, with Figma as our primary design tool and ClickUp for project tracking and collaboration. These tools allow us to streamline communication, manage timelines effectively, and provide full visibility into the project’s progress.

We understand the City’s priorities, including:
• A modern, mobile-friendly design that is easy to navigate for residents, staff, and visitors
• Compliance with ADA/WCAG 2.1 accessibility standards
• A robust yet easy-to-use content management system (CMS) for staff updates • Tools to manage and present public-facing information such as news, events, documents, and departmental services
• An engaging, informative site that reflects the City’s identity and values Our team will work closely with City stakeholders at every step, from discovery and design to content migration, testing, and training. We prioritize stakeholder input through design reviews and iterative feedback cycles, ensuring the final product aligns with expectations and functional needs.

Our process is structured yet flexible, allowing us to deliver:
• On-time completion
• High attention to detail
• Responsive support and training
• Future scalability for additional features and integrations By combining our design and development expertise with our commitment to transparency and collaboration, we are confident in our ability to fulfill the City's vision for a modern and accessible website.
14 An acknowledgment of the acceptance of the contracting requirements set forth in the standard City contract (Attachment I)
Seattle New Media acknowledges receipt and review of the standard City contract (Attachment I) included in the RFP. We accept the contracting requirements as outlined and confirm our ability and willingness to comply with all terms and conditions specified in the agreement.

We understand the City's expectations regarding indemnification, insurance coverage, timelines, payment terms, and all other contractual obligations. Should the City select us for this project, we are prepared to promptly execute the contract without the need for substantive revisions.
15 C. Cost
Monthly detailed description of the rate for services as well as the maximum not-toexceed total for the contract Complete Pricing List
Our goal is to streamline the website's structure, ensuring it is not only easy to navigate but also optimized for search engines (SEO). This approach will help improve the website’s visibility, accessibility, and overall performance, ensuring that it effectively serves the needs of The City of Cypress and its community.

The total calculated budget will range between $45,090 - $50,580. Which averages to $47,835. Our hourly rate is $90/hr.

This table includes the modules for the website which is to be redefined and structured based on the information provided.
# Content Remarks Hour Range
1 Project Management &
Planning
Includes kickoff meetings, timeline
setup, stakeholder coordination,
progress tracking, and issue resolution.
10-12 hours
2 Brand Identity
Development
Implementation of logo, color palette,
typography, tone of messaging, and
market research for rebranding.
8-10 hours
3 Wireframing &
Prototyping
Develop wireframes (low and high
fidelity) for website architecture; conduct
user testing with stakeholders.
46-50 hours
4 UI/UX Design in Webflow
Design homepage, internal pages,
Departmental pages, other dynamic
pages and map interfaces using
Webflow’s design tools.
44-48 hours
5 Mobile Optimization &
Testing
Ensure responsive design across various
screen sizes and browsers (Chrome,
Firefox, Edge, Safari).
22-26 hours
16 # Content Remarks Hour Range
6 CMS Setup &
Configuration
Build CMS with modular templates and
assign role-based permissions; configure
content workflow
40-44 hours
7 Graphic design and
marketing material
Develop engaging and original designs
to promote the City, ensuring alignment
with branding while encouraging
creativity.
38-42 hours
8 Integration of Google
Analytics Integrate Google Analytics 1-2 hours
9 Multimedia compatibility. Integration of Videos and Images 12-16 hours 10 Newsletter development
Create and publish City newsletters to
inform residents, promote tourism, and
support economic development.
12-14 hours
11 SEO Optimization On-page SEO, URL restructuring, and metadata tagging to improve visibility. 18-20 hours
12 Accessibility & ADA
Compliance
Ensure WCAG 2.1 AA standards with
testing for screen readers, keyboard
navigation, and color contrast.
24-28 hours
13 Social media & Newsletter
Integration
Configure social media links, sharing
features, and a newsletter subscription
system.
12-14 hours
14 Public relations
Craft press releases, media advisories,
and other PR materials with strong
research and editorial skills.
20-22 hours
15 Community engagement
Conduct outreach initiatives that foster
trust, encourage participation, and align
with the City’s goals.
30-32 hours
16 Photography services
Capture high-quality photographs of
events, businesses, and landmarks for
marketing and historical records. (Third
party)
40-42 hours
17 Social media content
creation and monitoring
Maintain an engaging social media
presence, creating content and
responding to community interactions.
30-34 hours
17 # Content Remarks Hour Range
18 Video services
Film compelling videos to document
events and promote the City across
various platforms, including social media
and YouTube. (Third party)
50-52 hours
19 Website and Cypress
Central app management
Manage and optimize the City’s digital
platforms, ensuring effective
communication and seamless usability. 44-48 hours
15 Testing & debugging
Conduct QA testing on all
functionalities, including APIs, CMS
workflows, and interactive tools.
36-38 hours
16 Training & Documentation
Develop training materials and conduct
training sessions with Agency staff for
CMS and content workflows.
14-20 hours
Total Hours 501 – 562 Hours
Total Budget $45,090 - $50,580
Average Budget $47,835
18 Rates for any additional services that may be added to the contract Maintenance and support
# Monthly Maintenance
Plan
Total hours Supported
1 $499 / Month 5 hours
2 $999 / Month 10 hours
3 $1499 / Month 20 hours
4 $2999 / Month 30 hours
Monthly / Yearly Platform Charges Applicable for normal hosting # Platforms Charges Remarks
1 Webflow Workspace Approx $60 /
Month/ Seat
Webflow charges an amount for
the workspace per user on
Monthly Basis
2 Webflow Hosting Approx $50- $100 /
Month
Varies according to the plan
3 Webflow Localization Approx $10 / Month Please refer here for more details Our proposed maintenance charge will be $499/month where you can change it once the website attains its performance metrics. We will be providing 5 hours every month. For a website of this size, having a plan like this is beneficial; however, the system we're building is highly user-friendly, allowing your internal team to easily manage it. With that in mind, a smaller plan may be sufficient to meet your ongoing needs. 19 Terms and Conditions

1. We Seattle New Media will start the development of the project only once the Figma is updated with all updated copy and images.

2. If there is any additional requirement in terms of the project like new page, integrations etc. will be charged at a rate of $90/hr.

3. This estimate is based on the estimated number of hours that will be needed to complete all of this work. Seattle New Media works on an hourly basis, not a per/project cost basis.

4. If the client opts for a monthly maintenance charge, the platform charges will be covered.

We recommend for the $499/ Month initially. This plan can be adjusted in future as per the performance metrics.

5. We assume that the number and structure of the pages on the website will align with the proposed plan. We believe that any minor variations in the required pages will be accommodated through dynamic page creation, wherever feasible.

6. The client should provide the APIs related to the third-party Integrations required since it is obtained from the corresponding accounts.

7. Seattle New Media will make necessary adjustments to any pages identified during quality control checks before launch.

8. Seattle New Media will provide staff training, including video tutorials, documentation, and one-on-one sessions for effective platform use.

9. The proposed quote will remain valid for a minimum of 90 days.

RG PACIFIC PROPOSAL FOR COMMUNICATIONS AND MARKETING SERVICES Submitted to: City of Cypress
Submitted by: RG Pacific LLC
Submission Deadline: June 13, 2025
A. EXPERIENCE
About RG Pacific
Founded in 2007, RG Pacific is a full-service digital marketing and communications agency based in Los Angeles. We specialize in branding, web design, public relations, content production, and community engagement for municipalities, nonprofits, and private organizations.

We are uniquely positioned to meet the demands of the City of Cypress, offering a proactive, creative, and scalable approach to marketing and outreach.

Relevant Experience
RG Pacific has worked with a variety of public-sector clients including the City of Fontana, LARAEC (Los Angeles Regional Adult Education Consortium), and Metro, where we developed and executed multilingual digital marketing campaigns, community outreach programs, and content-driven public information strategies.

We have supported these clients through:
● Comprehensive brand and communications strategies
● Video and photography production for public events and services ● Newsletter and press release writing
● Graphic and digital design for marketing materials
● Social media campaign creation and moderation
Reputation and References
● LARAEC (LAUSD)
Contact: Jaycee Takahashi – [email protected]
Scope: Digital and print communications, community engagement, and marketing design
● City of Fontana – Police Recruitment Campaign
Contact: Sarah O’Brien – [email protected]
Scope: Campaign branding, digital ads, and multilingual marketing ● Metro – Public Outreach Initiatives
Contact: Hector Cardenas – [email protected]
Scope: Outreach strategy and content production for infrastructure projects B. WORK BEING PROPOSED
Overview
RG Pacific proposes a comprehensive communications and marketing partnership with the City of Cypress to enhance the City's visibility, engagement, and brand presence across digital, print, and public-facing platforms. Our approach emphasizes storytelling, consistency in messaging, and community-centered communication to support city initiatives, events, and strategic priorities. With deep expertise in municipal communications and public engagement, we will serve as an extension of City staff, able to operate independently, respond quickly, and maintain quality and professionalism across all content and interactions.

Our proposed work spans eight primary service categories:

1. Graphic Design & Marketing Materials
We will provide the City of Cypress with modern, polished, and impactful graphic design services for a wide range of materials. These include event flyers, seasonal activity guides, outreach posters, environmental signage, and digital-first assets like social graphics and website banners.

Our capabilities include:
● Design rooted in community identity and inclusivity, building off the City’s current brand style
● Format versatility (print-ready, social-friendly, large-format, accessible PDFs, etc.) ● Rapid response to last-minute requests with built-in production templates ● Consistent delivery of fully editable files, ensuring future use and repurposing by staff RG Pacific believes every visual asset tells a story—our work will elevate awareness of City services and programs while maintaining accessibility for residents of all backgrounds.

2. Newsletter Development
Our team will design, write, and deliver engaging bi-monthly and/or quarterly newsletters that capture the energy and innovation of Cypress. These newsletters will serve as a critical tool to update the community on policy initiatives, city events, recreation programs, infrastructure updates, and business development highlights.

Approach:
● Proactive storyboarding and planning aligned with Council priorities and seasonal happenings
● Professionally written content with accompanying visuals (photography and graphics) ● Adaptable layouts optimized for email, mobile, print, and app distribution ● Custom call-to-action sections to drive citizen involvement (e.g., surveys, town halls, registrations)
Each newsletter will not only inform but also build community pride and civic engagement.

3. Public Relations
We will act as the City's PR partner, drafting press releases, writing media advisories, and preparing scripts and talking points for City staff and Councilmembers. Our PR strategy will highlight the City's progress, respond to community developments, and reinforce transparency.

Deliverables include:
● Bi-weekly media communication templates tailored for different audiences ● City success stories and human-interest narratives to generate regional coverage ● Speech writing for community events, ribbon cuttings, and proclamations ● Crisis communications support (as needed)
We’ll also work to build stronger media relationships with local and regional outlets to expand the City’s visibility.

4. Community Engagement
RG Pacific specializes in bilingual and multicultural outreach, critical in engaging Cypress’s diverse population. We will design inclusive public participation strategies that reflect the values and voices of the entire community.

Key efforts:
● In-person engagement (e.g., town halls, workshops, pop-up booths) ● Digital input tools (surveys, feedback forms, mapping tools, QR-activated touchpoints) ● Culturally relevant messaging and translation services for outreach in Spanish, Vietnamese, and other prevalent languages
● Trust-building approaches through storytelling, visual content, and community partnerships
Our work will help the City gather meaningful input, improve policy alignment with resident needs, and foster transparency.

5. Photography Services
RG Pacific will provide high-resolution, brand-aligned photography at events, ribbon cuttings, park unveilings, and cultural festivals. We understand the value of capturing genuine moments that reflect community spirit and municipal pride.

Our services include:
● Event coverage with curated highlight reels
● Drone photography for aerial storytelling of capital improvements or large-scale events ● Staff portraits and behind-the-scenes visuals of City operations ● Curated image libraries organized by theme and event type for ongoing use These assets will become a vital part of the City’s digital archive and will serve ongoing marketing and historical preservation purposes.

6. Video Services
Video is essential in communicating the City’s value to both residents and prospective businesses. Our in-house production team will script, shoot, edit, and distribute engaging videos optimized for social, YouTube, and in-meeting viewing.

Content types include:
● Mayor’s messages and department spotlights
● “Day in the Life” civic vlogs (public works, police, youth programs) ● Highlight reels for major community events
● Short videos for use in Instagram Reels and TikTok-style vertical content All videos will include optional subtitles for ADA compliance, and we will provide source files to the City for future editing.

7. Social Media Content Creation & Monitoring
We will oversee daily management and growth of the City’s official social media channels, creating community-centered content and responding promptly to public engagement.

Deliverables include:
● Monthly content calendars and pre-approved messaging
● Design and animation for stories, carousels, and reels ● Event promotions and live event coverage
● Monitoring of comments and messages in coordination with City policy ● Targeted ad campaigns to boost reach and event attendance We will also create campaigns designed for “community shareability” encouraging resident reposts and engagement with themes like “Cypress Spotlights,” “Park of the Month,” or “Faces of Cypress.”

8. Website and App Management
RG Pacific will serve as the City’s website content support team, keeping the site dynamic, up to date, and user-friendly. With knowledge of Granicus and best practices in municipal UI/UX, we’ll ensure residents find the information they need quickly and clearly.

Scope includes:
● Updating homepage banners, news tickers, and calendar entries ● Creating special project pages (e.g., budget engagement, major events) ● Optimizing page layouts for ADA compliance and mobile usability ● Recommending new site features and coordinating implementation with Granicus We will also monitor user trends and provide monthly reports on site engagement, helping the City continuously improve its digital services.
○
Contracting Terms
We acknowledge and accept the standard Contract Services Agreement included in the RFQ without modification. RG Pacific will obtain all required insurance documentation and secure a City of Cypress Business License upon award.

C. COST
Proposed Budget: $190,000 Annually (Not-to-Exceed Total) Monthly Rate: $15,833.33
RG Pacific proposes an all-inclusive retainer of $190,000 per year to fulfill the full scope of communications and marketing services outlined in this proposal. This amount ensures the City of Cypress receives continuous, high-quality support across all requested service categories with the flexibility to scale during peak seasons or special initiatives.

