Finance Committee
January 29, 2024

AMENDMENT #1
TO
CONTRACT #012320-SCC
THIS AMENDMENT is by and between Sourcewell and Staples Contract & Commercial LLC (Vendor).

Vendor was awarded a Sourcewell Contract for Janitorial Supplies and Equipment with Related Services effective August 1, 2020, through November 16, 2024, relating to the provision of services by Vendor and to Sourcewell and its Members (Original Agreement).

The parties agree that certain terms within the Original Agreement will be updated and amended and only to the extent as hereunder provided.

IN CONSIDERATION OF the mutual covenants and agreements described in this Amendment, the parties agree as follows:

1. This Amendment is effective February 1, 2021, and upon the date of the last signature below.

2. Section 4: PRODUCT AND PRICING CHANGE REQUESTS – Paragraph 5 is amended as follows:

The prices for Premium Products, except Janitorial Premium Products, may be updated once quarterly: August - October, November -January, February - April, May-July of each year during the term that this Contract. These Premium Products are defined as toner, ink, IT hardware, copy paper, and furniture that Participating Entities purchase from Staples. The prices for Janitorial Premium Products may be updated upon 30 days’ prior written notification. Manufacturer’s documentation will be provided when available. Janitorial Premium Products are defined as janitorial paper, towel, tissue, paper-related items, petroleum-, resin-, and steel-based products, custom products, and seasonal products that Participating Entities purchase from Staples.









 






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Except as amended by this Amendment, the Original Agreement remains in full force and effect.

Sourcewell Staples Contract & Commercial LLC
By: By:

Authorized Signature Authorized Signature
Jeremy Schwartz Joanne Harris
Name – Printed Name – Printed
Title: Director of Operations & Procurement/CPO Title: Chief Commercial Officer Date: Date:

Sourcewell–APPROVED:

By:

Authorized Signature
Chad Coauette
Name – Printed
Title: Executive Director/CEO
Date:








 








 

 

 




 


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Rev. 7/2022 1

CONTRACT EXTENSION
Contract Number: #012320-SCC
Sourcewell, 202 12th Street Northeast, P.O. Box 219, Staples, MN 56479 (Sourcewell) and Staples Contract & Commercial LLC, 500 Staples Drive, Framingham, MA 01702 have entered into Contract #012320-SCC for the procurement of Office Supply Catalog Solutions. The Contract has an expiration date of April 6, 2024, but the parties may extend the Contract by mutual consent.

Sourcewell and Vendor acknowledge that extending the Contract benefits the Vendor, Sourcewell and Sourcewell’s Members. Vendor and Sourcewell agree to extend the Contract listed above for an additional period, with a new Contract expiration date of April 6, 2025. All other terms and conditions of the Contract remain in full force and effect.

Sourcewell Staples Contract & Commercial LLC
By: __________________________ By: __________________________ Jeremy Schwartz Michele Parzianello
Title: Chief Procurement Officer Title:

Date: ________________________ Date: ________________________ 





 




 


 








 











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Beepsmart Communications
Inc Eloquent Corp
Lakeshore Learning Materials Premier & Companies
Staples Contract & Commercial LLC Zone Logistics, LLC
Possible Points
Conformance to Terms/ Conditions to Include Documentation 50 28 40 42 38 41 36 Pricing 400 299 319 324 317 326 274
Financial, Industry and Marketplace Successes 75 54 52 61 56 64 45 Bidder's Ability to Sell/ Service Contract Nationally 100 71 72 85 76 91 68 Bidder's Marketing Plan 50 32 37 42 39 46 37
Value Added Attributes 75 55 61 63 59 68 52
Warranty Coverages and Information 50 35 41 44 40 45 36 Selection and Variety of Products and Services Offered 200 134 120 151 162 186 123 Total Points 1,000 708 742 812 787 867 671
Rank Order 542316
______________________________ __________________________ Kim Austin, CPPB, Sourcewell Carol Jackson, Sourcewell
_________________________________________ _____________________________________ Brandon Town, CPSM, CPSD, Sourcewell Stephanie Haataja, CPIM, Sourcewell Proposal Evaluation
Office Supply Catalog Solutions RFP #012320






 
 

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1 ANNUAL PURCHASE AGREEMENT #261026
This agreement, hereinafter called AGREEMENT, made and entered into in the City of Modesto, State of California, this _____ day of ______________ , 2024, by and between the City of Modesto, a municipal corporation of the State of California, hereinafter called CITY, and Warden’s Office Products, hereinafter called VENDOR,
W I T N E S E T H:

WHEREAS, the Modesto City Council adopted Resolution No. 2024- _____ authorizing the Award of Bid and agreement for the furnishing of office furniture described herein (the “GOODS”) to VENDOR, attached hereto as Exhibit “A” and made a part hereof, and NOW, THEREFORE, the parties hereto mutually agree as follows:

1. TERM OF AGREEMENT: The term of the AGREEMENT shall be for a period of TWO YEARS with THREE one-year extension options at the sole discretion of City, for a total of up to five years.

Year one: JULY 1, 2024 THROUGH JUNE 30, 2025
Year two: JULY 1, 2025 THROUGH JUNE 30, 2026
Year three: JULY 1, 2026 THROUGH JUNE 30, 2027
Year four: JULY 1, 2027 THROUGH JUNE 30, 2028
Year five: JULY 1, 2028 THROUGH JUNE 30, 2029

2. PRICING:

A. Per the aforementioned Council Resolution, the annual estimated amount of the AGREEMENT is $45,000. The total amount paid by CITY to VENDOR over the full term of the AGREEMENT shall not exceed $225,000.

B. Pricing shall remain firm for the two years of the AGREEMENT.

C. Price increases for each subsequent AGREEMENT years three, four, and five, shall be negotiated in good faith by the parties, but in no instance may exceed the net percentage increase during the prior 12 month period in the Federal Bureau of Labor Statistics’ Consumer Price Index (CPI) for West Urban #4..
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2 Area. Requests for price increases in any renewal year shall be submitted by VENDOR in writing at least sixty (60) days prior to the annual anniversary date of the AGREEMENT.

3. USAGE: Vendor shall provide whatever quantities may be required during the term of this Agreement. No minimum or maximum quantities are guaranteed or implied by CITY.

4. ORDERING: Vendor shall deliver GOODS to the location specified within CITY’s purchase order. Unless otherwise specified by the Purchasing Division, no GOODS may be delivered to CITY unless a purchase order has been provided by CITY to VENDOR.

5. PAYMENT: All invoices shall be paid in full by CITY after completion and acceptance of the GOODS by the City, and receipt of a properly prepared invoice submitted by VENDOR via email to [email protected] . As specified by the Purchasing Division, every invoice must reference this AGREEMENT number or CITY’s purchase order number. VENDOR will be paid by CITY via the following payment method [TO BE DETERMINED BY IFB RESPONSE IN FINAL AGREEMENT, EITHER “Net 30 terms via CITY’s ePay Program” or “Net 45 Days via manual check”.]

6. AMENDMENTS: No changes to this AGREEMENT shall be effective unless documented by a written amendment to this AGREEMENT and signed by the parties hereto with CITY represented by the Purchasing Division.

7. TERMINATION:

A. In the event either party fails to perform under this AGREEMENT or breaches any condition contained herein, the other party shall notify in writing the breaching party of the non-performance. Within 30 days after receipt of notification, the breaching party shall correct any non-performance to the reasonable satisfaction of the non-breaching party. Failure to correct any non-performance shall allow the non-breaching party to terminate this AGREEMENT for cause.

B. CITY may terminate this AGREEMENT for convenience upon 30 days prior notice to VENDOR by CITY’s authorized employee.

8. INSPECTION: All GOODS are subject to inspection and test by the City for compliance with specifications as included herein, within a reasonable time after delivery. In the event GOODS are defective or not in conformity with this AGREEMENT or CITY’s purchase order, the CITY shall have the rights to either reject the GOODS or require correction. Defective articles or services shall be removed from CITY premises and/or corrected by and at the expense of VENDOR; provided that should the VENDOR fail, neglect or refuse to do so, the CITY shall thereupon have the right to purchase in the open market, in lieu thereof, a corresponding quantity of any such items. CITY may deduct from any moneys due or that may there after come due to VENDOR, or send an invoice to the VENDOR which shall be paid within thirty (30) days, the difference between the prices named in the contract or purchase order and the actual cost thereof to the CITY. In the event that the VENDOR fails to make prompt delivery as specified for any item, the same conditions as to the rights of the CITY to purchase in the open market and to reimbursement set forth above shall apply, except when delivery is delayed by fire, strike, freight embargo, or Act of God or the government. Cost of inspection or deliveries or offers for delivery, which do not meet specifications, will be borne by the Bidder. Failure by CITY to inspect and accept or reject shall not relieve the VENDOR from responsibility for compliance with specifications. Final acceptance shall be conclusive except as regards to latent defects, fraud, or such gross mistakes as amount to fraud. #4..
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3 9. RESPONSIBILITY: Unless otherwise specified, the VENDOR shall be responsible for all GOODS until delivered at CITY’s designated delivery point and shall bear all risks as to items rejected or requiring correction after notice of such rejection or correction is given.

10. SHIPMENT: Unless otherwise authorized by CITY’s Purchasing Division, GOODS shall be delivered F.O.B. Destination Freight Prepaid and Included in Price of GOODS. VENDOR may not collect freight collect or charge shipping expenses otherwise to CITY. Original receipted freight bill must accompany the invoice. Shipment must be made within the time stated on Purchase Order, failing which CITY reserves the right to purchase elsewhere and charge VENDOR with any loss incurred, unless delay in making shipment is due to unforeseeable causes beyond the control and without the fault or negligence of VENDOR.

11. CHANGES: A purchase order may at any time, by written order of the CITY, be changed in regard to the GOODS to be furnished, quantities ordered, unit price, discount, delivery point or arrangements, terms or any other matters affecting a valid PO. In the event such change causes an increase or decrease in the cost of performance hereunder, and equitable adjustment will be made for the cost thereof, subject to the approval of the Purchasing Manager, and written notice given therefore.