Service Area Estimated Monthly Allocation
Graphic Design & Marketing
Materials
$2,000
Newsletter Development $1,800
Public Relations $2,000
Community Engagement $1,750
Photography Services $2,000
Video Services $2,250
Social Media Management $2,500
Website & App Management $1,533.33
Total $15,833.33
Annual Total: $190,000
This annual retainer includes:
● Full-service creative, production, and editorial support ● In-person coverage of city events (photography/video) ● Access to our team of bilingual content creators and community engagement specialists ● All strategy, planning, scheduling, and reporting responsibilities Additional Services (Included within Retainer):
● Drone photography/videography as needed
● Rush project execution at no additional charge (with reasonable notice) ● Spanish-language content creation and translation
● Coordination with third-party platforms (e.g., Granicus, email platforms, print vendors) This budget allows the City to have a fully integrated communications partner while maintaining cost predictability and maximizing deliverables year-round. dditional Services (as-needed):
● Spanish translation: $85/hr
● Drone services: $300/event
● Rush turnarounds (under 24 hours): $250 flat fee
D. AUTHORIZATION
NAME: Ray Galan
TITLE: President
COMPANY: RG Pacific LLC
ADDRESS: 155 N Lake Ave, Suite 800, Pasadena, CA 91101
PHONE: (323) 336-9204
EMAIL: [email protected]
AUTHORIZED SIGNATURE: _____Ray Galan________________
DATE: ____6-13-25________________
AUTHORIZED TO CONTRACT: ☑ YES

COMMUNICATIONS AND MARKETING

SERVICES
PO Box 1569
Placentia, CA 92871
Phone: 562.597.0205
E-mail: [email protected]
Web: sgamarketing.com
Communications and Marketing Services 2

TABLE OF CONTENTS

SECTION PAGE
Cover Letter 3
Experience and Qualifications 4-11
References and Sample Work 12-38
Technical Approach 39-44
Cost Estimates 45-46
S. Groner Associates 3

COVER LETTER
S. Groner Associates (SGA) is a full-service strategic marketing, communications, and outreach agency with deep roots in Southern California, including a long-standing history of successful projects throughout Orange County. We are proud to have partnered with numerous local and regional agencies to help elevate public-facing communications, enhance community engagement, and deliver measurable impact through thoughtful, creative work.

We understand the City of Cypress (City) is seeking a collaborative and proactive team that can develop dynamic marketing materials, strengthen digital presence, manage newsletters, support public relations, and create video, photo, and social media content that resonates with residents. These are core strengths of SGA. Our team specializes in helping public agencies connect meaningfully with their communities—especially when resources are limited, timelines are tight, and messaging must reflect the identity and diversity of the people it serves.

We have extensive experience delivering results in Orange County. From managing the H2OC Stormwater Campaign for the Orange County Flood Control District to increasing awareness of family assistance services for Orange County Child Support Services, we’ve built culturally competent communications across multiple platforms. Our work for the City of Santa Ana’s environmental programs and the City of Irvine’s public education campaigns has spanned everything from print and digital ads to videos, outreach toolkits, and performance tracking dashboards. With each project, we apply a strategic, data-informed approach that combines compelling creative with clear, consistent messaging.

Our team is adept at managing a wide range of tasks—from last-minute flyer designs to comprehensive, multiplatform social media campaigns. We excel at working independently with minimal oversight, while also ensuring seamless coordination with City staff. We bring the agility and responsiveness of a boutique agency, with the tools and talent of a full-service team.

The following core competencies of our organization align well with the needs and requirements as outlined in the City’s RFQ:
• Strategic communication and marketing are in our DNA. With over a quarter-century of successful communications campaigns, our formula delivers consistent results for our partners. • We are a strategic marketing firm comprised of a team of niche experts. From concept to final production, we have designed and developed an award-winning body of marketing, communications, outreach, and public awareness collateral for traditional and digital platforms. • Because our clientele consists of government entities or nonprofits, we are adept at developing creative solutions that further our clients’ goals within a confined, regulatory atmosphere. • We bring a track record of social media marketing campaigns utilizing messaging that is both uplifting and engaging.
• We specialize in making complex or unfamiliar information clear and accessible to target audiences. • Our project management approach is iterative; we systematically evaluate project trajectory and adjust our tack to improve results.
• Our strategic communication campaigns are designed to reach diverse audiences through a variety of platforms.
• Our team is culturally competent. We tailor our messaging and strategic approach to meet our audience’s varying cultural beliefs and backgrounds.

SGA brings together the creative insight, technical expertise, and trusted experience needed to fulfill the City’s vision for a more connected, informed, and engaged community. We would be honored to contribute to your communications success.

Sincerely,
Stephen Groner, President, S. Groner Associates
Communications and Marketing Services 4

EXPERIENCES AND QUALIFICATIONS
SGA is a full-service marketing agency that assists our clients in successfully developing and managing their communication and outreach efforts. We think creatively and strategically—turning ideas into actions that deliver core messages across digital and traditional platforms.

A STRONG AND STABLE HISTORY
Founded in 1998, SGA has almost three decades of experience designing and implementing communication and marketing campaigns that revolve around increasing awareness around government programs. We have a proven track record of developing and implementing numerous multimedia communications and marketing plans for public programs and initiatives on behalf of cities, counties, the State of California, non-profit organizations, and the federal government.

EFFECTIVE MESSAGING, EFFICIENT TEAMWORK
One reason we have been successful is our team’s experience, adaptability, and proactive mindset.

When working on a campaign, we can assemble strategic planners, graphic designers, programmers, illustrators, creative media buyers, analysts, social media experts, copywriters, videographers, producers, public relations specialists, and more to ensure the project is a success.

INNOVATIVE AND CREATIVE APPROACH
We have extensive experience designing marketing campaigns that build upon our clients’ brand and history as an organization. SGA can quickly process work that’s already been done, identify new channels to distribute messaging and materials, and develop a comprehensive marketing action plan that includes media plans, budgets, and a set of metrics to define and guide success. In addition to traditional marketing services, we supply our clients with a full range of “outside of the box” creative marketing tactics.

The greatest benefit SGA can give to the City is our successfully tried-and-tested communication approach.

We currently assist or have assisted communications and outreach programs in the counties of Orange, San Bernardino, Los Angeles, Riverside, Contra Costa, San Mateo, Santa Barbara, and Santa Clara. We have also worked with the cities of Irvine, Los Angeles, Santa Monica, Santa Ana, Culver City, Glendale, Menifee, Alhambra, and West Hollywood on various city initiatives and projects.

Also, we have worked with or are currently working with the State Water Resources Control Board, the U.S.

Environmental Protection Agency, the California Stormwater Quality Association, the Los Angeles Regional Development Commission, the Los Angeles Tourism Board, and the National Resource Defense Council.

We are skilled at entering new environments, working with new teams, and driving toward consensus while achieving results. While our team members have specific job titles, our experience is diverse and our staff can wear different hats to make sure the program’s goals are met.

Communication and Marketing Awards
Having worked in the communications and marketing field for almost twenty-five years, we bring an impressive portfolio of award-winning graphic design, video, and digital collateral. While serving our clients remains our primary focus, we are honored to have received numerous awards for our work, including:
● Silver Anvil Award for our work with the US EPA’s Fish Contamination Education Collaborative (Public Relations Society of America)
● Outstanding Stormwater News, Information, Outreach, and Media Project in California for our work with the Orange County Stormwater Program, the San Bernardino County Stormwater Program, the City of Los Angeles Stormwater Program, and the San Mateo Countywide Water Pollution Prevention Program (California Stormwater Quality Association)
● Citizen’s Excellence in Community Involvement Award in recognition of SGA’s work with the Fish Contamination Education Collaborative (United States Environmental Protection Agency) S. Groner Associates 5
• Los Angeles Basin Section Public Education Award for our work with the Kids Ocean Day marketing and communications program (California Water Environmental Association) • American Public Works Association Award for our campaign within the City of Irvine (City of Irvine Environmental Programs)
• “Model Program” Award for the City of Long Beach’s used oil recycling campaign (California Integrated Waste Management Board)
• National Award for Community Outreach and Education for the City of Los Angeles’ Stormwater Program (American Public Works Association)
• National 1st Place Prize for coordinating an adopt-a-beach cleanup project in conjunction with more than 25 local schools, the California Coastal Commission, the City of LA, and the Malibu Foundation (Keep America Beautiful)
• Public Information & Education Award for the City of Los Angeles Stormwater Pollution Prevention Program’s social media campaign (National Association of Clean Water Agencies) • City of Los Angeles Stormwater Pollution Prevention Program How Our Experience Benefits the City of Cypress
• We know Orange County communities well, and understand how to tailor creative, accessible messaging that connects with diverse audiences.
• We bring the experience and flexibility to fulfill all components of the City’s scope, from fast-turn graphic design and proactive PR to robust social media, photography, video, and website support. • We have delivered similar services for municipalities of similar size and profile—City of Santa Ana, City of Irvine, Newport Beach, and many more.
• We are responsive, adaptable, and collaborative, ensuring that City staff can rely on us as an extension of their team.
• We provide both strategic leadership and tactical execution, supporting the City in building a modern, engaging, and community-focused communications program.

Orange County Communication and Marketing Campaigns
SGA has provided strategic marketing, creative development, and public outreach services for many cities and agencies throughout Orange County. Through this work, we have developed a deep understanding of the region’s media landscape, cultural dynamics, and community priorities. We know how to create high-quality marketing materials and content that resonate with local audiences, reflect civic identity, and promote community values— insights we are ready to apply in support of Cypress’s communications goals.

Orange County
Healthcare Agency
SGA works with HCA to help rebrand HCA, improve its communication and marketing efforts, and develop countywide public education and advertising campaigns on various public health issues such as vaccines, flu, RSV, and sexually transmitted diseases.

City of Irvine
SGA has managed a wide array of award-winning projects for the City’s Environmental Programs focusing on residential and business outreach regarding various environmental issues. To increase awareness and participation, SGA utilized a mix of solutions ranging from web-based tactics to media relations to more traditional outreach techniques.

Orange County Child
Support Services (OC CSS)
SGA helped OC CSS with developing and implementing a public awareness campaign to reach lower-income, single-parent households, specifically in the Latinx community, within Orange County who do not currently have an open child support case.

City of Santa Ana
SGA is responsible for communicating and promoting the City of Santa Ana's Used Oil Recycling Program to DIY Santa Ana residents who change their motor oil. We used a combination of online and offline communication tactics to Communications and Marketing Services 6
City of Santa Ana
promote the free oil filter incentives. We marketed the campaign in Santa Ana's Green newsletter, the City's website, and social media and placed ads in local papers such as the OC Weekly, OC Register, Pennysavers, and Spanish-language papers such as Miniondas and Excelsior since Spanish was the first language for a majority of our target audience.

Children and Families
Commission of Orange
County (now FIRST 5
Orange County)
SGA assessed the program’s communications programs and activities. We objectively and efficiently reviewed and analyzed the communications strategies and content and provided insight and recommendations for a communications plan that focuses on policy and advocacy issues that supported the goal that all children are healthy and ready to learn when they enter school.

City of Newport Beach
SGA developed a public outreach and education campaign targeting restaurants, caterers, hotels, and other food-related businesses. As part of this outreach and education campaign, we developed the “Newport Beach Recycles” logo and collateral materials the City can include in a communication toolkit.

Orange County Flood
Control District
SGA managed the County’s cooperative stormwater program, H2 OC, which
included the County of Orange, Orange County Flood Control District (OCFCD), and all 34 cities in Orange County. We developed and managed the countywide public education campaign that focused on water use efficiency and the elimination of runoff from irrigation.

Transportation Corridor
Agency
The 6C tolling technology allows for electronic toll collection transponders to be in the form of a sticker, which is less costly to procure, store, and distribute and is less obtrusive for the customer than the older transponders. SGA helped the Agency with developing communication tactics and materials to educate the Agency's different target audiences about the changes and added benefits of the 6C conversion and encouraging account holders to adhere sticker tags on each of the vehicles registered to their tolling accounts.

Proven Results in Metrics-Driven Communications
SGA understands that effective municipal communications must do more than simply engage audiences— they must drive measurable outcomes that support City goals. We design campaigns and content that inform, inspire, and encourage action, whether that means boosting participation in City programs, building civic pride, promoting community events, or enhancing transparency.

Our work consistently delivers results aligned with the priorities outlined in this RFQ: increasing awareness of public services, fostering civic engagement, elevating the City’s identity and voice, and ensuring that messaging reaches and resonates with all community members, across both digital and traditional platforms. We craft communications that not only reflect Cypress’s brand and values, but also help residents feel more connected to their City and empowered to participate in civic life.

Our approach helps agencies, departments, and municipalities identify the messages that matter most to their audiences and deliver them through clear, accessible, and culturally responsive campaigns. We believe the most effective communications foster trust, transparency, and community connection—all essential to achieving Cypress’s communications objectives.

Below are selected examples of metrics-driven communications and marketing campaigns we have executed for local governments and public agencies:

S. Groner Associates 7
Marketing Campaign Results Campaign Example
Ready Your LA
Neighborhood - City of Los
Angeles
• Achieved over 9.7M
impressions (194% of total
goal impressions)
• Reached over 3M unique users
(256% of goal unique users )
• Achieved goal frequency of 3.1
impressions per unique user
• The RYLAN workshop page
increased its page views by
13,487% compared to the
previous period and earned
over 71K pageviews
Water for LA – County of Los
Angeles
• Digital ad campaign increasing
water pollution prevention
• Generated over 22 million
impressions and exceeded
the scheduled impressions by
365% (for all platforms
• Achieved 510% of scheduled
impressions for programmatic
display
• Achieved 123% of scheduled
impressions with video
• Achieved 273% of scheduled
impressions on social media
Plates for Powder Campaign
– CA Tahoe Conservancy
• Google, Social Media, Audio
Go, Print, and YouTube ad
campaign
o Clicks: 55,014
o Impressions: 4.6M
o Total spent: $29,212
Earth Day Poster Challenge
– City of Palo Alto
● Google and Facebook ad
campaign for Earth Day
o Clicks: 682
o Impressions: 43,869
o Total spent: $331
o Flight Dates: 2 weeks
Communications and Marketing Services 8
Marketing Campaign Results Campaign Example
Healthy Nail Salons – San
Mateo County Environmental
Health Services
● Google and Social Media ad
campaign
o Clicks: 34,396
o Reach: 13,384
o Impressions: 2,109,905
o Total spent: $3,897
o Flight Dates: 2 weeks
South Bayside Waste
Management Authority
(RethinkWaste)
● Facebook ads promoting
organic recycling
o Clicks: 823
o Reach: 56,960
o Impressions: 1,675,573
o Total spent: $2,234
San Mateo Countywide
Water Pollution Prevention
Program
● Increased Facebook followers
from 3,000 to almost 27,000,
with a total page reach of
365,975 for stormwater
pollution prevention.
● Launched a new Instagram
account which now has over
1000 followers
● Conducted Nextdoor ad
campaign and achieved over
40,000 impressions
CIRM - Sickle Cell
“Champion Change”
(Traditional and Digital Ad
Campaign)
● Google and Social Media ad
campaign
● Printed flyer and postcard
● Website content
● Outreach strategies to
reach out to disadvantaged
communities
S. Groner Associates 9
Santa Clara County
Behavioral Health Services Results Campaign Example
Youth Cannabis Awareness
(Traditional and Digital Ad
Campaign)
• Over 9.1M impressions
(Surpassed the initial
estimated impressions of 4.6M
by 197%)
• 52K clicks at $1.50 per click
• Mobile phones emerged as the
dominant platform
Substance Use and Opioid
(Digital Ad Campaign)
● Over 2.4M impressions
● 20K clicks at $.96 per click
Santa Clara County PHD Results Campaign Example
Overdose to Action
(Traditional and Digital Ad
Campaign)
• Currently running
• Over 21M impressions from
billboards and bus shelter ads
• English and Spanish
Happy Healthy Genitals
(Digital Ad Campaign)
• Nearly 680K+ impressions
• Over 6.1K+ clicks at $0.49 per
click
• On average, the ad was shown

3.88 times per person
• Average click-through rate was

0.90%
Mpox Public Education and
Awareness
(Digital Ad Campaign)
• Nearly 1M impressions
• Over 17K website clicks
• $0.23 CPC
• 1.91% CTR
• Grindr was most efficient for
earning clicks compared to
other platforms ($0.18 per
click) followed by Google Ads
($0.23 per click)
Communications and Marketing Services 10
FIRST 5 Santa Clara County Results Campaign Example
Prepare, Prevent, Protect
COVID-19
(Traditional Ad Campaign)
● 4,485,510 impressions (bus
kings and tails)
Eat, Play, Grow (Childhood
Obesity)
(Traditional Ad Campaign)
● 8,555,520 impressions (bus
kings and tails)
Press Pause! Go Play! (Curb
Screentime)
(Traditional Ad Campaign)
● 3,523,333 impressions (bus
kings and tails)
Healthy Smiles, Healthy Kids
(Oral Health)
(Traditional and Digital Ad
Campaign)
● 2,245,268 impressions (bus
queens)
● 111,192 impressions (digital
ads)
● 1,125 website clicks
Autism Awareness
(Traditional and Digital Ad
Campaign)
● 4,085,751 impressions
(billboards)
● 4,635,864 impressions (bus
kings)
● 51,500 impressions (digital
ads)
● 954 website clicks
FIRST 5 Parenting Website
Promotion
(Digital Ad Campaign)
● 2,024,834 impressions
● 20,433 website clicks

HEALTHY SMILES,
HEALTHY KIDS.

Teach good dental
habits early.
first5parents.org
S. Groner Associates 11
Orange County Results Campaign Example
Orange County Healthcare
Agency
Seasonal Immunization
Action Plan Media
Campaigns
(Traditional and Digital Ad
Campaign)
● 162M impressions
● Average reach of 1.3M unique
individuals per campaign
● Over 123K ad clicks
● Six languages—Spanish,
Vietnamese, Chinese, Korean,
Arabic, and Farsi
Orange County Child
Support Services
(Digital Ad Campaign)
● Snapchat
o Swipe Ups: 14,920
o Impressions: 1.6M
● Social Media
o Clicks: 15,587
o Impressions: 1.9M
Communications and Marketing Services 12

REFERENCES AND SAMPLE WORK

PUBLIC EDUCATION AND OUTREACH - ENVIRONMENTAL PROGRAMS,

CITY OF IRVINE

01. THE CHALLENGE

02. THE SOLUTION
The City of Irvine has and continues to endorse and adopt environmental policies and sustainable measures to conserve resources and protect the environment. To increase awareness and residential participation with the City’s various environmental programs, SGA was tasked to develop and implement public education and community engagement campaigns for issues such as recycling, waste reduction, pollution prevention, food donations, energy conservation, and proper household hazardous waste disposal.

The City’s Environmental Program tackles a comprehensive set of environmental issues. Because of the differing nature of each issue, SGA developed and implemented a mix of solutions ranging from web-based tactics to media relations to more traditional outreach techniques. Given the City’s diverse demographics, we knew that any materials we produced had to be sophisticated but still relatable to be able to capture the attention of the City’s various target audiences.

We developed a variety of multifaceted outreach materials for the City, targeting residents and businesses. The materials provided community members with simple instructions on how to participate and take advantage of the services offered by the City’s Environmental Program. We helped the City reach the right audience with messaging that was focused on developing awareness of the program goals and on building engagement. To fully participate, residents and businesses needed to know the reasons and benefits to why they should recycle, reduce waste, conserve energy, or prevent pollution.

SGA is utilizing years of CBSM experience to develop a strong understanding of the barriers and motivators of the City’s target audiences and to incorporate this knowledge into the materials we produce. In putting all the elements of a CBSM program together for the City, SGA followed these guidelines:
• Develop creative, cutting-edge materials
• Educate and excite residents and businesses regarding environmental and city initiatives • Attract attention to the message
• Present the message(s) to be easily read and understood • Make an impression deep enough that the audience takes action • Result in sustainable reductions in waste, pollution, and energy usage Reference:

Ryan Ramos, Public Works & Sustainability Manager
1 Civic Center Plaza, Irvine, CA 92606
949.724.6250,[email protected]
SGA Staff: Stephen Groner, Ly Nguyen, Tim Sams, Katie Gala, Nanami Yoshimura Budget: $359,788
Dates: 2012 - Present
Percentage of work SGA is responsible for: 100%
Did SGA meet the project schedule: Yes
Project schedule and budget: Project tasks have been completed on schedule and within budget.

S. Groner Associates 13

03. THE RESULTS
Since 2012, SGA has managed a wide array of award-winning projects for the City ranging from recycling to solid waste reduction to energy conservation. By collecting and utilizing good data, SGA has been able to develop effective outreach materials to address the specific barriers and motivators of the target audience and achieve a substantially greater impact in subsequent years of the program. For instance, in the City’s Used Oil and Filter Recycling Program, we were able to achieve a ten-fold increase in used motor oil and filters being recycled.

With each behavior change campaign SGA produced, we aimed to engage target audiences with feet-on-theground outreach efforts. These outreach campaigns followed the full arc of CBSM with a goal of creating lasting change around end-state behaviors identified as having the maximum impact. • Cans for Cash. This innovative campaign helped the City compete for the National Cans for Cash Recycling Challenge by aggregating cans citywide with prizes going to Human Options, a non-profit dedicated to helping victims of domestic violence rebuild their lives. • Second Harvest. By partnering with 12 local restaurants and food suppliers, the Zero-Waste program we helped develop diverted more than 60,000 pounds of food from landfills to Second Harvest and the Orange County Food Bank.
• Water Heater Program. We developed an outreach campaign to encourage residents to reduce their water heaters’ temperatures. We achieved more than 870,000 impressions and exceeded target entries goal by 61%.
• Energy Vampires. SGA worked with the City to develop an energy conservation program targeting school-age children by inspiring them to seek out and unplug energy vampires. • Used Oil Recycling. SGA helped the City promote its Used Oil Recycling program by creating outreach materials to encourage DIYers to recycle their used oil. • Zero Waste. SGA helped the City educate the public at outreach events by conducting presentations and providing educational materials about Zero-Waste and protecting the environment. • Green Building. SGA developed “Green Building Guides” for different target audiences. The goals of these guides were to get residents and businesses interested in the following:
◊ Sustainability and green buildings
◊ The City’s role at the forefront of new advances (i.e., situate Irvine as a trendsetter) ◊ Healthy living through improved air quality and lowered toxicity levels • Solid Waste Recycling. SGA has developed program materials targeting residents and businesses to reduce, reuse, and recycle solid and organic waste.

Communications and Marketing Services 14
Go Green with the Residential
Electric Lawn & Garden
Equipment Rebate Program!
Upgrade Your Lawn & Garden Equipment and Save!
To offset costs of new electric lawn and garden
equipment, the City of Irvine has partnered with
South Coast Air Quality Management District
(AQMD) to offer rebates for Irvine residents who
switch from gas-powered to electric equipment.

Rules and Conditions Apply: Rebate cannot be greater than purchase price, not including taxes and delivery. Each participant can receive a maximum of 3 rebates for the lifetime of the program. Program is on a first-come, first-served basis until funds run out. Each electric lawn garden equipment purchased must be cordless and include a battery and charger. You must scrap an operational and equivalent lawn and garden equipment for each electricequipment to receive the rebate. For more information, email us at [email protected] or call 888-425-6247 (Tuesday-Friday, 9-11a.m. and 2-4 p.m.).

Follow These 3 Easy Steps!
Purchase New/Factory Reconditioned
Electric Lawn & Garden Equipment
Î Choose a brand-new cordless electric lawn mower, chainsaw, leaf blower, or handheld trimmer (includes edgers, weed wackers, brushcutters) and purchase it from an authorized retail store or online. To apply, please visit aqmd.gov/lawnmower and upload the purchase receipt(s) of your new lawn mower, chainsaw, leaf blower, or trimmer.

Recycle Your Old Gas Lawn Equipment
Î Select a certified scrapper from the list of scrappers on the AQMD website. You will receive an email with your Dismantler Verification Form and a printed copy of the form. Take your old operational gas-powered lawn and garden equipment to the selected scrapping location. Have the scrapper stamp, sign, and return the Dismantler Verification Form to you.

Apply for Your Rebate (up to $250)
Î Upload the signed Dismantler Verification Form to your application.

Sign and submit your final application electronically for processing.

Apply for Your Rebate Today
Don’t miss this opportunity to save money and
help the environment. For more information, scan
the QR code or visit AQMD.com/lawnmower.

SAVE
up to
$250
Flyer promoting SCAMD rebates to replace gas-powered lawn equipment S. Groner Associates 15
Energy Vampires
Tina TV VE
VE
unplugvampires.org
Special Power: Tina TV is always on,
even when you think she’s off. If the
red light is still on, Tina is draining
away energy.

Energy Usage: 400 Watts
How to Defeat: Unplug all TV devices
(anything with a red light!).

Tina TV
The Strongest
Energy Vampires
Cornelius Computer VE
VE
unplugvampires.org
Special Power: Cornelius Computer
gives us information and connects us
to the world. He drains a lot of energy
every single day.

Energy Usage: 220Watts
How to Defeat: If you are not using
him, put him to sleep or unplug him.

Cornelius
Computer
The Smartest
Energy Vampires
Toothy Tom the Toothbrush VE
VE
unplugvampires.org
Special Power: Toothy Tom the
Toothbrush easily blends in with the
crowd, allowing him to steal more
energy than he needs. Watch out!
Energy Usage: 5 Watts
How to Defeat: Only charge him
when he needs it.

Toothy Tom
the Toothbrush The Sneakiest
Energy Vampires
Vito Video Game Console VE
VE
unplugvampires.org
Special Power: Vito Video Game
Console likes to have fun and drain
energy at the same time, even when
you’re not playing.

Energy Usage: 150 Watts
How to Defeat: Plug him into a
power strip or unplug him.

Vito Video
Game Console
The Most Friendly
Energy Vampires
Chaz Charger VE
VE
unplugvampires.org
Special Power: Chaz Charger is
plugged in everywhere in your home.

She drains energy even when she’s
not charging any device.

Energy Usage: 10 Watts
How to Defeat: Unplug her when
your devices are fully charged.

Chaz Charger
The Most Common
Trading cards to encourage kids to conserve energy
Communications and Marketing Services 16
Water Heater Energy Savings Campaign

UPLOAD PHOTO
at cityofirvine.us/waterheater
by 5 p.m. Pacific Daylight Time
on May 31, 2013.

ENTER DRAWING
to win one of 13 $50 gift cards.

TAKE A PHOTO
of your residential water heater
thermostat set at
A $50 Gift Card
Join your neighbors in conserving energy
and making a difference together.

Thank you to Southern California
Gas Company and Wholesome
Choice for prize donations.
755913

1. 2.

3. 120°F (or equivalent)
WARM
Printed on Recycled Paper
S. Groner Associates 17
Bill inserts with tips on reducing energy consumption
Follow these 3 easy tips to help lower your gas bill:
getting BurneD up By your Water heating Cost? Set your water heater at 120°F to reduce your bill. A water heater can account up to 25% of the energy consumed in your home. hoW to Clean up Without getting CleaneD out? Use cold water to take showers, brush your teeth and wash dishes. You and your energy bill can cool off.

Why CoVer up? Put lids on your pots and pans to generate a higher temperature. You can turn off the stove sooner.
120o
Summertime...
and the savings are easy!
ConserVe energy While saVing money.
✹For more energy conservation tips, visit energy.gov or cityofirvine.org/ep ✹For more energy conservation tips, visit energy.gov or cityofirvine.org/ep Summertime...
and the savings are easy!
Follow these 3 easy tips to cool off your energy bill:

What’s Cooler than Cool? Set your thermostat at 78°F. For every degree a thermostat is set below that, cooling costs increase by 6 percent. energy Vampires Draining your eleCtriCity? Turn off your lights, appliances and electronics or, even better, unplugged them before you leave.