12. WARRANTY: Notwithstanding any other provisions of the purchase order, VENDOR warranties for the GOODS shall extend for 90 days after delivery thereof to CITY, shall meet or exceed all original manufacturer warranties, and that GOODS shall be of the most suitable grade as specified in this AGREEMENT, VENDOR’s own marketing materials and in the purchase order. Moreover, VENDOR warrants and represents that GOODS shall comply with warranties of merchantability and fitness for a particular purpose. If a defect is discovered in any GOODS covered in this AGREEMENT, VENDOR shall correct at its expense, including transportation/freight, such defects as are reported within one year of final acceptance.

13. INSURANCE: Any purchase order where work, maintenance, or service is performed on CITY property requires appropriate insurance. VENDOR shall ensure proper insurance certificates are on file with the CITY prior to performing onsite work. Contact CITY’s Purchasing Division to verify the type of insurance required.

14. TAX EXEMPTIONS: The CITY is exempt from payment of federal excise tax. All invoices shall be exclusive of such excise tax. Moreover, if the CITY’s purchase is not subject to sales tax, the statement for resale will appear in the body of the purchase order.

15. INDEMNITIES:

A. VENDOR agrees to protect, indemnify and save harmless CITY and its agents, officers, employees, and volunteers from any claim, loss or damage from VENDOR’s, or the GOODs’, infringement of trademarks, patents, copyrights and unfair competition action with to any third party.

B. VENDOR shall hold the CITY and its agents, officers, employees, and volunteers, harmless from and save, defend and indemnify them against any and all claims, losses, liabilities, judgments or damages from every cause, including but not limited to injury to person or property or wrongful death, including reasonable costs and expenses of defense of any judicial or administrative action, arising directly or indirectly out of any negligent or intentional act or omission of VENDOR, or its agents, officers, employees, or subcontractors relating to or during the performance of its obligations under this AGREEMENT. VENDOR’s obligation to defend, indemnify, and hold the city, its agents, officers, and employees harmless under the provisions of this paragraph is not limited to or restricted by any requirement for VENDOR to procure and maintain a policy of insurance VENDOR. #4..
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4 16. GOVERNING LAW: This AGREEMENT shall be deemed made in, governed by, performed in, and construed and enforced in accordance with the laws of the State of California, U.S.A., without giving effect to its conflicts of law provisions or principles.

17. VENUE: Venue for any dispute or claim arising or related to this AGREEMENT its performance, breach, or interpretation (including issues about its validity or enforceability), shall be exclusively in the Superior Court of Stanislaus County or the United States District Court for the Eastern District of California.

18. ATTORNEYS’ FEES. If a party to this AGREEMENT brings any action, including an action for declaratory relief, to enforce or interpret the provision of this AGREEMENT, the prevailing party shall be entitled to reasonable attorneys’ fees in addition to any other relief to which that party may be entitled. The court may set such fees in the same action or in a separate action brought for that purpose.

19. LIMITATION OF LIABILITY: The CITY shall not be responsible for any damage that may accrue by reason of the death or injury of the person of the Vendor’s officers, agents, employees, invitees, or licensees, or be set up at any time because of personal injury or damage to property sustained by any other person or persons, which may have been caused or contributed to, approximately or remotely, by reason of or in the course of performance of the Purchase Order. The Vendor shall assume full responsibility for the defense of any claims arising under the Purchase Order and the Vendor shall save, keep, and bear harmless the City, all officers and employees thereof, from all damages, costs, or expenses because of personal injury or property damage based on the performance of this Purchase Order or asserted against it.

20. NOTICES: Any notice, payment or instrument required or permitted by this AGREEMENT to be given or delivered to either party shall be deemed to have been received when personally delivered, or one calendar week following deposit of the same in any United States Post Office, registered or certified mail, postage prepaid addressed as follows:

VENDOR: Warden’s Office Products
4101 Technology Dr.

Modesto, CA 95356
Melissa Gascon
CITY: City of Modesto
Purchasing Division
P.O. Box 642
Modesto, CA 95353
Either party may change its address for delivery of notice by delivering written notice of such change of address to the other party.

21. ASSIGNMENT: Neither this AGREEMENT nor any portion hereof shall be subcontracted or assigned without the written consent of the City in each and every instance.

22. MISCELLANEOUS: Time is of the essence in each and every provision of this AGREEMENT.

23. ENTIRE AGREEMENT: This AGREEMENT and its exhibits contain the entire understanding between VENDOR and CITY. Additional or new terms contained in this AGREEMENT which vary from VENDOR’S bid are controlling and are deemed accepted by VENDOR by provision of any GOODS or other commencement of performance hereunder. The terms and conditions of the IFB, attached hereto as #4..
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5 Exhibit C, are incorporated herein. In the event of a conflict between the IFB and this AGREEMENT, this AGREEMENT shall control. All previous bids, offers and communications relative to this AGREEMENT, whether oral or written, are hereby superseded except to the extent that they have been incorporated into this AGREEMENT. No future waiver or exception to any of the terms, conditions, and provisions of this AGREEMENT shall be considered valid unless specifically agreed to in writing by the parties.

24. PARTIAL INVALIDITY: If any provision in this AGREEMENT is held by a court of competent jurisdiction to be invalid, void, or unenforceable, the remaining provisions shall nevertheless continue in full force without being impaired or invalidated in any way.

IN WITNESS WHEREOF, the CITY OF MODESTO, a municipal corporation, has authorized the execution of this AGREEMENT by its Director of Finance under authority of Resolution No. 2024- _____ adopted by the Council of the City of Modesto on the _____ day of _______ , 2024 and WARDEN’S has caused this Agreement to be duly executed.
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RFP 269‐2019‐105
FURNITURE, INSTALLATION, AND RELATED SERVICES
COMBINED EVALUATION TEAM MATRIX
Eval 1 Eval 2 Eval  3 Eval  4 Eval 1 Eval 2 Eval  3 Eval  4 Eval  1 Eval 2 Eval  3 Eval  4 Eval 1 Eval  2 Eval  3 Eval  4 Eval 1 Eval 2 Eval  3 Eval  4 Eval  1 Eval  2 Eval 3 Eval  4 Eval  1 Eval  2 Eval  3 Eval 4 Eval 1 Eval 2 Eval  3 Eval  4 Eval 1 Eval 2 Eval  3 Eval 4 Voting  Members'  Totals Herman Miller 65 65 65 64 5 5 5 5 5 5 5 4 5 3 5 4 5 5 3 4 4 5 5 5 5 5 4 4 8 10 8 8 102 103 100 98 403Haworth 65 65 65 64 5 5 3 4 4 5 2 4 5 3 5 4 5 5 4 4 5 5 4 5 5 5 3 3 9 8 8 8 103 101 94 96 394Exemplis 60 65 65 64 5 5 5 5 5 4 5 3 5 3 5 4 5 4 3 4 5 4 5 5 5 4 3 4 8 7 7 8 98 96 98 97 389Teknion 65 65 65 64 5 4 3 5 5 4 2 4 4 3 5 4 3 5 3 4 4 5 5 4 5 5 2 4 8 10 7 8 99 101 92 97 389Knoll 65 65 63 64 4 4 3 5 5 5 5 4 2 2 2 3 5 5 2 4 5 5 5 5 5 5 2 4 8 10 7 8 99 101 89 97 386OFS 65 65 65 64 5 5 3 5 4 3 2 4 5 3 3 4 5 4 2 4 4 4 3 4 5 4 2 4 8 10 8 8 101 98 88 97 384Allsteel 65 65 65 64 5 5 5 5 3 3 0 4 2 0 2 3 4 5 5 4 4 5 4 5 5 5 3 4 9 10 7 8 97 98 91 97 383HON Company 65 65 65 64 5 4 4 5 4 2 2 4 2 2 0 3 5 5 5 4 5 4 5 5 5 5 2 4 9 10 6 8 100 97 89 97 383National Office Furniture 65 65 65 64 4 3 3 3 5 5 4 4 0 0 0 3 4 4 3 4 5 5 5 4 4 5 4 4 7 10 8 8 94 97 92 94 377 Indiana Furniture 65 65 63 61 4 4 3 4 5 3 2 4 4 3 5 4 5 5 3 4 3 3 4 4 3 4 4 4 7 8 8 8 96 95 92 93 376Kimball Office 65 65 63 64 3 3 2 3 4 3 0 4 0 0 0 3 5 4 3 4 5 5 5 5 5 4 2 4 8 10 8 8 95 94 83 95 367Humanscale 65 65 63 64 3 3 2 3 5 3 0 4 5 3 4 3 3 4 2 4 4 3 2 4 4 4 2 4 7 7 4 8 96 92 79 94 361Spacesaver 65 63 65 62 3 3 5 5 5 5 3 3 0 2 0 0 3 2 2 3 4 5 3 3 4 3 2 3 7 8 7 8 91 91 87 87 356Fomcore 65 65 65 63 3 3 3 5 3 3 3 3 3 3 5 4 3 3 2 4 2 3 3 3 0 3 2 3 5 7 4 6 84 90 87 91 352Trendway 65 60 60 63 5 4 3 5 2 1 1 2 1 1 1 2 4 4 2 4 5 4 4 4 3 2 2 3 8 7 7 8 93 83 80 91 347DVO USA 65 65 63 63 3 3 3 4 3 3 0 3 0 0 0 0 3 2 2 3 4 5 2 5 0 2 1 3 5 7 4 8 83 87 75 89 334 OMNIA ‐ National
Response Required Forms Cover Letter Proposed Solution MWSBE Company's Background Environmental Program Pricing Each Evaluator's Total #4..
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CITY OF MODESTO

COMMITTEE AGENDA REPORT
DATE OF MEETING:

January 29, 2024
January 4, 2024
TO: Finance Committee
Nick Bavaro, Chair
Rosa Escutia-Braaton, Vice-Chair
David Wright
THROUGH: Joseph P. Lopez, City Manager
FROM: Bill Sandhu, Public Works Director
SUBJECT: Authorize staff to submit applications for all Waste Tire Enforcement Grants offered by the California Department of Resources Recycling and Recovery (CalRecycle)
CONTACT: Rosene Nguyen, Integrated Waste Program Manager, [email protected], 209-577-5453
DESCRIPTION:

Consider the submittal of application(s) to the California Department of Resources Recycling and Recovery for all Waste Tire Enforcement Grants and forwarding to Council for approval. (Funding Source: Solid Waste Fund)
STRATEGIC PLAN ELEMENT:

The recommended action supports the City’s 2020-2025 Strategic Plan Initiative: Quality of Life, “Engage partners across the community to ensure the safety, resilience, and attractiveness of Modesto”, Goal B: “Increase pride in Modesto’s diverse neighborhoods and business districts through beautification efforts and by investing in community assets and amenities.” BACKGROUND:

The purpose of the California Department of Resources Recycling and Recovery’s (CalRecycle) Waste Tire Enforcement Grant Program is to provide funds to eligible entities to inspect tire facilities and waste tire haulers to ensure that they are following the state regulations by sorting and disposing of waste tires properly and to investigate illegally dumped tires to determine responsible parties and/or to list for removal. Programs implemented as a result of funding from CalRecycle will assist in supporting this purpose.