Want to loaD up on the saVings? Load one full load rather than doing two small loads. This will save you up to 50% of the energy of two small loads.

ConserVe energy While saVing money.
78o
Communications and Marketing Services 18
Mailers sent to businesses informing them about mandatory recycling and organic diversion BUSINESS RECYCLING:

IT'S THE LAW!
By complying with AB 341, your business helps to
increase recycling and reduce landfill waste.

BE THE SOLUTION TO POLLUTION.

Since July 1, 2012, California’s
Mandatory Commercial Recycling
law (AB 341) has required
businesses that generate 4 cubic
yards or more of commercial solid
waste a week to arrange for
recycling services.

Did you know that the State of California has a goal of reaching 75 percent recycling of solid waste by 2020?
How much is 4 cubic
yards of waste?
END THE WASTE CYCLE AND RECYCLE!
Recyclable waste includes clean and dry paper, plastic, glass bottles and jars, and metal containers.

X
38 X
38 ORGANICS RECYCLING: IT'S THE LAW!
By complying with AB 1826, your business helps to increase recycling and reduce landfill waste.

Since April 1, 2016, the state’s
Organic Waste Recycling law
(AB 1826) has required businesses
that generate 4 cubic yards or more
of organic waste a week to arrange
for organic waste recycling services.

NOW YOU CAN BE A PART OF THE
SOLUTION THAT STOPS THE WASTE.

Did you know that organic waste is the single most disposed of material in landfills? Californians dispose of approximately 30 million tons of waste each year, of which more than 30 percent could be used for compost, mulch, or energy production.

How much is 4 cubic
yards of waste?
WE’RE HERE TO PUT A LID ON THE LANDFILL PROBLEM.

Organic wastes are food waste, food soiled paper waste, green waste such as landscape and pruning waste, and nonhazardous wood waste.

S. Groner Associates 19
For more information, call 949-724-7669,
email [email protected], or visit
cityofirvine.org/foodrescue.

DON’T WASTE FOOD...

DONATE IT!
1 in 5 children go hungry
every night in California.

Retrieving edible food
that would otherwise go
to waste can help those
in need.

Contact the City to get
free commercial recycling
assistance to help reduce
food waste.

Grocery stores,
restaurants, and
caterers can collect and
redistribute food and
grocery products.

We can also put you in
touch with our local food
donation partner, Waste
Not OC.

Food is a terrible thing to waste.

PRINTED ON RECYCLED PAPER
Organics Recycling, Recycling Contamination, Food Donation, and Zero Waste Rack Cards For more information, visit
cityofirvine.org/recycle

PUT THE
RIGHT
STUFF
IN THE
RIGHT
BIN
Double check what
you put in your graylid recycling cart.

Always look for a
recycling label.

Rinse and clean
your jars, glasses,
and recyclable food
containers.

No food-contaminated
paper, metals,
containers, or nonrecyclable items in the
gray-lid cart.
(cheese-encrusted pizza box, unrinsed
food cans, rubber hoses, etc.)
Do not place food
or liquids into your
gray-lid cart.

Simple Tips to Reduce Recycling Contamination

PRINTED ON RECYCLED PAPER
THE CITY OF IRVINE CAN HELP!
Schedule a free consultation by
calling 949-724-7669 or emailing
[email protected].

Call us today for free compliance
assistance, including an organics
waste evaluation at your business.

STATE LAW: ORGANICS
RECYCLING IS A MUST!
Food waste,
food-soiled paper
waste, landscape
and pruning
waste, and
nonhazardous
wood waste must
be recycled.

Because food waste
and other organics
are the most disposed
of materials in
landfills, organic
waste recycling is
now required by
state law.

Businesses generating four (4) cubic yards
or more of any type of commercial solid
waste per week must arrange for organic
waste recycling services.

WHAT SHOULD
YOU RECYCLE?

UNDERSTAND THE LAW

WHY SHOULD
YOU RECYCLE?

GET HELP TODAY
Communications and Marketing Services 20
Bottle and Can Recycling Educational Video
SGA developed an educational video the City used as a movie ad and on its website to promote proper bottle and can recycling video:
https://www.cityofirvine.org/environmental-programs/bottle-and-can-recycling Organics Recycling Educational Video
SGA developed an educational video that the City placed on its website to increase awareness about AB 1826:
https://www.cityofirvine.org/environmental-programs/ab-1826 S. Groner Associates 21
Organics Recycling Public Education Flyer
• Combat climate change.
• Create renewable natural gas.
• Add nutritious compost to our agriculture.
• Reduce the amount of waste going to landfills.

WHY: Rotting food in landfills produces methane, a greenhouse gas 84 times more potent than carbon dioxide.

By recycling organic waste, we can:

WHO: All Irvine
businesses and residents.
• For information on how residential locations should recycle organic waste, call Waste Management at 949-642-1191.
• Organic waste should be placed in an organic waste or food waste collection cart. Do not contaminate the regular blue recycling cart. • Businesses can email [email protected] or contact their own waste hauler directly if they have questions about compliance with this law.

What is organic waste?
• Food scraps such as meat, bones, dairy,
fruit, and vegetable scraps.
• Food-soiled paper such as napkins,
paper towels, and uncoated cardboard.
• Yard clippings, small branches, grass
trimmings, and leaves.

Do you have extra food?
• Certain businesses with a regular surplus of edible
food must donate it.
• Residents can also donate.
• Visit cityofirvine.org/SB1383 for a list of local food recovery organizations.

Organic Waste Recycling
is Now the Law!
• Certain businesses may be
eligible for a waiver if they
meet state requirements.
• Requirements and waivers
can be found at
cityofirvine.org/SB1383waiver
HOW: Be on the lookout for information from your waste hauler or property management.

WHAT: Senate Bill 1383 is a state law that requires every business and resident to recycle their organic waste. For some businesses, this also means donating surplus edible food to local organizations.

Learn more: cityofirvine.org/ep
[email protected] Funded by a grant from CalRecycle

SCAN BELOW TO

VIEW THIS FLYER IN

OTHER LANGUAGES
Communications and Marketing Services 22
“Andy the Asparagus Mascot”
(The City has an asparagus tree in its logo so SGA designed several mascot options and ways the City can use the mascot)
Put your
waste to
work with
recycling!
Put your
waste to
work with
recycling!
Organics!
Recycles
Andy the
Asparagus
Recycle Organics!
Asparagus say
Andy the s
S. Groner Associates 23
Organics Recycling and Contamination Prevention Die Cut Magnet Options FOOD
SCRAPS

COMPOST FERTILIZER
GROW

PUT YOUR

ORGANIC
WASTE
TO WORK! PUT YOUR

ORGANIC
WASTE
TO WORK!
Put your organic waste to work!
cityorvine.org/recycling-waste

PUT THE

RIGHT STUFF
IN THE
RIGHT CART! COMPOST
Organic Material

RECYCLE
Recyclable Material

LANDFILL
Trash
cityorvine.org/recycling-waste

PUT THE RIGHT STUFF
IN THE RIGHT CART!
cityorvine.org/recycling-waste
Put the right stu
in the right cart!
Communications and Marketing Services 24
Social Media and Email Marketing Content
S. Groner Associates 25
How To Recycle Organic Waste Video (Click on link or image to view video) Introduction_What is SB 1383
What organic material can be
recycled?
How to separate food scraps
from trash
Kitchen Pail Video
New Waste Management Carts
Communications and Marketing Services 26

ORANGE COUNTY HEALTH CARE AGENCY

01. THE CHALLENGE
The Orange County Healthcare Agency (OCHCA) sought to increase awareness and uptake of flu, COVID-19, and RSV vaccines through a multi-lingual, multi-platform outreach campaign. The goal was to motivate residents to get vaccinated while addressing vaccine hesitancy among specific populations, including parents, pregnant individuals, and older adults. Additionally, the campaign needed to ensure cultural relevance, equitable access to information, and measurable engagement outcomes.

Reference:

Julie MacDonald, Director of Communications
714.834.5522, [email protected]
SGA Staff: Stephen Groner, Vanessa Boudreau, Ly Nguyen, Katie Gala, Nanami Yohsimura Budget: $1,000,000
Dates: 2023 - Present
Percentage of work SGA is responsible for: 100%
Did SGA meet the project schedule: Yes
Project schedule and budget: Project tasks were completed on schedule and within budget.

02. THE SOLUTION

02. THE RESULTS
The campaign successfully increased awareness and engagement across multiple platforms:
• Over 41 million impressions at a cost of $4.76 per 1,000 impressions, making it a cost-effective outreach effort
• Significant improvement in ad engagement, with 27.4K clicks at $0.76 per click—a better efficiency rate than previous campaigns
• Increased Click-Through Rates (CTR) from 0.57% to 0.86%, demonstrating improved messaging impact • High Completion Rates – Streaming TV ads had a 97.99% completion rate, meaning the vast majority of viewers watched the entire ad
To address these challenges, a strategic, data-driven, and community-centered approach was implemented:
• Targeted Digital Advertising – Meta (Facebook/Instagram), YouTube, Nextdoor, and Outbrain ads were optimized for different audience segments, with tailored messaging in English, Spanish, Vietnamese, Arabic, Chinese, Farsi, and Korean.
•
• Traditional Media Outreach – Cable and streaming TV, print ads in ethnic newspapers, and radio ads on Spotify and iHeart Radio ensured broad audience reach.
•
• Out-of-Home (OOH) Advertising – Billboards, bus shelters, transit ads, laundromat and gas station placements were used to reach priority zip codes where vaccine uptake was low. •
• Culturally Relevant Messaging – Content was designed to resonate with diverse communities, featuring trusted voices, tailored visuals, and translated materials. •
• Performance-Based Adjustments – Campaigns were monitored in real-time, with mid-campaign optimizations to improve cost efficiency and engagement.

S. Groner Associates 27
• Stong community engagement, particularly through Meta and YouTube ads, which outperformed other platforms in cost-effectiveness
The campaign’s strategic targeting and continual optimization ensured that key messages reached Orange County residents most in need of vaccination information, ultimately supporting public health goals and equitable vaccine uptake.

Multilingual Out-of-Home Flu, RSV, COVID Vaccination Ads Communications and Marketing Services 28
HCA Flu, RSV, COVID Vaccination TV Ads (Click on images to view playlist) S. Groner Associates 29
HCA Flu, RSV, COVID Vaccination Social Media Ads
Communications and Marketing Services 30
HCA Flu, RSV, COVID Vaccination Mall Ads
S. Groner Associates 31
HCA Flu, RSV, COVID Vaccination Posters
BACK TO SCHOOL? DON’T WAIT,
Immunizations are essential for maintaining children’s health and ensuring that all students can learn in a safe environment.

By keeping up with recommended vaccinations, you help prevent the spread of contagious diseases and protect those who are vulnerable in our community. It’s not just about individual health; it’s about keeping our entire school community safe.

Why Vaccinate?
• Shield against preventable diseases.
• Reduce the risk of outbreaks in schools.
• Minimize absences and maximize education.

Scan the
QR code
to learn
more!
For more information,
visit myturn.ca.gov
Act Now! Schedule
vaccines early to
keep your child and
community safe.

Help Keep Our Kids Healthy and Safe
¿REGRESA A LA ESCUELA? NO ESPERE
Las vacunas son esenciales para mantener la salud de los niños y garantizar que todos los estudiantes puedan aprender en un ambiente seguro.

Mantenerse al día con las vacunas recomendadas ayuda a
prevenir la propagación de enfermedades contagiosas y protege a quienes son vulnerables en nuestra comunidad. No se trata solo de la salud individual; se trata de mantener segura a toda nuestra comunidad escolar.
¿Por qué vacunarse?
• Protege contra diversas enfermedades prevenibles.
• Reduce el riesgo de brotes en las escuelas.
• Minimiza las ausencias y maximiza la educación.
¡Escanee
el código
QR para
aprender
más!
Para obtener más información,
visite myturn.ca.gov
¡Actúe ahora!
Programe las vacunas
temprano para mantener
a su hijo y a su
comunidad seguros.

Ayúdenos para que nuestros niños estén sanos y seguro
WHY GET VACCINATED?

FLU VACCINE
COVID-19 VACCINE

RSV VACCINE

YOURSELF
YOUR LOVED ONES PROTECT ORANGE COUNTY!
Schedule Your Vaccination Today
Vaccinations are a simple yet powerful
way to reduce the risk of serious illness
and keep our community healthy.
• Your Best Defense: A flu shot is your strongest
protection, reducing symptoms even if you get sick.
• Community Health: Vaccination helps protect
vulnerable people like infants and older adults.
• Ease the Burden: Fewer flu cases help lighten the
load on hospitals during flu season.
• Stay Protected: The COVID-19 vaccine is crucial in
preventing severe illness and hospitalization.
• Stay Up to Date: Keep your immunity strong by
staying current with your vaccine doses.
• Convenient Protection: You can safely get your
COVID-19 vaccine and flu shot together for
dual protection.
• For Pregnant Individuals: Vaccinating during late
pregnancy helps protect newborns from severe
RSV, a major cause of infant hospitalizations.
• For Infants and Toddlers: Immunizations are
available for children under two, who are at higher
risk of severe RSV infection.
• For Older Adults: Adults 60+ and those with
chronic conditions should get the RSV vaccine to
reduce the risk of severe illness and hospitalization.

You can safely receive influenza, COVID-19, and
RSV immunizations all in one visit. Making the
choice to vaccinate is making the choice to
protect your health and the health of your
community. Contact your Health Care Provider,
local pharmacy, or visit MyTurn.ca.gov.

Flu vaccinations
help prevent
severe illness and
keep people out of
the hospital.

INFLUENZA
Everyone 6 months
and older
Infants from birth to
8 months and
children 8-19 months
are at high risk of
severe RSV disease.

Immunization helps
protect against RSV
infections.

RSV
Infants and Toddlers
RSV vaccines protect
older adults ages 60
and over against RSV
disease and are 90%
effective at
preventing
RSV-related
hospitalization.

RSV
Older Adults (60+)
COVID-19
Everyone 6 months
and older
The COVID-19 vaccine
offers protection
against severe disease,
hospitalization, and
death. Vaccine
protection decreases
over time, so it is
important to stay
up-to-date.

RSV
Pregnant Persons
(In Weeks 32-36)
Respiratory syncytial
virus (RSV) is the
leading cause of
infant hospitalization
in the US, the vaccine
helps to reduce the
risk of severe RSV
disease in infants.

The Importance of
WHY
WHERE
Vaccinations
Where to get vaccinated?
• Contact your Health Care Provider, local
pharmacy, or visit MyTurn.ca.gov.
• Need further assistance? Contact the OC
Health Care Agency, Health Referral Line:
(800) 564-8448.

WHEN The timing of flu, COVID, and RSV vaccines is crucial because it takes about two weeks to build immunity. Vaccinating before peak seasons ensures your body is ready to fight infection, with flu surging in fall and winter, and RSV and COVID at different times.

JANUARY FEBRUARY MARCH APRIL

MAY JUNE JULY AUGUST

SEPTEMBER OCTOBER NOVEMBER DECEMBER
COVID-19
COVID-19
COVID-19

INFLUENZA

RSV (OLDER ADULTS)
RSV (INFANTS + TODDLERS)
RSV (INFANTS + TODDLERS)

RSV (OLDER ADULTS)

RSV (OLDER ADULTS)
RSV (PREGNANT PEOPLE WEEKS 32-36)
• Children who are Medi-Cal eligible, American Indian/Alaskan Native, uninsured and underinsured may get no-cost vaccines through the Vaccines for Children Program.

Communications and Marketing Services 32
Reference:

Crisanta E. Gonzalez, MPA, Emergency Management Coordinator II 213.505.5467, [email protected]
SGA Staff: Stephen Groner, Ly Nguyen, Nanami Yoshimura, Katie Gala, Paige Rosenberg Budget: $308,000
Dates: 2020 - 2023
Did SGA meet the project schedule: Yes
Project schedule and budget: Project tasks was completed on schedule and within budget.

CITY OF LOS ANGELES MAYOR’S OFFICE OF

PUBLIC SAFETY
Despite Los Angeles’ vulnerability to a wide range of natural and man-made disasters, participation in the City’s “Ready Your LA Neighborhood” (RYLAN) program remained limited. The Emergency Management Department (EMD) faced several key barriers: low public awareness, limited culturally competent outreach, and lack of virtual resources to meet pandemic-related constraints. Traditional methods—such as flyers and in-person presentations—were insufficient to engage a diverse, multilingual city where residents often cited lack of time, privacy concerns, and skepticism about preparedness messaging.

01. THE CHALLENGE

02. THE SOLUTION
SGA partnered with the City to develop a citywide marketing initiative that included:
• In-depth market research using bilingual surveys and focus groups to identify motivators and barriers to engagement, particularly among English and Spanish-speaking populations. • A culturally tailored short-term campaign promoting virtual MYN (Map Your Neighborhood) workshops, leveraging social media, local influencers, Google Display Ads, and earned media to expand reach. • Custom creative assets including 32+ organic social media posts, paid responsive display ads in English and Spanish, influencer toolkits, and bilingual video content promoting virtual preparedness planning. • Community-based outreach via trusted CBOs and local leaders, fostering engagement with high-priority and vulnerable communities across Koreatown, South LA, Echo Park, and beyond. • A long-term strategic marketing plan for EMD, complete with annual timelines, community partnership models, and recommendations for app development, ongoing PR, and email newsletters to sustain momentum.

The campaign successfully reframed emergency preparedness as a local, empowering, and family-oriented activity—and equipped the City with data-driven strategies to scale RYLAN across LA. • 9.7 million ad impressions (nearly double the initial goal) and over 3 million unique users reached. • Increased page views by over 13K and earned over 71K pageviews • Influencer amplification by 8 vetted community leaders who shared 17 posts in key neighborhoods. • CBO participation from 4 trusted organizations, generating additional social media, email, and web presence.
• A clear roadmap for sustained engagement through future digital marketing, workshops, influencer partnerships, and localized outreach.

03. THE RESULTS
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RYLAN Press Releases and Article Placements
Communications and Marketing Services 34
English and Spanish Paid RYLAN Social Media Ads
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RYLAN Google Responsive Ads
Communications and Marketing Services 36
RYLAN Organic Social Media Post Examples
S. Groner Associates 37
RYLAN Influencer and CBO Social Media Post Examples
Communications and Marketing Services 38
RYLAN CBO Cross Promotion (Newsletter and Website) Examples S. Groner Associates 39

TECHNICAL APPROACH
Engaging Diverse Communities Through Strategic Media Outreach The mission of the City is to foster an informed, connected, and engaged community. A critical component of this mission is ensuring that City programs, services, events, and public information effectively reach all Cypress residents—including ethnic and diverse communities, businesses, and historically underrepresented groups.

The overarching goal for this task is to develop and execute a comprehensive, culturally competent communications and marketing strategy that utilizes trusted media channels, enhances community engagement with City messaging, and contributes to building a stronger sense of civic identity and public trust. This involves understanding the unique communication landscapes within different segments of the community and tailoring approaches to maximize reach and impact across platforms.

SGA confirms that we have the capacity, expertise, and resources to fully meet the requirements outlined in the RFQ. We are confident in our ability to deliver all requested services on schedule and to a high standard of quality. Additionally, SGA acknowledges and accepts the contracting requirements set forth in the City’s standard contract and is prepared to enter into an agreement under those terms upon award of contract.

SGA’S APPROACH
Research and Strategy Development
The foundation of a successful communications program lies in a thorough understanding of the target audience and the development of a well-informed strategy. This initial phase, Research and Strategy Development, will be crucial in shaping the City’s messaging, creative direction, and media plan to effectively reach Cypress residents across languages, cultures, age groups, and neighborhoods. Our approach will leverage SGA’s extensive experience in public agency communication and community engagement, including work in Orange County with the City of Santa Ana, City of Irvine, Orange County Flood Control District, Orange County Healthcare Agency, and FIRST 5 Orange County.

SGA will employ a multi-faceted research approach:

1. Review existing City data and regional studies on civic participation, media consumption habits, community engagement levels, and public perceptions of City programs and services.

2. Conduct an environmental scan to identify key community stakeholders, neighborhood associations, CBOs, schools, businesses, and other influential partners in Cypress.

3. Interview City staff, community leaders, and organizational partners to gain insights into communication gaps, audience needs, and engagement opportunities.

4. Monitor Cypress-relevant social media channels and online platforms to understand prevailing conversations, trusted messengers, and perceptions of City initiatives.

Comprehensive Communications Strategy
Insights from the research phase will inform a comprehensive strategy:

1. Establish SMART goals in alignment with the City’s priorities, such as increasing awareness of City services, promoting event participation, enhancing digital engagement, or elevating civic pride.

2. Refine target audiences into specific segments (e.g., families, seniors, multilingual residents, business owners, youth) and develop personas to guide messaging and creative development.

3. Craft clear, concise, motivational messaging that builds trust in City government and inspires civic engagement—grounded in SGA’s proven expertise in behavior-change and culturally relevant communications.

4. Develop creative concepts that bring core messages to life across print, video, web, and social media platforms—leveraging visual storytelling, community narratives, and inclusive design.

5. Create a detailed media plan that outlines outreach through community newspapers, social media, City newsletters, app updates, earned media, and direct partnerships with trusted community messengers.

Deliverables for Research & Strategy Development
Communications and Marketing Services 40

1. Comprehensive Research Summary: A report summarizing findings from secondary research, environmental scan, stakeholder interviews, and social listening.

2. Target Audience Segmentation and Personas Document: Detailed documentation of audience segments including demographics, attitudes, and media habits.

3. Campaign Strategy: A strategic document outlining goals, objectives, messaging pillars, media mix, and creative approach for execution.

4. Key Performance Indicators (KPIs) Report: A framework of defined metrics and benchmarks that will be used to measure campaign performance and success.

Creative Development, Design, and Content Production
SGA will translate the insights and strategic direction established during the research phase into tangible, engaging communications materials that elevate the City’s brand, promote community engagement, and showcase City programs and services.

This phase is critical for capturing the attention of key Cypress audiences—general residents, multilingual communities, families, seniors, local businesses, and historically underserved populations—and delivering impactful, visually dynamic content
that reinforces civic pride and
encourages participation in City life.

Our approach will leverage SGA’s
proven expertise in branding, graphic
design, digital content creation,
public relations, video storytelling,
photography, website, and the
development of community-centered
outreach materials.

Our creative process is a dynamic and
collaborative journey that transforms
strategic insights into compelling
assets across all platforms. We begin
by understanding Cypress’s target
audiences through focused research
and community insights, then move
into ideation where our team crafts
a cohesive campaign tailored to
resonate with diverse residents and stakeholders. Through iterative development and continuous feedback, we refine our creative concepts to ensure that every element—from print collateral to digital content, video, photography, newsletters, website, and PR materials—is engaging, culturally relevant, and aligned with the City’s goals.

S. Groner Associates 41
Graphic Design and Marketing Material
SGA will deliver high-quality graphic design services to support a wide range of City marketing needs:

1. Design clear, visually engaging materials for City programs, services, events, and public safety initiatives—ensuring they align with the City’s brand guidelines and connect with all segments of the community.

2. Develop branding elements and design templates for City campaigns and initiatives that are consistent, professional, and reflective of Cypress’s civic identity.

3. Provide editable formats (Adobe InDesign, Illustrator, Photoshop, or other requested formats) for future use by City staff.

4. Develop multilingual design assets to support Cypress’s diverse communities—including Spanish-, Vietnamese-, Korean-, Chinese-, and Tagalog-speaking populations.

Newsletter Development
SGA will develop engaging, informative content and visual design for the City’s newsletter:

1. Create original content for the newsletter, including feature stories, program spotlights, event promotions, public safety information, and community highlights.

2. Work proactively with City staff and community partners to source stories, photos, and relevant content for each newsletter edition.

3. Design newsletters that are visually dynamic, mobile-friendly, and consistent with the City’s overall brand identity.

4. Format and provide newsletters for distribution through the City’s website, app, email platforms, and social media.

Public Relations
SGA will provide comprehensive public relations services to elevate the visibility of City programs and foster public trust:

1. Draft and distribute press releases, media advisories, and talking points to support City initiatives, events, and key announcements.

2. Develop targeted email content for City updates, programs, and public information campaigns.

3. Identifying positive City stories and opportunities for media coverage to help build trust and strengthen the City’s public image.

4. Assist in preparing remarks and scripts for City leadership for public events and media appearances.

Photography and Video Services
SGA will provide high-quality photography and video services that capture the spirit of Cypress and promote the City’s identity:

1. Photograph a wide range of City events and activities—capturing candid moments, community engagement, and City pride.

2. Build a curated library of professional photos of City facilities, parks, neighborhoods, and local businesses for ongoing use across communications channels.

3. Provide drone photography (as appropriate) to capture aerial perspectives of City events, parks, and infrastructure.

4. Produce short, engaging recap videos that showcase City events for use on the City’s website, app, and social media.

5. Create video spotlights that showcase City programs, services, and community partnerships—helping residents connect with the value the City provides.

6. Capture community voices and resident testimonials to promote civic pride and build connection.

7. Produce PSAs to support public safety, environmental stewardship, and civic participation initiatives.

8. Optimize video content for multi-platform use—including YouTube, Instagram, Facebook, TikTok, and the City’s website and app.

Social Media Management
SGA will establish a structured and strategic approach to manage content across the City’s social media platforms. Our tactics will include:

Communications and Marketing Services 42

1. Develop and maintain a comprehensive content calendar aligned with City priorities, including weekly themes, post topics, and publishing schedules across Facebook, Instagram, NextDoor, and YouTube.

2. Create a variety of content formats, including text posts, infographics, short videos, animations, and links to the City’s website or app.

3. Organize posts around core themes such as:
• “City Services Spotlight”
• “Get Involved in Cypress”
• “Cypress Events & Happenings”
• “Parks, Recreation & Community Services”
• “Civic Pride & Community Voices”
• “Public Safety & Emergency Preparedness”
• “Environmental Stewardship & Sustainability”

4. Collaborate closely with City staff to ensure content integration with broader City outreach efforts and calendars.

Website and App Management
SGA will support the City’s website and app content strategy and management, helping ensure content is current, engaging, and user-friendly:

1. Develop regular updates to City website content and calendar, working in collaboration with City staff and departments.

2. Develop new content sections, campaign landing pages, and interactive features that align with the City’s brand and enhance user experience.

3. Recommend improvements to site navigation, layout, and content clarity to enhance usability across devices and platforms.

4. Create and format engaging content for the City’s mobile app, including news updates, program promotions, alerts, and event information.

5. Serve as a collaborative liaison between City staff and platform vendors (such as Granicus), helping to resolve content-related issues, coordinate design enhancements, and implement content management best practices.

Deliverables for Creative Services

1. Design and Marketing Assets: Flyers, brochures, promotional items, logo packages, editable templates

2. Newsletter Editions: Content, layout, formatting, and delivery-ready files

3. Public Relations Materials: Press kits, press releases, talking points, story pitches

4. Photography and Video Packages: Event photography, brand imagery, edited videos, drone footage (as needed)

5. Social Media Content and Monitoring: Editorial calendar, creative content library, platform-optimized assets, performance reports, monitoring and response recommendations

6. Website and App Content Support: Updated landing pages, news content, calendar posts, design enhancements

7. Multilingual Adaptations: All creative assets adapted for threshold languages, with culturally relevant messaging
Culturally Responsive Communication and Media Implementation The success of any municipal communications program depends not only on the clarity of the message but also on how well it reflects the language, culture, and lived experiences of its intended audience. For the City—with its diverse population of families, seniors, multilingual residents, and businesses—effective communication must go beyond translation; it must be culturally responsive, locally relevant, and delivered through trusted information channels.