The State of California collects fees, which provides funds to cities and counties for establishing and maintaining solid waste and various recycling programs. CalRecycle is responsible for the administration of the Waste Tire Enforcement Grant.
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Finance Committee, January 29, 2024
Authorize staff to submit applications for all Waste Tire Enforcement Grants offered by the California Department of Resources Recycling and Recovery (CalRecycle)

DISCUSSION:

The largest source of grant funding for the Solid Waste Division is CalRecycle. CalRecycle funds waste tire grant programs designed to reduce the number of tires going to landfill and eliminate the practice of stockpiling tires. Tire grant programs include:
 Waste tires clean up grants, which provide funding for collection, removal, transportation, and recycling of waste tires due to illegal dumping;  Waste tire amnesty grants, which provide funding to collect waste tires at recycling events or convenient locations;
 Rubberized pavement grants, which provide funding for rubberized asphalt concrete projects;
 Tire-derived aggregate grants, which provide funding to utilize tire-derived aggregate as engineering alternatives;
 Tire-derived product grants, which provide funding for products made of 100% waste tires; and,
 Waste tire enforcement grants, which provide funding for waste tire enforcement activities.1
In the previous ten years, the City received over $300,000 in funding from CalRecycle waste tire program grants, which allowed the City to recycle illegally dumped tires for free, remove tires dumped in public spaces, and enforce state regulations on tire stockpiles and disposal. The Solid Waste Division will continue to apply for grant programs that support these and other relevant programs in accordance with the goals stated in the City’s Strategic Plan and policies stated in Administrative Directive 7.2 – Grant Management.

FISCAL IMPACT:

Applying for this CalRecycle grant does not commit the City to a financial obligation or to accept the grant, if awarded. This item is administrative in nature and has no fiscal impact.

RECOMMENDED COMMITTEE ACTION:

Staff Recommendations:

Motion recommending the submittal of application(s) to the California Department of Resources Recycling and Recovery (CalRecycle) for Waste Tire Enforcement Grants, and authorizing the City Manager, or his designee, to sign Grant Applications and related forms, and forwarding to Council for approval.

Approved by:

Bill Sandhu, Public Works Director
Joseph P. Lopez, City Manager
1 https://calrecycle.ca.gov/tires/grants/
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CITY OF MODESTO

COMMITTEE AGENDA REPORT
DATE OF MEETING:

January 29, 2024
Date: January 4, 2024
TO: Finance Committee
Nick Bavaro, Chair
Rosa Escutia-Braaton, Vice-Chair
David Wright, Member
THROUGH: Joseph P. Lopez, City Manager
FROM: William Wong, Director of Utilities
SUBJECT: Federal Emergency Management Agency
Building Resilient Infrastructure and Communities Program Grant Application Flood Risk Reduction Feasibility Study Scoping Project
CONTACT: Miguel Alvarez, Associate Engineer, [email protected], 209-577-5348 DESCRIPTION:

Consider the submission of a Grant Application to the Federal Emergency Management Agency’s Building Resilient Infrastructure and Communities Program and forwarding to Council for approval. (Funding Source: Wastewater Grants Fund)
STRATEGIC PLAN ELEMENT:

The recommended action supports the 2020-2025 City of Modesto Strategic Plan Initiatives, Goal D: Provide safe, efficient, and reliable infrastructure through proactive community investment, maintenance, and sustainability efforts.

BACKGROUND:

The Federal Emergency Management Agency’s (FEMA) Building Resilient Infrastructure and Communities (BRIC) Program supports local communities as they undertake mitigation projects, reducing the risks they face from disasters and natural hazards.

In 2022 the Utilities Department submitted a BRIC Direct Technical Assistance (DTA) request form to FEMA to be considered for non-financial support from pre-application activities through the grant closeout process at no cost to the City. After receiving notification of having been selected to receive BRIC Program DTA, the City entered into a Memorandum of Understanding with FEMA to accept their services, including assistance with the development of a BRIC Program grant application package.

On March 14, 2023, by Resolution No. 2023-114, Council adopted the 2022-2027 Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan that included the City of Modesto Local #6..
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Finance Committee, January 29, 2024
Federal Emergency Management Agency
Building Resilient Infrastructure and Communities Program Grant Application Flood Risk Reduction Feasibility Study Scoping Project

Hazard Mitigation Plan (LHMP) Annex. The LHMP identifies and prioritizes three hazard mitigation options to reduce vulnerabilities along the Tuolumne River floodplain.

DISCUSSION:

The Utilities Department is actively pursuing State and Federal grants to fund the Flood Risk Reduction Feasibility Study Scoping Project to protect our communities and infrastructure from the existing Tuolumne River flood risks and to mitigate future risks related to climate change.

If fully awarded, the grants will cover all project expenses associated with performing field surveys, updating the existing regulatory floodplain model on the Tuolumne River to current conditions, and developing a Master Plan which will include conceptual design plans, benefit cost analysis, cost estimates, schedules, and public outreach development.

Staff is currently coordinating with FEMA’s BRIC Program DTA consultant on preparing a BRIC Program grant application and per their recommendation a Prepare California Program grant application to be submitted to the California Office of Emergency Services (Cal OES) to cover the Federal local match funding requirement.

FISCAL IMPACT:

The Utilities Department is seeking $623,915 in State and Federal funding for the Flood Risk Reduction Feasibility Study Scoping Project:

FEMA
Project Scoping - BRIC Program $446,531
Management $28,540
Cal OES - Prepare California Program
Local Match $148,844
TOTAL $623,915
Upon award, staff will create and fund a new non-capital project to house revenue and expenses associated with this effort. Reimbursement requests would be prepared and submitted quarterly to each funding agency per the grant terms.

RECOMMENDED COMMITTEE ACTION:

Staff Recommendations:

Motion recommending the submission of a Building Resilient Infrastructure and Communities (BRIC) Program Grant Application to the Federal Emergency Management Agency (FEMA) to fund the Flood Risk Reduction Feasibility Study Scoping Project, the submission of a Prepare California Program Grant Application to the California Office of Emergency Services (Cal OES) to offset the Federal local match requirement, authorizing the City Manager, or his designee to enter into the associated Grant Agreements and execute all related documents and forwarding to Council for approval.

Approved by:

William Wong, Director of Utilities
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Finance Committee, January 29, 2024
Federal Emergency Management Agency
Building Resilient Infrastructure and Communities Program Grant Application Flood Risk Reduction Feasibility Study Scoping Project

Joseph P. Lopez, City Manager
Attachments:

1. 2022-2027 Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan Annex C: City of Modesto
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2022-2027 Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan Annex C: City of Modesto
Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan | 2022-2027 Update Page 1 1 CITY OF MODESTO

1.1 Purpose
This Annex summarizes the hazard mitigation elements specific to the City of Modesto. This Annex supplements the Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan (MJHMP); therefore the Annex is not a stand-alone plan but intended to supplement the hazard information provided in the Base Plan document. All other sections of the Stanislaus County MJHMP, or Base Plan, including the sections on the planning process, countywide risk assessment, and procedural requirements related to plan implementation and maintenance apply to the City of Modesto. This Annex provides additional information specific to the City of Modesto, including details on the City’s profile, planning process, risk assessment, and mitigation strategy for the community.

1.2 Community Profile

1.2.1 Mitigation Planning History and 2021-2022 Process This Annex was created during the development of the 2021 Stanislaus County MJHMP update. The City of Modesto did not participate in Stanislaus County’s 2017 Local Hazard Mitigation Plan (LHMP) process.

However, the City of Modesto did participate in a 2010-2011 MJHMP process with the County. This 2010 MJHMP was approved by Stanislaus County on May 4, 2011, but the 2010 City of Modesto LHMP Annex remained “approvable pending adoption” according to a letter from FEMA Region IX dated July 31, 2012.

Therefore, the City did not include or report progress on any of the mitigation actions from a previous version of the MJHMP (a requirement only for plan updates following the release of FEMA’s October 1, 2011 Local Mitigation Plan Review Guide). During the development of the 2022 Stanislaus County MJHMP, this Annex was prepared to effectively represent a new and comprehensive plan for Modesto based on current development, demographics, and mitigation capabilities that addresses the City’s current hazards and vulnerabilities
During the current update process, the City of Modesto followed the planning process detailed in Chapter 3 of the Base Plan. This planning process consisted of participation in the Hazard Mitigation Planning Committee (HMPC) and the formation of a smaller internal planning team referred to as the City’s Local Planning Committee (LPT). The LPT was organized to support the broader planning process, coordinate with the City departmental staff, and develop customized mitigation actions and projects specific to the City of Modesto. The City’s LPT is also responsible for the update, implementation, and maintenance of the plan. LPT members are listed in Appendix A.

1.2.2 Geography and Climate
The City of Modesto is the county seat and largest city in Stanislaus County. The City of Modesto is located 68 miles south of Sacramento and 90 miles north of Fresno. The City is also 40 miles north of the City of Merced, 92 miles east of the City of San Francisco, 66 miles west of Yosemite National Park, and 24 miles south of the City Stockton. The City of Modesto is one of the most populated cities in California, and the second largest city in northern San Joaquin Valley. Downtown Modesto encompasses about one square mile in the heart of the City and is surrounded by the natural greenbelts of the Stanislaus and Tuolumne Rivers, rich farmland and large agricultural industry, and the smaller cities of Ceres and Riverbank. The City of Modesto is also home to E & J Gallo Family Winery, the largest family-owned winery in the United States.