Our team is highly experienced in cultural nuance and behavior-change messaging, and we will adapt tone, format, and delivery to reflect the lived realities of Cypress’s diverse communities—including Spanish-, S. Groner Associates 43
Vietnamese-, Korean-, Chinese-, and Tagalog-speaking populations.

Development of Culturally Appropriate Communication Materials SGA will design and produce communication material including press releases, op-eds, fact sheets, media talking points, community announcements, and event promotion content, all tailored for translation and multilingual engagement. The material will be:
• Designed for translation, with clear, jargon-free source language that prioritizes readability, tone consistency, and accessibility.
• Culturally adaptable, with phrasing, imagery, and references vetted for resonance and appropriateness with the intended audience.
• Formatted for flexible use, whether as print inserts, social media posts, email blasts, website content, or app alerts.

Where applicable, SGA will coordinate with City staff to ensure appropriate file formats, design layouts, and versioning support for translated and culturally adapted materials.

Ethnic Media Identification and Collaboration
SGA will compile and maintain an updated list of trusted ethnic media outlets—including community newspapers, ethnic radio stations, digital publications, and social influencers—who serve Cypress’s diverse communities. For each project or campaign, we will:
• Identify and recommend print and digital outlets with high penetration in the focus population. • Provide cultural context and media usage insights to guide placement and outreach strategies. • Facilitate media outreach and earned media pitching, where appropriate, to support City messaging priorities.

Where applicable, we will collaborate with local community-based organizations and trusted partners to validate outlet choices and build relationships with key reporters, editors, and influencers who are viewed as trusted messengers within Cypress’s diverse communities.

Deliverables for Culturally Responsive Communication and Media Implementation

1. Culturally Appropriate Communication Materials: Press kits, press releases, talking points, fact sheets, and editorial content tailored for translation and multilingual engagement.

2. Ethnic Media Contact Lists: Curated and segmented outlet directories by language, geography, and platform type (print, radio, online).

3. Media Outreach Plan (per project or campaign): A placement and outreach strategy based on target audience and communications goals.

4. Translation-Ready Design Files: English-language layouts formatted for seamless translation and backend adaptation by the City or designated translation providers.

Monitoring and Reporting
Monitoring is essential for evaluating the effectiveness of the City’s communications and ensuring that key objectives—enhancing community engagement, strengthening public trust, promoting City identity, and improving transparency—are met. This phase will involve continuous data collection and analysis to inform improvements and document impact. SGA’s evaluation strategy draws on our proven metric-driven approach from municipal marketing and public education campaigns across Orange County and the region.

1. Use platform-specific analytics (e.g., Meta Insights, YouTube Studio, Google Analytics) to track engagement (likes, shares, comments), impressions, video views, and audience growth across the City’s social media channels.

2. Monitor how City communications materials—social media posts, website updates, newsletter articles, app alerts, and print materials—are disseminated and consumed. When possible, we will track downloads, click-throughs, time-on-page, and other indicators of audience engagement.

Communications and Marketing Services 44

3. Deliver user-friendly reports that highlight progress toward KPIs, audience reach, content engagement, earned media coverage (if applicable), and public sentiment—providing a clear picture of the City’s communications performance.

Make data-driven recommendations for continuous improvement

1. Assess which messages, formats, and platforms performed best and identify areas for improvement— providing actionable insights to guide future content and strategy.

2. Provide specific suggestions to improve the efficiency and impact of City communications—whether that involves adjusting creative direction, testing new content formats, refining audience targeting, or enhancing outreach through community partners.

3. Document key learnings and provide strategic recommendations to inform the City’s future communications priorities and initiatives.

4. Deliver both PDF and slide-ready formats to support briefings with City leadership, staff, and stakeholders.

Deliverables for Monitoring & Reporting

1. Monthly Performance Reports
• Social media and media metrics
• Content distribution tracking
• Public sentiment and community feedback
• Strategic recommendations

2. Survey and Focus Group Reports (if applicable)
• Analysis of qualitative and quantitative findings
• Impact evaluation

3. Final Campaign Evaluation Report (as needed for larger initiatives) • Comprehensive overview of campaign performance, outcomes, and insights • Data-informed strategic recommendations
S. Groner Associates 45
COST
The cost estimates provided in this proposal reflect our experience delivering these services for cities, counties, and public agencies throughout Orange County and the region. The pricing for each deliverable and task is based on the typical range of costs we have seen for similar efforts, factoring in the level of professional expertise, creative development, production time, and project management required.

It is important to note that these estimates represent individual item costs that would apply as needed — not a flat or fixed project fee. The actual cost of any given task may fluctuate up or down depending on the specific scope, timeline, and level of complexity or simplicity required. For example:
• A straightforward flyer redesign may require significantly less effort than the development of a brandnew marketing campaign from concept through multi-platform delivery. • A short video or photo shoot of a community event may be completed at a lower cost than a scripted and edited public service announcement requiring multiple filming locations and post-production.

We are committed to working closely with City staff to finalize the scope and cost of each assignment in advance of work being performed, ensuring transparency and mutual agreement on budget expectations. Our goal is to provide the City with flexibility and value — delivering high-quality creative and communications support that aligns with your budget and priorities.

These cost estimates are offered as a guideline for individual services to support Cypress’s as-needed communications and marketing efforts. We look forward to collaborating with the City to define the best mix of tactics and deliverables to achieve your goals.

DELIVERABLES/TASKS Unit Amount
Communication and Marketing
Communication and Marketing Campaign $3,892
Digital Services $3,998
Social Media Graphics $2,888
Photography Services $3,942
Videography Services $3,942
Marketing Copy $2,108
Social Media Copy $1,524
Press Release Copy $1,896
Community Events, Workshops, and Webinars Services $1,852 Media Buying and Placement $2,632
Website and Mobile App Copy $2,108
Website and Mobile App Graphics $26,320
Rushed Request Fee $1,152
Total $53,210
Communications and Marketing Services_City Cypress
Communications and Marketing Services 46
SGA’S HOURLY RATE SCHEDULE
RATES
$234.00
$212.00
$212.00
$204.00
$185.00
$185.00
$185.00
$185.00
$204.00
$162.00
$185.00
$160.00
$204.00
$160.00
$185.00
$146.00
$138.00
$138.00
$128.00
$138.00
$152.00
S. Groner Associates
FULLY BURDENED HOURLY RATES* REIMURSABLE TRAVEL COSTS
JOB FUNCTION Local Mileage Current Federal Per Diem Rates Project Director Transportation Actual Expense
Creative Director Auto Rental Actual Expense
Sr. Project Manager Fares Actual Expense
Website Developer/Programmer EXPENSES AND FEES
Project Manager Room Actual Expense
Assistant Project Manager Subsistence Current Federal Per Diem Rates Sr. Technical Expert
Sr. Graphic Designer
Public Affairs/Media Relations Manager
Graphic Designer Black and White Copy Billed at Cost + 10% Sr. Project Coordinator Color Copy Billed at Cost + 10% Project Coordinator Binding Billed at Cost + 10%
Research/Survey Manager Postage/Express Mail Billed at Cost + 10% Research/Survey Coordinator Out of Pocket Expenses Billed at Cost + 10% Video Editor/Producer Translation Costs .20/word
Sr. Project Associate Rush Fee Additional 30% of total cost Project Associate Media Placement Commision* 10% of total media purchase Copywriter
Outreach Specialist
Social Media Coordinator
Project Administrator

PROPOSAL FOR
Communications
& Marketing
Services
June 13, 2025
Table of Contents
Cover Letter ........................................................... 3 Work Being Proposed .............................................. 4 Cost .......................................................................... 11 Experience .............................................................. 14 Who We Are .......................................................... 27 2 3
Let’s work
together to
strengthen
how the City
of Cypress
connects
with its
community.

Cypress has a bright story, and we want to help make sure it lights up every corner of the community.

Yours is a city of welcoming neighborhoods, lively recreation programs, and forward-thinking digital tools like the Cypress Central App. Sitting at the crossroads of Los Angeles and Orange counties, you already deliver first-class services that keep 50,000 residents informed, engaged, and proud to call Cypress home. But great stories don’t stand still; they evolve, expand, and invite more voices to join in.

That momentum is exactly what excites us. We’ve begun exploring your brand: reviewing past newsletters, mapping social touchpoints, and brainstorming fresh ways to spotlight everything from Friday-night concerts to photography at city events. Our team sees a lot of potential in the communication pillars outlined in your RFQ—dynamic graphic design, compelling newsletters, proactive PR, on-the-ground community engagement, eye-catching photo and video, social media that sparks conversation, and seamless website and app management.

Verdin is fully prepared to meet every requirement in the “2025 Communications and Marketing Services” RFP. More importantly, we’re ready to bring strategic insight, creative firepower, and a collaborative spirit that turns check-the-box deliverables into city-wide impact.

We’d be honored to partner with the City of Cypress and the Recreation & Community Services Department to craft communications that resonate, inform, and inspire, today and for years to come.

Let’s illuminate Cypress together.

Mary Verdin
President & CEO
[email protected] | (805) 541-9005
Mailing Address: P.O. Box 3060, San Luis Obispo, CA 93403 Physical Address: 689 Tank Farm Rd. Suite 210, San Luis Obispo, CA 93401 DBE Firm No. 42625
LET’S TALK ABOUT YOU
WORK
BEING

PROPOSED
5 Our research into the City of
Cypress has us genuinely
inspired. From its strong sense
of community to its commitment
to connection and quality of life,
it is clear that this is a place with
a story worth telling. And we
couldn’t help but get started.

In a city as connected, vibrant, and forward-thinking as Cypress, communication is more than a service; it’s a
reflection of who you are. That’s why we believe every
message, every design, every moment captured should
help deepen trust, strengthen community, and celebrate
the people who make this city thrive.

This reel is a glimpse into that vision and into the kind of value-driven, creative partnership we’re excited to offer.

Scan the QR code above of click here
to see how excited we are about the
idea of a potential partnership.
6 Strengthening Cypress
Communications with Strategic,
Integrated Support
At Verdin, we believe great municipal communication starts with strategy, is powered by partnership, and comes to life through well-crafted, people-first content. Following our proven Verdin Method (detailed on page 9) we are ready to support the City in telling its story with clarity, consistency, and creativity across every department and platform.

Creative Development & Content Production:

We will serve as a dedicated extension of your team, continuing and enhancing Cypress’s current communications strategy through a range of integrated services:
● Strategic Planning & Messaging Development
We will collaborate with City staff to align messaging with current priorities, developing clear content themes and cross-channel strategies that reflect community values and goals.
● Branded Graphic Design
Whether it is a time-sensitive event flyer, seasonal door hanger, or a polished brochure, our design team is adept at producing materials that are visually engaging, on-brand, and tailored to diverse audiences. We are accustomed to quick turnarounds and multiple rounds of review, and we always keep the end user in mind.

Work Being Proposed
7 ● Newsletter Production
We have deep experience producing both print and digital newsletters for municipalities. For Cypress, we will design and lay out the monthly Progress newsletter in ways that are accessible, easy to scan, and rich with useful information.
● Public Relations & Media Coordination
Our PR team will support the City’s outreach goals through thoughtful e-newsletters, press releases, advisories, and talking points. We are comfortable shaping content for different audiences and coordinating with internal stakeholders to ensure accuracy and timeliness. ● Community Engagement Support
From city festivals to community forums, we understand the nuances of on-the-ground engagement. We will help craft messaging, provide visual assets, and document events through photo and video, capturing the energy and diversity of Cypress.
● Photography & Video Production
With both an in-house photo and video team along with a network of trusted partners for developing various levels of assets, we can cover up to 15 to 20 key events or locations per year. Our content is produced with intention, capturing not just the scene but the spirit of the event.
● Social Media Strategy & Execution
We will collaborate with City staff to manage posts and reels across all active platforms from scheduling to tracking performance. Our approach emphasizes authentic community voice, timely content, and meaningful engagement through comments and shares.
● Website & App Content Management
Our team is comfortable in working in a variety of CMS platforms. We will collaborate with City staff to keep the City website and Cypress Central App updated with fresh visuals, calendar items, and optimized pages that serve residents efficiently and intuitively.

Work Being Proposed
8 Our Readiness & Experience
Verdin brings the structure, responsiveness, and creative capacity the City is looking for. Our team is experienced in managing municipal communications from the inside out, balancing public sector process with the urgency and polish of a full-service agency. We know how to navigate multi-department workflows without losing momentum.

We have worked in many different capacities with cities that share similar needs, serving as creative partners, communications strategists, and brand storytellers. In the Experience section of this proposal, you will find relevant examples of how we have supported cities with the similar scopes of services, each tailored to local voice and community identity.

A Unique Opportunity for Cypress
Cypress has already laid the groundwork for strong community communication, with established tools, engaged residents, and a clear strategy in motion. This contract offers an opportunity to build on that solid foundation, bringing renewed creativity, streamlined support, and consistent messaging that deepens public connection. We’re excited to help support that continued growth.

Work Being Proposed
9 ● Research
● Immersion
● Goal Setting & Metrics
● Brand Audit
Discover
● Strategic Roadmap
● Marketing Strategy
● Action Plan with Timeline &
Deliverables
Strategize
● Creative Brief
● Ideation & Creative Concepts
● Content Creation & Production
● Branding
● Project Management & Workflow
Create
● Campaign Launch
● Testing & Improvements
● Media Placement
● Client Collaboration &
Communication
Activate
● Reporting (Monthly/Quarterly)
● Campaign Analysis
● Strategic Planning & Forecasting
● Ongoing Client Communication
● Innovation & Optimizations
Amplify
The Verdin
Method
Verdin would use this proven process for
creating custom strategies with strong
foundations, measurable objectives and
clear tactics for the City of Cypress.

Work Being Proposed
10 Attachment 1
Mary Verdin President & CEO
X
Verdin Marketing Ink, Co
PO Box 3060
San Luis Obispo, CA 93403
805 541-9005
6/13/2025

PROPOSED SCOPE & BUDGET
COST
12 Proposed Budget Options for
Communications & Marketing Services
The following proposed sample budgets are in draft form based on details from your RFP and following the Verdin Method outlined on page 9.

This initial draft incorporates development and execution of ongoing items listed in the scope of work along with addition one time onboarding and strategy fees needed for the first year of contract. The budget is subject to change to accommodate Cypress’ priorities and budget.

Verdin bills monthly based on time and materials and will manage budgets to stay within approved totals. Payment terms are Net 30.

Verdin Option 1 Total: $ 245,950
12 Discover: $19,770
● Onboarding, FAM & Immersion
Strategize: $10,000
● Marketing Plan including strategies
for paid, earned and owned channels
Create: $35,000
● Graphic design of approx 6-8 deliverables
● Photography and Video Asset Development,
two fifteen -second videos, script,
storyboarding, and coordination.

Model coordination not included.

Amplify: $21,700
● Ongoing communication, budget Management &
Reporting
Cost
Activate: $159,480
● Website Support to include back-end updates
● Social Media Management to include 2-3
platforms, 14-16 posts per month including
1 reel, 4 carousels. Includes monitoring &
engagement.
● Monthly newsletter to include template creation
and deployment
● Public Relations to include 8-10 press releases
and media advisories, and 24 e-blasts
● Community Engagement to support collaboration
among stakeholders
● Media Planning & Placement
● Media Buy ($75,000)
Create $48,200
● Increase to additional graphic design budget
to include 15 total deliverables
● Increase to video/ photoshoot budget for adding
an additional shoot day and additional photo assets
13 Cost
Create $20,000
● Increase in graphic design budget to include
10 - 12 deliverables
● Increase in video asset development to include
another :15-second video, a :30-second video, and
additional shooting day. Model coordination not included.

Verdin Option 2 Total: $300,000 Verdin Option 3 Total: $360,000 All items included in Option 1 $245,950 All items included in Option 2 $300,000 Activate $34,050
● Additional website support budget
● Increase in social media budget to include
additional monthly reel
● Additional Media Buy Budget (+$25,000)
● Additional Media Planning & Placement
budget to support higher media buy budget Activate $6,800 ● Increase in social media scope to include
2 additional monthly reels
● Increase in public relations budget
● Increase in community engagement budget
Strategize $5,000
● Additional strategy for added scope campaigns
and deliverables, or optional additional
research survey

WHAT WE DO

EXPERIENCE
15 Our Services
When you hire Verdin, you get access to a
team of specialists and a full range of
marketing services under one roof. And it’s
all customized to your goals.
● Research
● Identity & Branding
● Marketing Plans
● Image Perception Assessment
● Customer Relationship Management
Marketing & Brand
Management
● Strategic Campaign Concepting
● Digital, Print & Broadcast Advertising
Creative Development
● Media Strategies
● Media Buying
● Campaign Monitoring & Reporting
Advertising
● Social Media Strategies &
Content Development
● Social Media Monitoring & Management
● Blogging
● Search Engine Marketing
● Mobile Marketing
Digital Marketing
● Site Planning
● Writing, Designing & Programming
● Search Engine Optimization
● Ongoing Website Maintenance
Website
Development
● Public Relations Strategies
● Press Release Writing & Distribution
● White Paper Development
● Trade Show Booth Management
● Crisis Communications
Public Relations
What We Do
Names We Stand Behind
16 17
Results from our quarterly client surveys
Verdin’s professionalism and creativity played a key role in our success. Their collaborative and responsive staff took the time to understand our needs, provided valuable insights, and were always open to feedback.
—Quinn Brady, Project Director, Uplift Central Coast Coalition Mary and the Verdin Team helped our organization create connections that mattered.
—Wade Horton, Former CAO, San Luis Obispo County & Former Deputy Director, City of San Luis Obispo Utilities Dept.

The most reliable references we have are our clients.

See what they have to say:

We love Verdin and have enjoyed a solid partnership over the past 10 years! Looking forward to continued success, engagement and the positive results we've experienced.
—Terrie Banish, Deputy City Manager, Outreach, Events & Promotions, City of Atascadero
The team has been incredible! They have been flexible with changing priorities, always meeting deadlines and
delivering top notch work in all situations. They listen to feedback and come back with a solution-minded response.

It has been a pleasure to work with the team this year. —Molly Cano, Former City of San Luis Obispo Economic Development & Tourism Manager
The professionalism, enthusiasm, and attention to detail of the Verdin Team is amazing!
—Jocelyn Brennan, Former South County Chambers of Commerce CEO & Arroyo Grande Tourism Manager
17 Overall satisfaction rating
from our most recent
client surveys:

4.8 out of five stars
Areas included in survey:

Client Service; Creativity; Effectiveness; On
Time & On Budget; Value
Client Satisfaction
18 CITY OF SAN LUIS OBISPO
What We Did
● Communications support for Marsh
Street Bridge renovation
● Communications support for
Orcutt/Tank Farm Roundabout
construction
● Communications support for the Prado
Road Bridge Replacement and
Interchange Projects
● Annual “Shop Local” Campaigns to
encourage residents to spend locally
● SLO Public Art branding and strategies
● Cultural Arts District Parking Structure
construction communications
Where We Started
Verdin has worked with the City of San Luis Obispo in different capacities throughout our 22 years of operation. We have worked on a variety of projects to support the community in the areas of economic development and communications for large construction projects. As a preferred vendor, the team has been able to maximize efficiency in branding and messaging efforts across different projects to become a trusted partner for the City.

What Happened
● The “Shop Local” campaign generated
more than $940,000 in direct spending
supporting the local economy
● Successful completion and positive
community engagement on multiple
infrastructure and transportation
projects
● Reached more than 560,000 people
encouraging them to explore the arts in
the community through social media
and paid tactics
● Award winning campaign for the “Love
SLO like you mean it” video series that
launched during the Pandemic to
support the local business community
18 Case Study
“I’ve worked with the team at
Verdin on numerous projects
spanning many years and
continue to be impressed by
their dedication to excellence. I
cannot recommend them
highly enough – their artistic
vision, budget management
and effective communication
make them ideal partners for
any organization.”
Jacqui Clark-Charlesworth
City of San Luis Obispo Tourism &
Community Promotions Manager
[email protected]
(805) 781-7216
19 CITY OF SAN LUIS OBISPO - ECONOMIC DEVELOPMENT
Case Study
LOVE SLO LIKE YOU MEAN IT CAMPAIGN - Click image to view video SLO RESTAURANT WEEK CAMPAIGN 20 CITY OF SAN LUIS OBISPO - ECONOMIC DEVELOPMENT

NEIGHBORHOOD CAMPAIGN
Case Study

PUBLIC ARTS PROJECTS
Click image to view video
21 CITY OF SAN LUIS OBISPO - PUBLIC WORKS
Case Study

CITY CONSTRUCTION PROJECTS
22 CITY OF SAN LUIS OBISPO - UTILITIES PROJECTS
Case Study
Utilities Community Communications
Stop Dirty Water Campaign
23 “Team Verdin is always
well-prepared for our
collaborations. They conduct
thorough research and coordinate
seamlessly with our various
stakeholders to develop a
strategic approach that respects
our unique needs and budget.

Beyond their professional work,
we benefit from their effective
project management and
adaptability, which enable them to
meet our organization's evolving
goals.”
Elizabeth Orcutt
Community Relations Manager
Arts and Recreation
City of Walnut Creek
[email protected]
(925) 943-5850
WALNUT CREEK ARTS + REC
What We Did
● Created a creative brief and tone sheet
to align all staff with brand message
● Developed a comprehensive
communications strategy with targeted
tactics to meet deliverables
● Produced a variety of design templates
for social media and email marketing
● Wrote and distributed one press release
per month to important local media
outlets
Where We Started
In 2023, Verdin began working with Walnut Creek Arts + Rec to craft a robust communications plan and public relations strategy. The department’s goal was to increase awareness of their initiatives and programs while also educating the community about their commitment to diversity, equity and inclusion efforts.

What Happened
● Secured media coverage for all press
releases across various outlets, including
Contra Costa News, Diablo Magazine and
East Bay Times
● Cross-promoted all Walnut Creek Arts + Rec
divisions to target audiences by creating and
sharing branded logo lockups in public
messaging
● Positioned Walnut Creek Arts + Rec as a
leader in DEI efforts by incorporating a new
boilerplate in all press releases
● Some metrics achieved:
○ 517.39 M total UVM
○ 7,219 in social media followers
○ 1,081 Journalist reach
Case Study
24 TONE SHEET
WALNUT CREEK ARTS + REC

SOCIAL TEMPLATES

PRINTED ADS
Case Study
25 “GVRD was always having a
rough go of doing our own
marketing. We were in search
of a company to help analyze
what we we’re doing, develop
a plan to move forward and
implement that plan so we
could reach out to our
community and share what we
have available for parks and
recreation. I am now receiving
positive comments regarding
how our social media has
greatly improved.”
Gabe Lanusse
General Manager
Greater Vallejo Recreation District
[email protected]
(707) 648-4600

GREATER VALLEJO RECREATION DISTRICT
What We Did
● Created a comprehensive marketing
strategy that included the following:
○ Paid media plan
○ Earned media tactics
○ Owned media strategy for social
media, email marketing and
website
● Designed a new brand identity, including
a logo and color palette
● Organized a photo shoot to capture
assets at multiple parks and classes
throughout the city
● Launched digital campaigns to promote
awareness of parks, programs and
services
● Hosted a virtual Lunch & Learn session
to educate GVRD staff on the importance
of brand cohesion
Where We Started
Verdin partnered with Greater Vallejo Recreation District in 2022 to reimagine their brand identity and develop a look and feel that resonated with the community they serve. Their goal was to increase brand awareness and tap into marketing tactics that would reach their target audience.

What Happened
● GVRD ranked in the top 100 in social
media engagement for national parks
and recreation industry accounts
● Instagram engagement increased by

58.7%
● E-newsletter subscribers increased by
over 1,500%
● Achieved over 1,000,000 combined
digital ad impressions
● Received Addy Award for “Your Day,
Enriched” digital paid campaign
● Some metrics achieved:
○ 4,303 e-newsletter subscribers
○ 9,213 in social media followers
○ 102K avg annual web traffic
Case Study
26 GREATER VALLEJO RECREATION DISTRICT
DIGITAL ADS - Click image to view video E-NEWSLETTER - Click image to view SOCIAL TEMPLATES BRAND

GUIDELINES

BRAND ILLUSTRATIONS FOR

SOCIAL MEDIA AND BEYOND
Case Study

MEET THE TEAM
WHO WE
ARE
28 Nice to meet you
A little bit about us
Verdin Marketing is an award-winning, full-service marketing communications agency with 22 years of experience serving public entities across California.

Our agency specializes in strategic communications for public-sector organizations that require thoughtful, community-focused outreach. We understand the unique demands of public-facing work, including the need for transparency, accountability, and the ability to unify diverse stakeholder groups around shared goals.

A cornerstone of our approach is collaboration. We’re adept at navigating complex organizational structures and working with multiple internal departments, advisory boards, elected officials, and community partners to build alignment and consensus.

We take the time to understand the needs, concerns, and values of all stakeholders and ensure they are reflected in the final outcomes.

Our process is rooted in research. We prioritize audience insights, environmental scans, and performance metrics to inform creative direction and strategic decision-making. Whether we’re developing a year long campaign or a single public outreach effort, our work is grounded in data and designed for measurable impact.

Verdin is proud of the long-term relationships we’ve built with clients in the public sector. We bring stability, experience, and fresh thinking to every engagement and we’re committed to delivering work that’s not only effective, but meaningful to the communities it serves.

On the following pages we are excited to introduce ourselves, share more about experience and how we can be a fit for the City of Cypress’ marketing needs.

Who We Are
29 City of Cypress Key Personnel
Allie Rohlfs - Account Manager
Role: Provides day-to-day support and oversees budget, scope and timeline for branding project Allie oversees client accounts, collaborates with cross-functional teams and ensures successful marketing strategy implementation. Using her communication and organizational skills, she facilitates coordination among team members, stakeholders and clients. Allie graduated from Cal Poly with a degree in Journalism and Public Relations, and she was honored the department’s Leadership Award. Allie ensures client success through accurate and transparent reporting, excellent budget management and innovative programming.

Mary Verdin - President & Chief Executive Officer
Role: Participates in discovery and client onboarding, provides ongoing strategic input Mary has more than 30 years of marketing experience, including 25 years working in the travel and tourism space.

She has an energy that keeps ideas fresh and strategic. Her personal list of awards, combined with the industry awards our agency wins every year, reflect Mary’s proven ability to create communications success for clients. An innate problem solver and natural leader, she founded Verdin 22 years ago and continues to grow the firm and find ways to give back to the community.

Ashlee Akers - Partner & Chief Strategy Officer
Role: Participates in strategic planning meetings, oversees social media strategies Ashlee guides Verdin’s account staff with enthusiasm and plays a leading role in all client work. Her friendly and dynamic personality makes our clients instantly feel comfortable and confident. She is the master of surpassing client needs with an unwavering devotion to achieving stellar results. Ashlee has been with Verdin working in marketing for 15 years. She currently serves on Central Coast Tourism Council Board of Directors and the marketing and branding committee for Visit SLO CAL.

Who We Are
30 City of Cypress Key Personnel
Jennifer Wright - Content Strategist
Role: Owns all content that will produced
As Content Strategist, Jennifer capitalizes on years of experience as a marketer, journalist and writer to plan and create compelling content that clients are proud to show off. She combines her wit with a robust, colloquial vocabulary and a sincere interest in current trends, producing new ideas and content that make audiences look twice. And hit the like button.

Katie Kollmann - Art Director
Role: Owns all visual branding aspects of the work that will be created for Cypress Katie supports our design team with a propensity for excellence, moving design projects forward with adaptability, thoughtfulness and care. Through inspiring displays of perseverance, Katie works until she knows that her designs are not just visually appealing, but effective in accomplishing their goals and seamlessly integrating into many different formats and channels.