The City receives an average annual precipitation of 12.21 inches and receives most of this precipitation from November through March (WRCC 2022). The City experiences its average monthly highest temperature in July (94.3 °F), and its monthly lowest temperature in January (53.8 °F). Similar to the rest of Stanislaus County, the City of Modesto has a mild Mediterranean climate.

Modesto is served by one of the busiest rail corridors in the country. The Amtrak San Joaquin makes eight daily stops on the route between Oakland and Bakersfield, and four stops daily on the route between Sacramento and Bakersfield, at a station on the east edge of the City. Figure 1-1 below shows #6..
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2022-2027 Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan Annex C: City of Modesto
Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan | 2022-2027 Update Page 2 the city limits and the sphere of influence boundary (SOI) for the City of Modesto. The city limits, or the area where the City has authority to make land use decisions, is the City’s planning area and consists of 23,200 acres, or 33.79 square miles.

Figure 1-1 City of Modesto

1.2.3 History
Modesto was founded as a village in October 1870, when the Central Pacific Railroad purchased approximately one square mile of land and began selling lots. Before the Central Pacific Railroad gave shape to the village, Americans had already settled in the area and begun farming. Several villages developed to provide services to the community, among them cemeteries ("Modesto, CA | Official Website" 2022).
#6..
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Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan | 2022-2027 Update Page 3 In the middle of the 20th Century, Modesto’s irrigated agricultural industry was well established and many related businesses had developed to support it. The City of Modesto was prosperous and its citizens engaged in various cultural pursuits. The City received national attention during this period for its high–art architecture, which was even featured in books published by the New York Museum of Modern Art ("Modesto, CA | Official Website" 2022).

In 1882, Hiram Modesto arrived in this area and purchased 1,000 acres for a grain ranch and gradually came to own nearly 5,000 acres. In the early 1900s, the San Joaquin Railroad purchased land from Mr.

Modesto for their tracks and developed a stop, which became known as the Modesto Stop.

Beginning in the 1960s, the 2,000-acre Beard Industrial District—owned by the Beard family, which also owns and operates Modesto & Empire Traction railroad—east of downtown along the north side of the Tuolumne River became the area’s largest industrial area ("Modesto, CA | Official Website" 2022).

Modesto & Empire Traction’s connections to both the Burlington Northern-Santa Fe Railroad and Union Pacific Railroad (formerly the Southern Pacific Railroad) positioned Beard properties to take advantage of both interregional railroads.

Economic activity moved away from the City’s downtown following World War II and by the 1970s, efforts were made to revitalize downtown. Redevelopment efforts were formalized in the middle 1980s with the establishment of Modesto’s Redevelopment Agency. By 1980, Modesto had grown to 107,000 residents.

The rapid pace of growth concerned Modestans, who elected Peggy Mensinger mayor in 1978 on a slowgrowth platform ("Modesto, CA | Official Website" 2022). Mensinger worked to refocus infill development in the downtown ("Modesto, CA | Official Website" 2022). Today, most of the land in the City is designated for housing with pockets for public uses, city facilities, parks, schools and the airport.

Commercial, office, and industrial uses are concentrated along the major transportation corridors.

1.2.4 Economy
Surrounded by one of the greatest agricultural production areas in the world, Modesto is a national center for food and beverage production. The City is developing a strong presence in advanced manufacturing including off-site home and commercial construction. The City is also conveniently located near the center of the North San Joaquin Valley with easy access to major markets.

The City of Modesto is gradually growing as a City with approximately 212,616 residents, 73,906 homes, and 89,562 jobs (California Department of Finance 2019). The City’s warm Mediterranean climate and affordable real estate support a diverse population with a strong sense of community. Table 1-1 below lists Modesto’s top employers.

Table 1-1 City of Modesto Top Employers
Employers
Carlo Rossi Winery
City of Modesto
Copperridge Winery
Datapath
Del Monte Foods
Doctors Medical Center
Ecco Domani Winery
Entekra, LLC
E&J Gallo Winery Headquarters
Foster Farms Dairy
Frito-Lay
Gallo Vineyards
Kaiser Permanente
MacDonald Group
Memorial Medical Center
Modesto Bee – Bee Media Services
Modesto City Schools
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2022-2027 Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan Annex C: City of Modesto
Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan | 2022-2027 Update Page 4 Employers
Modesto Junior College
Novo Technologies
Pacific Southwest Container
Peter Vella Winery
Rizo-Lopez Foods
SaveMart Headquarters
Silgan Containers
Stanislaus County
Stanislaus Food Processing
Storer Coachways
Sutter Gould Medical Center
Zabaco Winery
Source: https://www.modestogov.com/1240/Sampling-of-Top-Employers Estimates of select economic characteristics for the City of Modesto are shown in Table 1-2.

Table 1-2 City of Modesto Economic Characteristics, 2015-2019 Characteristic City of Modesto
Families below Poverty Level (%) 11.1%
All People below Poverty Level (%) 15.2%
Median Family Income $83,504
Median Household Income $59,287
Per Capita Income $27,358
Population in Labor Force 59.9%
Population Employed* 54.5%
Unemployment Rate** 8.9%
Source: U.S. Census Bureau, California Department of Finance, 2015-2019 American Community Survey (ACS), 5-year estimates, www.census.gov/
*Excludes armed forces. **Does not reflect unemployment numbers due to COVID-19 Pandemic The most common industries within a five-mile radius of Modesto are educational services and health care and social assistance (a combined average of 21.5 percent of workers). Retail trade and manufacturing are other two major industries, which resonates with the information regarding manufacturing being one of Stanislaus County’s major industries. The tables below show the labor force breakdown by occupations and industry based on estimates from the 2015-2019 five-year American Community Survey (ACS).

Table 1-3 City of Modesto Employment by Industry, 2015-2019 Occupation # Employed % Employed
Educational services, and health care and social assistance 19,478 21.5% Retail trade 11,652 12.9%
Manufacturing 9,707 10.7%
Professional, scientific, and management, and
administrative and waste management services
9,225 10.2%
Construction 8,572 9.5%
Arts, entertainment, and recreation, and accommodation
and food services
8,305 9.2%
Transportation and warehousing, and utilities 6,049 6.7% Other services, except public administration 5,485 6.1% Wholesale trade 2,908 3.2%
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Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan | 2022-2027 Update Page 5 Occupation # Employed % Employed
Public administration 2,888 3.2%
Agriculture, forestry, fishing and hunting, and mining 2,744 3.0% Finance and insurance, and real estate and rental and
leasing
2,506 2.8%
Information 1,043 1.2%
Total 90,562 100%
Source: U.S. Census Bureau, California Department of Finance, 2015-2019 American Community Survey (ACS), 5-year estimates, www.census.gov/
*Excludes armed forces
Table 1-4 City of Modesto Employment by Occupation, 2015-2019 Occupation # Employed % Employed
Management, business, science, and arts occupations 23908 26.40% Service occupations 16935 18.70%
Sales and office occupations 22641 25.00%
Natural resources, construction, and maintenance
occupations
11139 12.30%
Production, transportation, and material moving occupations 16029 17.70% Total 90,562 100%
Source: U.S. Census Bureau, California Department of Finance, 2015-2019 American Community Survey (ACS), 5-year estimates, www.census.gov/
*Excludes armed forces

1.2.5 Population
In May 2021, the California DOF released population data for the state demographic report. According to the report the City of Modesto has a population of 219,294 persons as of January 1, 2021 and gained 854 residents from the previous year. Select demographic and social characteristics for the City of Modesto from the 2015-2019 ACS and the California DOF, are shown in Table 1-5.

Table 1-5 City of Modesto Demographic and Social Characteristics, 2015-2019 Characteristic City of Modesto
Gender/Age
Male 49.4%
Female 50.6%
Median age (years) 35.6
Under 5 years 7.1%
Under 18 years 25.5%
65 years and over 14.3%
Race/Ethnicity
White 44.2%
Asian 6.9%
Black or African American 4.1%
American Indian/Alaska Native 0.5%
Hispanic or Latino (of any race) 40.2%
Native Hawaiian and Other Pacific
Islander

1.0%
Some other race 0.1%
Two or more races 3.0%
Education*
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2022-2027 Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan Annex C: City of Modesto
Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan | 2022-2027 Update Page 6 Characteristic City of Modesto
% High school graduate or higher 82.6%
% with Bachelor’s Degree or Higher 18.7%
Social Vulnerability
% with Disability 14.8%
% Language other than English spoken at
home 36.8%
% Speak English less than "Very Well" 13.7%
% of households with a computer 95.5%
% of households with an Internet
subscription 91.6%
% of households with no vehicle available 6.6%
Source: U.S. Census Bureau, California Department of Finance, 2015-2019 American Community Survey (ACS), 5-year estimates, www.census.gov/
* Population 25 years and over
The following table summarizes information from the ACS 5-year estimates (2015-2019) related to housing occupancy in the City of Modesto. Most of the City residents own the home they live in.

Table 1-6 City of Modesto Housing Occupancy and Units, 2015-2019 Housing Characteristic Estimate Percentage
Housing Occupancy
Total Housing Units 75,221 100%
Units Occupied 72,332 96.2%
Vacant 2,889 3.8%
Housing Units
1-unit detached 53,474 71.1%
1-unit attached 3,077 4.1%
2 units 2,255 3.0%
3 or 4 units 4,082 5.4%
5-9 units 2,990 4.0%
10-19 units 1,786 2.4%
20 or more units 5,575 7.4%
Mobile Home 1,928 2.6%
Boat, RV, van etc. 54 0.1%
Housing Tenure
Owner Occupied 1,652 66.5%
Renter Occupied 834 33.5%
Source: U.S. Census Bureau, California Department of Finance, 2015-2019 American Community Survey (ACS), 5-year estimates, www.census.gov/

1.2.6 Disadvantaged Communities
The Community Development policies in the City’s General Plan discuss nine individual Disadvantaged Unincorporated Communities (DUCs) within the City. The General Plan describes the general infrastructure needs, including water, wastewater, storm drainage and structural fire protection, of each DUC and discusses potential funding opportunities for these communities. The City also coordinates with the County of Stanislaus regarding long-term planning for the provision of infrastructure services for these DUCs.

The City is made up numerous census tracts, 11 of which are defined as low income communities. Based on information from the California Office of Environmental Health Hazard Assessment (OEHHA) a large percentage of people residing with these census tracts are housing burdened low income households. #6..
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Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan | 2022-2027 Update Page 7 Housing-burdened low-income households are households that are both low income and highly burdened by housing costs. California has very high housing costs relative to the rest of the country, which can make it hard for households to afford housing ("CalEnviroScreen 4.0" 2021). Households with lower incomes may spend a larger proportion of their income on housing and may suffer from housing-inducted poverty ("CalEnviroScreen 4.0" 2021).

The OEHHA CalEnviroScreen tool applies a formula to generate a combined ranking score that considers 21 indicators for each Census tract that cover pollution indicators, such as diesel emissions and concentrations of toxic clean-up sites and population indicators, such as poverty and unemployment rates. The Census tracts with CalEnviroScreen rankings between 75 and 100 percent (i.e., a combined score in the top 25 percent of all Census tracts in the State) are considered to be disadvantaged communities (DACs). The City of Modesto can use this information to conduct targeted outreach and engage community members to consider what other hazards and mitigation strategies or programs should be considered to meet community needs. The City can also engage these communities to proactively prioritize hazard mitigation projects that benefit DACs.

1.2.7 Development Trends
The City’s Community Growth Strategy and Economic Development chapter of the City’s General Plan establishes a growth strategy based on a Growth Strategy Diagram that divides the City into three geographic areas: the Downtown Area, the Baseline Developed Area (BDA), and the Planned Urbanizing Area (PUA). Together, these three defined planning areas shape the land uses and community character in the City and surrounding areas. Figure 1-2 below shows the locations of the Downtown Area, BDA and PUA.

The approximately 710-acre Downtown area is the historic heart of the City and is a focal point of the City’s urban area. The zoning standards and regulations that apply to the Downtown shape the development in this high-priority area with a mix of residential, commercial, office, and institutional land uses.

The BDA, comprising approximately 22,460 acres excluding the Downtown area, is generally defined as the developed area of the City. However, certain developed areas within the City limits are not part of the BDA. Also included within the BDA are vacant lands outside the City limits that have a clearly defined future, such as those within the Beard Tract industrial area.

Future development within the approximately 19,450-acre PUA is proposed on land that is vacant or currently under agricultural use, and minimally, if at all, served with urban infrastructure, including roads.

However, the PUA is not all for future development and there are significant portions of PUA within the city limits, as shown in Figure 1-2, and much of which has already been developed. The majority of the PUA outside of the City limits, is expected to absorb future and comprehensively planned urban development by implementing the land uses projected by the City General Plan’s Land Use Diagram. #6..
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Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan | 2022-2027 Update Page 8 Figure 1-2 Proposed Growth Strategy Diagram, Modesto General Plan Source: City of Modesto, General Plan
The Community Growth Strategy and Economic Development Chapter also establishes priority areas for new development and identifies financing for capital projects consistent with applicable City policies and standard operating procedures. For example, Policy II.B.1 supports new development with infrastructure developed in accordance with the established Capital Improvement Program (CIP) priority areas of Downtown, Kiernan Business Park, the Tivoli Specific Plan area and the South Modesto Industrial Park.

The development policies in this chapter of the General Plan contain the “instructions” for building the physical components of the City in a manner consistent with the General Plan. It contains land use policies to guide the physical development of Modesto, within the Downtown Area, BDA, and PUA. This chapter also provides the Land Use Diagram and Land Use Designations for the Modesto Urban Area General Plan. Figure 1-3 illustrates the General Plan land use diagram. #6..
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2022-2027 Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan Annex C: City of Modesto
Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan | 2022-2027 Update Page 9 Figure 1-3 Modesto General Plan Land Use Diagram
Source: Modesto General Plan
Key land use goals and policies include maintaining and improving the integrity of the existing developed City, and promoting complete, sustainable, compatible and high-quality development. The City also promotes complete, cohesive, pedestrian-friendly and family-oriented neighborhoods across the entire City. It is important that development along major transportation corridors should be scaled appropriately to match the context and transition to existing nearby neighborhoods. Moreover, employment centers should improve the City’s economy by decreasing the local unemployment rate and improving the local economy. As mentioned previously, the City’s future development will occur on PUA lands that are predominantly vacant or currently underused agricultural land, as shown in Figure 1-2.

The City’s LPT provided input regarding the specific development trends within the City. Modesto is seeing development of single and multi-family housing (as well as some institutional housing), and commercial and industrial land uses. Growth is being seen in the northern areas of the City (KBPE, Tivoli SP, Woodglen SP), vacant lands within Village 1 SP to the east, and in South Modesto (south of the Tuolumne River). Infill properties within the BDA have also seen development of commercial and higherdensity housing land uses.

Moreover, based on the input received from the City’s LPT, the City of Modesto carried out several annexations in the last five years. The City acquired a parcel at the intersection of Lodi Avenue and Whitmore Avenue, which used to be part of the unincorporated Stanislaus County and is located to the south of the City. The City also plans to develop a parcel between Pelandale Avenue and W Union Avenue, which is to the northwest of the City. Another annexation is a 12.86-acre parcel at the intersection of Grecian Avenue and Mchenry Avenue, which is located to the north of the City. This specific annexation is also referred to as the Mchenry-Coralwood Reorganization. Furthermore, the City achieved the annexation of a parcel that is between W Hatch Road and W Whitmore Avenue, while intersecting with Carpenter Road. This parcel abuts the Fairview Village Specific Plan area from the west and is to the South of the City’s General Plan Amendment area. #6..
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Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan | 2022-2027 Update Page 10

1.2.8 Future Development
The areas located in the SOI shown in Figure 1-1 are areas each City plans to grow into and are potentially slated for future development. Understanding the potential hazard exposure in the area can help to mitigate the impacts of events before development occurs in those areas.

The City of Modesto manages future development through two key growth measures. In 1979 and 1997, voters in the City adopted Measures A and M, respectively, to ensure that the public can share their opinions on potential growth. The City now reviews local growth trends to ensure these boundaries provide an adequate inventory of vacant land and infrastructure to accommodate future growth, according to inputs received from the LPT. If the City determines that additional land is needed, the City Council can schedule a public vote to approve extending infrastructure to land outside the City’s boundaries to serve future development.

Additionally, the City regularly updates its building codes to meet minimum standards in the California Building Code (CBC) last updated in 2019. Compliance with the 2019 CBC ensures construction standards are met and hazards risks related to earthquake, landslides, flood, severe weather, and wildfire are minimized. The City also complies with the National Flood Insurance Program (NFIP) and all development must meet minimum flood protection standards set forth by FEMA. Participation in the 2021- 2022 MJHMP update planning process also ensures the City of Modesto continually updates hazard data and takes this information into account when reviewing development applications. This process will help the City make better decisions on where, when, and how future development occurs.

During this plan update process, a parcel analysis was conducted using the SOI and overlaid with available hazard risk layers to determine where future development may be at risk of natural hazard events. The results of the analysis have been integrated into the applicable hazard sections: dam incidents and flood. Table 1-7 is the summary of the SOI total exposure for the City of Modesto.

Table 1-7 Sphere of Influence Total Exposure Summary
Property Type
Improved
Parcel
Count
Improved
Value
Estimated
Content Value Total Value
Commercial 305 $206,530,420 $206,530,420 $413,060,840
Industrial 436 $885,829,209
$1,328,743,814 $2,214,573,023
Non-Assessable 5 $2,579,768 $2,579,768 $5,159,536
Residential 5,271 $431,731,430 $215,865,715 $647,597,145 Residential-Income 214 $24,894,963 $12,447,482 $37,342,445 Rural, Farm,
Agricultural
254 $41,414,715 $41,414,715 $82,829,430
Unclassified 136 $82,833,588 $82,833,588 $165,667,176
Vacant Commercial 55 $1,459,536 $1,459,536 $2,919,072
Vacant Residential 16 $337,345 $168,673 $506,018
Total 6,692 $1,677,610,974 $1,892,043,710 $3,569,654,684 Source: Stanislaus County Assessor, Wood analysis
2 HAZARD IDENTIFICATION AND SUMMARY
The City of Modesto LPT identified the hazards that affect the City and summarized their frequency of occurrence, spatial extent, potential magnitude, and significance specific to their community (see Table 2-1). There are no hazards that are unique to Modesto, although the flood risk in the City is greater and distinct from the flooding risk in the County’s planning area. The purpose of this section is to profile the City of Modesto hazards and assess the City’s specific vulnerabilities.

The hazards profiled in the County MJHMP Base Plan discuss the overall impacts to the County’s planning area. This information is summarized in the hazard description, geographic extent, #6..
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2022-2027 Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan Annex C: City of Modesto
Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan | 2022-2027 Update Page 11 magnitude/severity, previous occurrences, and probability of future occurrences sections. The information in the City of Modesto’s risk assessment summarizes only those hazards that vary from the County’s planning area. The hazard profile information is organized in a similar format here as a way to identify priority hazards for mitigation purposes.

Table 2-1 summarizes the hazards profiled in the County’s planning area and risk assessment to provide a way for the LPT to evaluate which hazards are addressed in their General Plan Safety Element and which hazards are relevant and priority hazards for the City. The City’s General Plan Community Facilities and Services Chapter and Environmental Resources, Open Space and Conservation Chapter (Elements) address safety issues including water supply, seismic and geologic hazards, public safety, flooding hazards, fire hazards, and hazardous materials. The Modesto 2050 General Plan covers flooding, extreme temperature (extreme heat), drought, and severe weather hazards in the hazards and safety briefing book. Among these hazards in the General Plan, dam incidents and flooding hazards are further addressed in this Annex, while landslide and wildfire hazards are further addressed in the Base Plan.

Climate change considerations are also addressed in the Base Plan.