Riley Grim - Creative Director
Role: Participates in creative planning and brand development, overseeing all creative work Riley is the helm that steers Verdin’s creative team. Her keen eye and strategic mind lead Verdin to produce work that is strikingly distinct. Riley has nearly 12 years of marketing experience, working specifically in tourism marketing for the past five years. Her experience and knowledge base has led the concepting and implementation of successful campaigns for notable organizations like Visit SLO CAL, City of San Luis Obispo, Walnut Creek Arts + Rec and Greater Vallejo Recreation District.

Who We Are
31 VERDIN’S MISSION STATEMENT
Together, we shape dynamic communities
through strategy, consensus and storytelling.
© 2025 by Verdin Marketing. All Rights Reserved. This work is the property of Verdin Marketing and no part of it can be reproduced or transmitted in any form or by any information storage or retrieval system, without the written permission of Verdin Marketing, except where permitted by law.
31 Jeff Draper
Recreation and Community Services Director
City Of Cypress
5275 Orange Avenue
Cypress, CA 90630
Re: Communications And Marketing Services for the City of Cypress Dear Jeff Draper,
We The Creative (WTC), a DBA of Jovenville, LLC, is submitting a proposal for the City Of Cypress Communications And Marketing Services . For inquiries, please contact Joven Orozco, President and Founder, at the details below.

We The Creative, Joven Orozco, President and Founder
Email: [email protected], Phone: (877) 887-1318
Address: 3349 Michelson Dr., Ste. 200, Irvine, CA 92612 Our Differentiators:

Public Sector Experience - 16 years in the public sector and 29 years in design.

Customer Service Focus - Exceptional service through clear communication and collaboration.

Design Innovation - Fresh and innovative approaches from 29 years of design expertise.

We acknowledge receipt of the RFP with no (0) addenda. This proposal is accurate and valid for 90 days.

Thank you for considering our proposal.

Best regards,
Joven Orozco, President and Founder

1. Cover Letter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

2. Company Information . . . . . . . . . . . . . . . . . . . . . . . . . . .

3. A. Experience. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

4. B. Work Being Proposed. . . . . . . . . . . . . . . . . . . . . . . . .

5. C. Cost Proposal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

6. Authorization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Sample Work . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Resumes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Founded in 1995, Jovenville, LLC is a leading creative agency specializing in branding and marketing for consumer products. In 2007, we launched We The Creative (WTC) to serve the public sector, applying our successful consumer brand strategies. This move proved highly successful, with WTC quickly thriving in government work.

We The Creative (WTC), a subsidiary of Jovenville, LLC, brings 29 years of creative industry experience. Based in Irvine, California, WTC is an SBE and DBE, focused on transforming public sector design.

We The Creative
3349 Michelson Dr., Ste. 200
Irvine, CA 92612
T: (877) 887-1318 C: (949) 463-7887
F: (949) 723-1566
WeTheCreative.com
DUNS Number: 964198816
Joven Orozco, Main Contact
T: (877) 887-1318 C: (949) 463-7887
F: (949) 723-1566
[email protected]
At WTC, we excel in collaboration and innovation, pushing the limits of creative thinking and strategy to deliver exceptional branding and marketing solutions. Our dedication to challenging the status quo makes us leaders in our field.

We exist for and strive to change the status quo
of creative design in the public sector
WTC is a creative agency specializing in a wide range of services.

Our creativity coupled with a proprietary business process delight our clients time and again.

Developing a strategy requires a broad-yet-detailed look at the evolution of a current position and a projection of future goals. WTC has the collaborative tools and creative disposition to cultivate a fresh new look, feel and outreach.

Branding is more than just a symbol. It defines how a business presents itself to the world and sets the tone for the future. WTC has developed some great-fitting brands for government, public organizations and programs.

Marketing is the thoughtful research process to determine the best way of bringing public awareness to an organization or project. WTC makes it our business to discover the best methods of delivering the right message to the right audience at the right time with innovation.

WTC never markets without a purpose. The goal is to always reach a target audience where they live their lives, in ways that effectively elicit their thoughts and actions.

Advertising is a combination of art and copy designed to attract, engage and motivate action within a short period of time. WTC will determine the main strategy and create a compelling, fully integrated campaign that spans all platforms.

Social media is ever-evolving and quickly-changing. WTC makes it our business to have the right people following social media trends, so we can develop and execute a currently-trending, positive social media presence.

Coordinating an event requires an experienced staff to track the many moving pieces during execution of a strategy or campaign. WTC has managed several successful events with our bright and talented coordinators.

Graphic design is the application of artistic concepts that enliven an organization or project with widely-appealing interest. Our talented staff has received many awards for their creative achievements and always gives each project their full attention.

WTC has a unique approach to developing annual reports. Our process has attracted the attention of several media outlets, and received acclaim at industry events.

These are the portals that connect the government with the public 24/7. WTC believes websites should have an easy-to-use experience with great visual appeal, so they can leave a positive impression on all who interface with the website.

WTC Photography and Video brings projects to life in expressive and memorable ways. Our team’s trained and creative ‘eyes’ can vividly enhance any media. - Magazine and Activity guide - Activity Guide and Magazine Design & Production - Our Orange Publication & Activity Guide - Activity Guides - Inside Newsletter Redesign
- Discover Santa Clara - Convention Center Marketing
- Diversity Equality Inclusion Report
- Inside Irvine Magazine Redesign & Production
- Brand Identity Guidelines
- Community Outreach Marketing Collateral
- Interactive Annual Reports
- Brand Style Guide
- Annual Reports
- Seascape Newsletter
- Strategic Plan Layout & Design
- Outlook Magazine Redesign & Production
- Event Branding & Marketing Tactics
- Marketing Collateral
- Visual Brand Language
- Annual Reports
- Water Quality Reports
- Rideshare Marketing
- Center City Social Marketing
- The View Newsletter Redesign and Production
- City PPT & Business Cards Redesign
- Economic Development Brochure
- Fire Department Annual Report
- Consumer Confidence Report
- Wastewater Video
- Trolley Program Marketing
- La Paz Road Video
Refer to Appendix A: Sample Work

We The Creative prides itself on fostering strong, collaborative relationships with all our clients, particularly within the public sector. Our commitment to excellence, clear communication, and delivering impactful results has earned us a reputation for reliability and outstanding service among municipal agencies.

We understand the unique communication needs and objectives of government entities, and we are adept at translating complex information into accessible, engaging narratives for diverse community audiences. Our proactive approach, attention to detail, and ability to meet stringent deadlines are consistently highlighted by our municipal partners.

Testimonial from Transportation Agency for Monterey County (TAMC):

We are honored to include a letter of recommendation from the Transportation Agency for Monterey County (TAMC), demonstrating our successful partnership and the positive impact of our work. "I wanted to take a moment to shine a spotlight on the work carried out by We The Creative in shaping our annual report. I am the Community Outreach Coordinator from the Transportation Agency for Monterey County, and I can't help but emphasize the sheer impact that collaborating with We The Creative has brought to our project." "When we engaged We The Creative to curate our annual report, it was clear that their gift lies in transforming intricate concepts into narratives that practically leap off the page; along with visuals that conveyed complexity with remarkable ease."
"The aspect that truly stands out is We The Creative's inventive flair for storytelling and visual representation. This, coupled with their meticulous attention to detail, unwavering professionalism, and punctuality in meeting deadlines, culminated in a final report that surpassed all expectations. Our report sparked conversations, and that's exactly what we aimed for."
"With great pleasure, I recommend We The Creative to anyone seeking outstanding annual reports. Their passion, deep industry knowledge, and commitment to excellence make them a creative partner like no other." — Theresa Wright, Community Outreach Coordinator, Transportation Agency for Monterey County This testimonial underscores our capacity to transform intricate municipal information into compelling public-facing documents and our unwavering commitment to client satisfaction and project success. We are confident that our proven track record with other municipalities, exemplified by our work with TAMC, makes us an ideal partner for the City of Cypress.

The following clients are familiar with the WTC design process and work methodology.

City of Lancaster
44933 Fern Avenue
Lancaster, CA 93534
Alexus Merino, Communications
(661) 723–6081, [email protected]
Dates: 2020-present, ongoing
Projects: Outlook Magazine and activity guide redesign and production, Event marketing and branding
City of San Gabriel
425 South Mission Drive
San Gabriel, CA 91776
Matthew Morales-Stevens, MPA, Community Services
[email protected], 626.308.2875
Dates: 2023 - Present
Projects: Magazine and activity guide
City of Victorville
14343 Civic Dr.

Victorville, CA 92392
Donna Meester, Director of Community Services
(760) 243-1969 [email protected]
Dates: 2023 - Present
Projects: Magazine and activity guide
City of Mountain View
500 Castro St.

Mountain View, CA 94041
Lenka Wright, Chief Communications Officer
(650) 903-6615, [email protected]
Dates: 2021 to present, ongoing
Projects: City brand collateral, The View newsletter design and production
Town of Danville
233 Front Street
Danville, CA 94526
Jessica Wallner, CPRP
Program Supervisor, Cultural Arts & Marketing
(925) 314-3426, [email protected]
Dates: 2019 - 2023
Projects: Activity guide
City of Irvine
1 Civic Center Plaza
Irvine, CA 92606-5207
Melissa Haley
Program Specialist, Public Information Office
949-724-6253, [email protected]
Dates: 2022 - ongoing
Projects: Magazine & activity guide
City of Oxnard
6001 Perkins Road
Oxnard, California 93033
Luis Ortega, Management Analyst
(805) 271-2217, [email protected]
Dates: 2022 - Present, ongoing
Projects: Consumer Confidence Report, Videos
Description of Work Activities to Be Performed
Our team proposes a full suite of communications and marketing services tailored to the City of Cypress’ needs.

We approach each task with creativity, strategic intent, and a commitment to community engagement. The work activities we will perform include:

Graphic Design and Marketing Materials
We will create high-quality, compelling designs for brochures, flyers, posters, and promotional items that reflect the City’s brand while remaining fresh and engaging. Our process includes developing drafts with quick turnarounds, incorporating feedback efficiently, and delivering print-ready and editable files.

Newsletter Development
We will develop bi-monthly and quarterly newsletters with original content that showcases City programs, events, and achievements. We will proactively gather information from City departments and community members, integrating high-quality imagery and clear, engaging copy. Newsletters will be delivered in both web- and print-friendly formats.

Public Relations
We will write and distribute press releases, email campaigns, media advisories, and scripts, ensuring clear and consistent messaging. Our team includes experienced content writers and editors with municipal and nonprofit PR experience.

Community Engagement
We will design and execute outreach efforts that promote meaningful dialogue between the City and its residents.

This includes event coverage, public input campaigns, surveys, and storytelling strategies that increase transparency and trust.

Photography and Video Services
We will document City events and initiatives through professional photography and video. Our in-house team includes experienced photographers and videographers, and we offer drone coverage when applicable. All files will be organized and archived per City standards.

Social Media Content Creation and Monitoring
We will manage daily social media activities across platforms including Facebook, Instagram, X (Twitter), and YouTube. This includes planning content calendars, producing platform-specific content, and monitoring interactions to ensure timely, appropriate responses in coordination with City staff.

Website and Cypress Central App Management
We will provide content updates, create new pages, and help optimize navigation and user experience. We are familiar with Granicus and other CMS platforms, and can liaise with the City's provider to resolve issues and improve functionality.

Ability to Meet the Requirements of the Proposal
Our agency excels in fast-paced, deadline-driven environments and is structured to handle multiple concurrent projects with minimal supervision. We are proactive, organized, and experienced in municipal communications.

Our team includes graphic designers, writers, PR professionals, photographers, and digital strategists ready to mobilize in alignment with the City's needs.

We are also flexible in scaling our services to align with the City's evolving priorities and can offer extended support during peak periods or high-impact campaigns.

Acknowledgment of Contracting Requirements
We have reviewed the standard City of Cypress Contract Services Agreement (Attachment I). We accept the terms and conditions of the contract as is, without modifications. Should any clarifications arise during the contracting phase, we will promptly address them in good faith and in full compliance with City requirements.

Creative work with great results is accomplished through trust and collaboration.

Our processes allow us to deliver on our clients objectives and push creativity to areas never thought imaginable.

Each project has its unique scope of work, which requires a standard way of working and communicating.

WTC developed the 4D Approach™ to address those needs in a creative industry where chaos can easily dominate in an unstructured environment.

It serves as a model for project development, enabling both the client and the design team to focus on the message and the audience and deliver a compelling and accurate product. We use an online platform to communicate efficiently and effectively.

At the project's core, Discovery lays the groundwork.

Through careful planning, we establish a deep
understanding of project parameters, setting
achievable goals.

Guided by design criteria, we navigate the project
towards goal attainment. Explorations and
experiments are presented for client feedback and
approval, while Boardstorming fuels creative
brainstorming.

The process by which the concept and design are
developed and refined to best embody the
established objectives.

Approaching tangible completion, we finalize
production, ensure accuracy, and collaborate with
vendors for timely and precise delivery. The project
is nearing completion.

Some of our secret tools
for collaboration and fun!
Boardstorming, our creative brainchild,
sparks a storm of ideas! We unleash
over a dozen concepts for strategic and
image direction, printing techniques,
social tactics, and outreach ideas. Each
idea lands on the board for lively client
feedback and conversation. It's a rapid
exploration of possibilities, revealing
what works and what doesn't for tactics,
styles, messaging, and strategies. Get
ready for an electrifying brainstorming
experience!
WTC's secure website offers convenient communication and real-time project updates. Accessible from anywhere, it keeps everyone up to date with a paperless 'paper trail.' Stay informed with information such as project overview, organized messages, contact details, and an up-to-date calendar. Experience seamless collaboration and stay connected, no matter where you are.

Overview: Chronological record of events and deliverables Messages: Up-to-date details of projects organized in order Contacts: Everyone involved with the project is listed and reachable.

Cypress City CouncilNovember 10, 2025

Cypress City Council
November 10, 2025