Table 2-1 City of Modesto —Hazard Significance Summary
Hazard Geographic
Area
Probability of
Future
Occurrence
Magnitude/S
everity
(Extent)
Overall
Significance
Priority
Hazard?
Agriculture Pest
and Disease
Extensive Likely Negligible Low No
Aquatic Invasive
Species
Limited Likely Negligible Low No
Cyber Attack Significant Likely NA Medium No
Dam Incidents Extensive Unlikely Catastrophic High Yes
Drought Extensive Likely Negligible Low No
Earthquake Extensive Occasional Critical Medium No
Extreme
Temperatures:

Freeze and
Extreme Heat
Significant Highly Likely Critical High No
Flood Significant Likely Limited Medium Yes
Landslide,
Mud/Debris Flow,
Rockfall
Limited Occasional Negligible Low No
Pandemic/Epidemic Extensive Occasional Critical High No Severe Weather:

Dense Fog
Extensive Likely Critical Medium No
Severe Weather:

Hail, Heavy Rain,
Thunderstorms,
Lightning
Extensive Highly Likely Critical High No
Severe Weather:

High Wind/Tornado
Extensive Highly Likely Critical High No
Wildfire Limited Occasional Negligible Low No
Geographic Area
Limited: Less than 10% of planning area
Significant: 10-50% of planning area
Extensive: 50-100% of planning area
Probability of Future Occurrences
Highly Likely: Near 100% chance of occurrence
in next year or happens every year.

Likely: Between 10 and 100% chance of
occurrence in next year or has a recurrence
interval of 10 years or less.

Magnitude/Severity (Extent)
Catastrophic—More than 50 percent of property severely
damaged; shutdown of facilities for more than 30 days; and/or multiple deaths
Critical—25-50 percent of property severely damaged; shutdown of facilities for at least two weeks; and/or injuries and/or illnesses result in permanent disability
Limited—10-25 percent of property severely damaged; shutdown of facilities for more than a week; and/or injuries/illnesses treatable do not result in permanent disability
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2022-2027 Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan Annex C: City of Modesto
Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan | 2022-2027 Update Page 12 Hazard Geographic
Area
Probability of
Future
Occurrence
Magnitude/S
everity
(Extent)
Overall
Significance
Priority
Hazard?
Occasional: Between 1 and 10% chance of
occurrence in the next year or has a recurrence
interval of 11 to 100 years.

Unlikely: Less than 1% chance of occurrence in
next 100 years or has a recurrence interval of
greater than every 100 years.

Negligible—Less than 10 percent of property severely damaged, shutdown of facilities and services for less than 24 hours; and/or injuries/illnesses treatable with first aid
Significance
Low: minimal potential impact
Medium: moderate potential impact
High: widespread potential impact

2.1 Vulnerability Assessment
The intent of this section is to assess Modesto’s vulnerability that is separate from that of the planning area as a whole, which has already been assessed in Section 4 Hazard Identification and Risk Assessment in the Base Plan. For dam incidents and flood hazards, this vulnerability assessment analyzes the population, property, and other assets at risk to hazards ranked of medium or high significance that may vary from other parts of the planning area. For the other hazard profiles, the City described the specific vulnerabilities in the community by developing problem statements that qualitatively summarize areas of concern associated with the hazards that vary from other parts of the County planning area. These specific vulnerabilities are referred to as “problem statements” in the risk assessment. The problem statements are based on the risk assessment mapping and modeling and where spatial data and maps are not available, they are based on specific input from the City LPT. With this information mitigation actions were then developed to address these specific vulnerabilities; this process provides the connection between the problem statement and the mitigation action.

The information to support the hazard identification and risk assessment was based on a combination of the previous LHMP for the City and County and jurisdiction-specific information collected during the 2021 update. A Data Collection Guide and associated worksheets were distributed to each participating municipality or special district to complete during the update process in 2021. Information collected was analyzed and summarized in order to identify and rank all the hazards that could impact anywhere within the County, as well as to rank the hazards and identify the related vulnerabilities unique to each jurisdiction.

Each participating jurisdiction was in support of the main hazard summary identified in the Base Plan (see Table 4-2). However, the hazard summary rankings for each jurisdictional Annex may vary due to specific hazard risks and vulnerabilities unique to that jurisdiction. The information in this Annex helps differentiate the jurisdiction’s risk and vulnerabilities from that of the overall County.

Note: The hazard “Significance” reflects the overall ranking for each hazard and is based on the City of Modesto’s LPT input from the Data Collection Guide and the risk assessment developed during the planning process (see Section 4 of the Base Plan), and the set of problem statements developed by the City LPT. The hazard significance summaries in Table 2-1 above reflect the hazards that could potentially affect City. The discussion of vulnerability for each of the following hazards is located in Section 2.3 Estimating Potential Losses, which includes an overview of the local issues and areas of concern associated with the hazard, a problem statement for the priority hazard, and a quantitative risk assessment, where spatial data is available. Based on this analysis, the priority hazards for the City of Modesto for mitigation are identified below.
● Dam Incidents
● Flood
Cyber Attack, Earthquake, Pandemic/Epidemic and Severe Weather hazards are not addressed in this vulnerability assessment as the exposure is similar to the overall County exposure, and the potential for losses are difficult to quantify specific to the City of Modesto. Additionally, hazards assigned a significance rating of Low and which do not differ significantly from the County ranking (e.g., Low vs.

High) are not addressed further and are not assessed individually for specific vulnerabilities in this Annex.

In the City of Modesto, those hazards include: Agriculture Pests and Disease, Aquatic Invasive Species, Drought, Landslide (Mud/Debris Flow, Rockfall), and Wildfire. For example, both landslide and wildfire #6..
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Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan | 2022-2027 Update Page 13 hazards were assessed for the City and based on the analysis and mapping neither hazard resulted in significant vulnerabilities or impacts. Extreme Temperatures and drought hazards are profiled only for planning and awareness purposes.

2.2 Assets
This section considers Modesto’s assets at risk, including values at risk, critical facilities and infrastructure, historic assets, economic assets and growth and development trends.

2.2.1 Property Exposure
The following data on property exposure is derived from the Stanislaus County 2021 Parcel and Assessor data. This data should only be used as a guideline for overall values in the City as the information has some limitations. It is also important to note that in the event of a disaster, it is generally the value of the infrastructure or improvements to the land that is of concern or at risk. Generally, the land itself is not a loss and is not included in the values below. Table 2-2 shows the exposure of properties (e.g., the values at risk) broken down by property type for the City of Modesto.

Table 2-2 City of Modesto Property Exposure by Type
Property Type Improved
Parcel Count Improved Value Estimated Content Value Total Value Commercial 2,071 $3,304,473,791 $3,304,473,791 $6,608,947,582 Industrial 318 $396,367,700 $594,551,550 $990,919,250
Non-Assessable 6 $2,427,991 $2,427,991 $4,855,982
Residential 55,011 $9,002,867,528 $4,501,433,764 $13,504,301,292 Residential-Income 510 $109,144,569 $54,572,285 $163,716,854 Rural, Farm, Agricultural 12 $1,448,594 $1,448,594 $2,897,188 Unclassified 2,606 $1,288,060,077 $1,288,060,077 $2,576,120,154 Vacant Commercial 120 $20,134,118 $20,134,118 $40,268,236 Vacant Residential 19 $1,397,413 $698,707 $2,096,120
Total 60,673 $14,126,321,781 $9,767,800,876 $23,894,122,657 Source: Stanislaus County Assessor, Wood analysis

2.2.2 Critical Facilities and Infrastructure
For the purposes of this plan, a critical facility is defined as one that is essential in providing utility or direction either during the response to an emergency or during the recovery operation. FEMA sorts critical facilities into seven lifeline categories as shown in Figure 4-1 in the Base Plan. Table 2-3 shows a summary of the critical facilities within the City of Modesto. Critical facilities and other community assets as important to protect in the event of a disaster.

Table 2-3 Critical Facilities within the City of Modesto Lifeline # of Critical Facilities
Communication 52
Energy 24
Food, Water, Shelter 25
Hazardous Materials 9
Health and Medical 112
Safety and Security 90
Transportation 32
Total 344
Within the City of Modesto, the following are considered critical facilities:
● Modesto Fire Department Stations 1 through 9 & 11
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2022-2027 Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan Annex C: City of Modesto
Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan | 2022-2027 Update Page 14 ● Stanislaus Consolidated Fire Protection District Station 30 ● Modesto Police Department building
● Modesto City-County Airport
● Water supply lines and wells
● Wastewater Treatment Plant (WWTP), pumping stations, and trunk lines ● Major electrical transmission lines and substations
● Major communication lines and microwave transmission facilities ● Major public and private schools
● Emergency shelter
● Public Library
● Hospital facilities, nursing homes and dialysis centers There are also several designated shelters in Modesto for use in an emergency event including Children Crisis Center and Modesto Central SDA Church. Also, major critical facilities in the City of Modesto, such as the Sutter Avenue WWTP were analyzed in the vulnerability assessment as a critical facility, not by property exposure by type.

2.2.3 Historic, Cultural and Natural Resources
Table 2-4 lists the historical resources that are located in the City of Modesto.

Table 2-4 Historical Resources within the City of Modesto Property Name Register Jurisdiction Date Listed
Hotel Covell National Modesto 12/29/1994
Mchenry Mansion National Modesto 4/4/1978
Mchenry Mansion Point of Interest Modesto 7/31/1979
Paradise Point of Interest Modesto 7/31/1979
U.S. Post Office National Modesto 2/10/1983
Walton, Dr. Robert and
Mary, House
National Modesto 12/14/2006
Wood, Walter B.,
House
National Modesto 5/20/1988
Source: California Office of Historic Preservation
Natural resources are important to include in benefit-cost analyses for future projects and may be used to leverage additional funding for projects that also contribute to community goals for protecting sensitive natural resources. According to the City’s General Plan Environmental Resources and Open Space Chapter, the Modesto Urban Area has a variety of natural and altered habitats supporting a diverse assemblage of plant and animal species. Many of these species depend upon natural areas and linkages between natural areas for their survival. Awareness of natural assets can lead to opportunities for meeting multiple objectives related to hazard mitigation. For instance, protecting wetlands areas protects sensitive habitat as well as attenuates and stores floodwaters.

2.3 Estimating Potential Losses

2.3.1 Dam Incidents
Protection from flood hazards created by dam failures is critical to the safety and well-being of Modesto residents. A dam vulnerability assessment was completed during the 2021 update, following the methodology described in Section 4 of the Base Plan. Dam inundation areas from the Don Pedro, Modesto Reservoir, Turlock Lake, New Exchequer, McSwain, Relief and Modesto Effluent Storage dams within the City of Modesto are shown in Figure 2-1. Don Pedro, Modesto Reservoir, Turlock Lake, New Exchequer, McSwain, Relief dams are all rated as high hazard. Don Pedro, Modesto Reservoir, New Exchequer and Relief dams are also rated as Extremely High by the California Department of Water Resources (DWR), Division of Safety of Dams (DSOD). Extremely High rated dams are expected to cause considerable loss of human life or result in an inundation area with a population of 1,000 or more.

All areas within City Limits and SOI are vulnerable to dam incidents. The City would experience #6..
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2022-2027 Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan Annex C: City of Modesto
Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan | 2022-2027 Update Page 15 catastrophic damage if Don Pedro dam were to breach. A total of 344 critical facilities are located within the various dam inundation areas.

In addition, according to input received from the LPT, there is an existing problem with the floodway capacity downstream of Don Pedro dam. The current operation releases of 9,000 cubic feet per second (cfs) (or non-damaging flow) limits the preemptive releases needed to minimize a massive uncontrolled spill from the reservoir, which in the past has resulted in repeated flooding of DACs that reside along the edges of the Tuolumne River as well as the City of Modesto Sutter Avenue WWTP. Some of these DACs have experienced repeated flooding in 1950,1955, 1969 and 1997. #6..
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2022-2027 Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan Annex C: City of Modesto
Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan | 2022-2027 Update Page 16 Figure 2-1 City of Modesto Potential Dam Inundation Areas Table 2-5 summarizes the values at risk within Don Pedro dam’s inundation area.

Table 2-5 Don Pedro Dam Inundation
Property Type Improved Parcel Count Population
Commercial 2,071
Industrial 318
Non-Assessable 6
Residential 55,011 159,532
Residential-Income 510 1,479
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2022-2027 Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan Annex C: City of Modesto
Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan | 2022-2027 Update Page 17 Rural, Farm,
Agricultural
12 Unclassified 2,606
Vacant Commercial 120
Vacant Residential 19
Total 60,673 161,011
Source: California DSOD, National Inventory of Dams, Stanislaus County Assessor’s Office Future Development
The results of the SOI and dam analysis are shown in Table 2-6.

Table 2-6 Sphere of Influence Areas Exposed to Don Pedro Inundation Property Type Improved Parcel
County Population
Commercial 305
Industrial 435
Non-Assessable 5
Residential 5,271 15,286
Residential-Income 214 621
Rural, Farm, Agricultural 254
Unclassified 136
Vacant Commercial 55
Vacant Residential 16
Total 6,691 15,907
Source: Stanislaus County Assessor, Wood analysis

2.3.2 Drought
The City’s Utilities Department and Water Services Team provides water supply production, treatment, and distribution to City residents through over 75,000 water connections served by a system of pipelines, wells, and water tanks (City of Modesto 2021). The City’s water supply is sourced from both surface water and groundwater (City of Modesto 2021). In 2021, the City obtained approximately 54 percent of its water supply from groundwater via City-operated wells with the remaining 46 percent sourced from surface water from the Modesto Irrigation District (MID).

Because the City relies on surface water that is primarily replenished by the Sierra Nevada snowpack, the City is susceptible to drought, especially as the City grows and the demand for water increases. With drier winters and higher temperatures that lead to more rain instead of snow, the San Joaquin Valley will experience a reduction in the spring snowpack runoff, which can lead to long-term drought conditions.

The City of Modesto already encourages the community to do their part to conserve the region’s groundwater and surface water supplies. The City adopted a water schedule that becomes effective from April through October where outdoor water use is prohibited on certain days. Outdoor water accounts for about a third of the average household’s water use, thereby effectively reducing water consumption in the City by roughly 25 percent. The City began installing water meters in 2006 as part of a 15-year plan to help the City’s customers conserve water and save money; more than 70,000 water meters are now in operation. The City also offers homeowners rebates for installing efficient applicants. Further, the City implements Utility Master Plans, a Water Conservation Plan, the Groundwater Sustainability Plans (GSPs), and Water Shortage Contingency Plan (WSCP), which is part of their 2020 Joint Urban Water Management Plan (UWMP) (City of Modesto 2020). Each of these plans provide a guide for the City to assess water supply availability and mitigate water supply shortages to maintain public health and safety.

The City also has preparedness efforts in place to allow the City to plan for both near-term and 5-year drought situations. Nevertheless, long-term climate change and the impact of reduced snow melt and change in seasonal run-off patterns, warmer temperatures, and potentially higher frequency and/or severe droughts could have on the region and the City within this century will need to be more clearly defined regarding risk, impact, and mitigation. If drought hazards become too frequent or too severe and #6..
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2022-2027 Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan Annex C: City of Modesto
Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan | 2022-2027 Update Page 18 the current surface water storage and conveyance system and groundwater management efforts start to resemble a situation where the City and the nearby region can no longer provide the necessary water supply to sustain the City’s future water needs, drought hazards will be revisited and addressed in this Annex and may become a priority hazard in the future. At this time drought hazards are profiled for public awareness and planning purposes only.

In summary, the City has dedicated staff and resources to manage water resources and decrease the demand on the Modesto Subbasin. The City may benefit from developing alternative backup supplies through additional storage facilities to mitigate impacts during drought events in the future. As such, various projects and policy initiatives are proposed to maintain the City’s balanced water portfolio and reduce the City’s reliance on groundwater pumping to allow for aquifer recovery; these storage facility projects are currently addressed in the GSP, UWMP, and WSCP. Future water conservation policies are also updated on a routine basis to comply with new legislation and water use objectives.

2.3.3 Extreme Temperatures: Freeze and Extreme Heat
The frequency of heat waves been increasing in recent years across the County and the City of Modesto.

As noted in the County Base Plan, climate change will continue to cause more extreme heat events and studies show that, by the end of this century, the number of days with temperatures reaching or exceeding 100°F is projected to increase as a result of climate change. The historic average maximum temperature in Modesto has been 74.6°F. This number is expected to increase to 79.7°F by 2050 and to

82.9°F by 2100. According to Cal-Adapt and the Modesto 2050 General Plan Update documents, any day that reaches a high of 102.9°F or above in Modesto has qualified as a high heat day, and approximately four high heat days have occurred per year. By 2050, approximately 22 high heat days are projected to occur per year. By 2100, Modesto is projected to experience 42 high heat days per year. As temperatures rise and extreme heat events last longer and become more severe and frequent, they will result in a rise in heat-related health problems and deaths caused by heat.

Households in the City of Modesto may also lack air conditioning systems, and the City needs additional cooling centers (cooling zones). These cooling facilities also may need to be upgraded with adequate HVAC equipment and permanent back-up power to provide the community with a safe and cool place during extreme heat events. However, at this time, the City’s overall risk to extreme temperatures is low.

2.3.4 Flooding
The primary types of flood events that may impact the City of Modesto are riverine and local urban flooding. Regardless of the type of flood, the cause is often the result of severe weather and excessive rainfall, either in the flood area, upstream, or from winter snowmelt.

The entire southwestern portion of the City of Modesto, as well as a segment to the south of the City’s northeastern portion, have been determined to be in the FEMA Special Flood Hazard Area (SFHA) or 100-year floodplain and also 500-year floodplain. The physical risks associated with potential flooding and the regulatory requirements for floodplain management are important considerations when decisions are being made regarding future land use throughout the City of Modesto. The rest of Modesto lies outside the 100-year floodplain designated by FEMA. Based on the history of flooding in the County of Stanislaus, the City of Modesto and surrounding areas are considered likely to have the hazard potential for future flooding. Parts of the City may also be prone to local flooding problems associated with poor drainage issues. Climate change is also expected to increase the intensity of major storms, which could create more frequent and severe flooding. In summary, the risk to riverine flooding in the City is high due to development in the floodplain and localized flooding issues. The City also participates in the NFIP; therefore, the flood hazards are addressed in this vulnerability assessment for public awareness and planning purposes.

A flood vulnerability assessment was completed during the 2021 update, following the methodology described in Section 4 of the Base Plan. Flood hazards for the City of Modesto are shown in Figure 2-2.

Table 2-7 summarizes the values at risk in the City’s 1% annual chance floodplain. Table 2-8 summarizes the values at risk in the City’s 0.2% annual chance floodplain. #6..
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2022-2027 Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan Annex C: City of Modesto
Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan | 2022-2027 Update Page 19 Figure 2-2 City of Modesto FEMA 1% & 0.2% Annual Chance Floodplains Table 2-7 City of Modesto FEMA 1% Annual Chance Flood Hazard, by Property Type Property
Type
Improved
Parcel
Count
Improved
Value
Estimated
Content
Value
Total Value Estimated
Loss Population
Industrial 1 $3,453,683 $5,180,525 $8,634,208 $2,158,552 Residential 183 $30,649,630 $15,324,815 $45,974,445 $11,493,611 531 ResidentialIncome1 $230,847 $115,424 $346,271 $86,568 3 Unclassified 2 $64,756 $64,756 $129,512 $32,378
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2022-2027 Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan Annex C: City of Modesto
Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan | 2022-2027 Update Page 20 Property
Type
Improved
Parcel
Count
Improved
Value
Estimated
Content
Value
Total Value Estimated
Loss Population
Total 187 $34,398,916 $20,685,519 $55,084,435 $13,771,109 534 Source: Stanislaus County Assessor’s Office; National Flood Hazard Layer Effective 8/24/2021; FEMA; Wood analysis Table 2-8 City of Modesto FEMA 0.2% Annual Chance Flood Hazard, by Property Type Property
Type
Improved
Parcel
Count
Improved
Value
Estimated
Content
Value
Total Value Estimated
Loss Population
Commercial 16 $2,465,262 $2,465,262 $4,930,524 $1,232,631 Industrial 2 $589,725 $884,588 $1,474,313 $368,578
Residential 913 $121,250,154 $60,625,077 $181,875,231 $45,468,808 2,648 ResidentialIncome11 $1,530,478 $765,239 $2,295,717 $573,929 32 Unclassified 92 $17,681,365 $17,681,365 $35,362,730 $8,840,683 Vacant
Commercial
1 $17,288 $17,288 $34,576 $8,644
Total 1,035 $143,534,272 $82,438,819 $225,973,091 $56,493,273 2,680 Based on this analysis, the City of Modesto has 187 improved parcels located within the 1% annual chance floodplain for a total value of around $55.1 million. The potential loss is estimated at around $13.8 million if these areas were inundated by the 1% annual chance flood. In addition, the City of Modesto has 1,035 improved parcels located within the 0.2% annual chance floodplain for a total value of around $226 million. The potential loss is estimated at around $56.5 million if these areas were inundated by the 0.2% annual chance flood. The population at risk was calculated for the 1% and 0.2% annual chance floodplains based on the number of residential properties at risk and the average number of persons per household (2.9). There are an estimated 534 persons at risk to 1% annual chance flood and 1,780 persons at risk to 0.2% annual chance flood in the City of Modesto. The DWR Awareness 100-year and USACE Comprehensive Study 200-year floodplains within the City of Modesto are shown in Figure 2-3. #6..
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2022-2027 Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan Annex C: City of Modesto
Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan | 2022-2027 Update Page 21 Figure 2-3 City of Modesto DWR Awareness 100-Year & USACE Comprehensive Study 2—Year Floodplains
Critical Facilities at Risk
Critical facilities are those community components that are most needed to withstand the impacts of disaster as previously described. Table 2-9 and Table 2-10 list the critical facilities in the City’s 1% and

0.2% annual chance floodplains respectively. Figure 2-4 shows the location of the critical facilities in the City’s 1% and 0.2% annual percent chance floodplains. There is a total of six facilities potentially exposed to a 1% annual chance flood events, including the Sutter Avenue WWTP, Domestic Wastewater Collection System River Trunk, Cannery Segregation Trunk, Modesto Effluent Storage Dam, and two bridges. There are also seven facilities potentially exposed to a 0.2% annual chance flood events, including three elementary schools, two bridges, one cell tower and one assisted living facility. The impact #6..
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2022-2027 Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan Annex C: City of Modesto
Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan | 2022-2027 Update Page 22 on the community could be substantial if any of these facilities are damaged or destroyed during a flood event. Impacts to any of the City’s key wastewater facilities and infrastructure and conveyance systems would result in severe service disruptions to the community and subsequent costs associated with response and recovery.

Table 2-9 Critical Facilities at risk of 1% Annual Chance Flood Hazard, by FEMA Lifeline FEMA Lifeline Count
Communications -
Energy -
Food, Water, Shelter 2
Hazardous Materials 1
Health and Medical -
Safety and Security 1
Transportation 2
Total 6
Source: Stanislaus County; Stanislaus County, HIFLD, NID, DWR, National Flood Hazard Layer Effective 8/24/2021; FEMA; Wood analysis
Table 2-10 Critical Facilities at risk of 0.2% Annual Chance Flood Hazard, by FEMA Lifeline FEMA Lifeline Count
Communications 1
Energy -
Food, Water, Shelter -
Hazardous Materials -
Health and Medical 1
Safety and Security 3
Transportation 2
Total 7
Source: Stanislaus County; Stanislaus County, HIFLD, NID, DWR, National Flood Hazard Layer Effective 8/24/2021; FEMA; Wood analysis
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2022-2027 Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan Annex C: City of Modesto
Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan | 2022-2027 Update Page 23 Figure 2-4 Critical Facilities at Risk of FEMA 1% & 0.2% Annual Flood Hazard Insurance Coverage, Claims Paid, and Repetitive Losses
The City of Modesto joined the NFIP on August 15, 1980. NFIP Insurance data indicates that as of May 2022, there were 166 flood insurance policies in force in the City with $46,130,900 of coverage. 53 of these policies are located in A01-30 & AE zones. 133 policies are located in B, C & X zones. Most of the policies are single-family residential. There have been 50 historical claims for flood losses totaling $1,654,264. According to the FEMA Community Information System accessed April 6, 2022, the City has had 18 Repetitive Loss properties but no Severe Repetitive Loss properties.

Future Development
The results of the SOI flood analysis are shown in Table 2-11 and Table 2-12. A total of 517 parcels within the SOI are exposed to the 1% annual chance flood. A total of 586 parcels within the SOI are #6..
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2022-2027 Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan Annex C: City of Modesto
Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan | 2022-2027 Update Page 24 exposed to the 0.5% annual chance flood. This indicates the risk to existing development that could be under the City’s jurisdiction if the area was annexed.

Table 2-11 Sphere of Influence Areas Exposed to 1% Annual Chance Flood Hazard Property Type
Improved
Parcel
Count
Improved
Value
Estimated
Content
Value
Total Value Estimated
Loss Population
Commercial 11 $3,739,598 $3,739,598 $7,479,196 $1,869,799 N/A Industrial 7
$12,048,836 $18,073,254 $30,122,090
$7,530,523 N/A
Non-Assessable 1 $229,802 $229,802 $459,604 $114,901 N/A Residential 457
$31,451,735 $15,725,868 $47,177,603 $11,794,401
1,325
Residential-Income 8 $830,897 $415,449 $1,246,346 $311,586 23 Rural, Farm,
Agricultural
6 $1,563,758 $1,563,758 $3,127,516 $781,879 N/A
Unclassified 24 $3,326,479 $3,326,479 $6,652,958 $1,663,240 N/A Vacant Commercial 2 $24,038 $24,038 $48,076 $12,019 N/A Vacant Residential 1 $3,546 $1,773 $5,319 $1,330 3
Total 517 $53,218,689 $43,100,018 $96,318,707 $24,079,677 1,351 Source: Stanislaus County Assessor, Wood analysis
Table 2-12 Sphere of Influence Areas Exposed to 0.2% Annual Chance Flood Hazard Property
Type
Improved
Parcel Count
Improved
Value
Estimated
Content
Value
Total Value Estimated
Loss Population
Commercial 16 $4,992,920 $4,992,920 $9,985,840 $2,496,460 Industrial 16 $83,980,590
$125,970,885 $209,951,475 $52,487,869
Residential 492 $41,162,869 $20,581,435 $61,744,304
$15,436,076
1,427
ResidentialIncome20 $1,816,858 $908,429 $2,725,287 $681,322 58 Rural,
Farm,
Agricultural
16 $2,008,449 $2,008,449 $4,016,898 $1,004,225
Unclassified 22 $2,451,776 $2,451,776 $4,903,552 $1,225,888 Vacant
Commercial
2 $15,441 $15,441 $30,882 $7,721
Vacant
Residential
2 $30,617 $15,309 $45,926 $11,481 6
Total 586 $136,459,520 $156,944,643 $293,404,163 $73,351,041 1,491 Source: Stanislaus County Assessor, Wood analysis
Climate change continues to bring intensified impacts and greater challenges to flood management in the Central Valley and the City of Modesto and why strengthening flood programs is critical to recharging groundwater aquifers and protecting public safety. Climate change will continue to effect hydrology and result in increases in precipitation falling as rain instead of snow at higher elevations, result in extreme precipitation events (exacerbated by atmospheric rivers and greater runoff events), and increase the frequency and intensity of storms. These impacts will also increase flood risks for the Central Valley as a result of population and development growth.

The latest climate science information relevant to the Central Valley and the City of Modesto is summarized in the 2022 CVFPP update. This update advanced the information summarized in the 2017 CVFPP and improved the understanding of uncertainty associated with climate change projections for the #6..
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2022-2027 Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan Annex C: City of Modesto
Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan | 2022-2027 Update Page 25 Central Valley watersheds and reservoir vulnerability. While further climate change trends are improving, the range of potential future conditions still remains uncertain. As a result, key findings focused on three climate change projections created by downscaled climate models. In summary, more warming is projected for all future scenarios, which will result in less watershed below freezing temperatures.

For example, the freezing elevation in the San Joaquin River will increase from 8,000 feet in no climate change scenario to 12,000 feet in the high climate change scenario (CVFPP 2022). Increasing and warmer rainfall and less snow will result in more runoff above 6,000 feet in elevation, thereby increasing peak flows. Less snowfall from major storms means decreases in winter snow accumulation and earlier snowmelt. Precipitation levels will vary from a 10 percent decrease in the low climate change scenario, no change in the medium climate change scenario, and a 15 percent increase in the high climate change scenario. Also, major storms will generate higher flow peaks, which will result in more streamflow in the winter and less streamflow in the spring.

Climate change will also make the Central Valley reservoirs more vulnerable as flood events may require reservoirs to need to release more water downstream. However, reservoirs can only release as much water as the downstream channel can safety accommodate (CVFPP 2022). When inflows to a reservoir exceed the reservoir capacity, dam safety concerns necessitate emergency operations to reduce storage based on the system’s designed structural capacity. This means peak flows may increase throughout these systems due to the increased runoff from upstream of the flood control reservoirs. Therefore, there are needs to decrease flood risk, both above and below reservoirs, expand storage, and increase downstream flood capacity (CVPPP 2022).
3 CAPABILITY ASSESSMENT
Capabilities are the programs and policies currently in use to reduce hazard impacts or that could be used to implement hazard mitigation activities. This capabilities assessment is divided into five sections:
regulatory mitigation capabilities, administrative and technical mitigation capabilities, fiscal mitigation capabilities, mitigation outreach, and partnerships, and other mitigation efforts. To develop this capability assessment, the LPT representatives reviewed a matrix of common mitigation activities to inventory which of these policies or programs and shared any updates or changes through the Modesto Data Collection Guide. The team then supplemented this inventory by reviewing additional existing policies, regulations, plans, and programs to determine if they contribute to reducing hazard-related losses.

During the plan update process, this inventory was reviewed by the jurisdictional planning representatives and Wood consultant team staff to update information where applicable and note ways in which these capabilities have improved or expanded. Additionally, in summarizing current capabilities and identifying gaps, the jurisdictional planning representatives also considered their ability to expand or improve upon existing policies and programs as potential new mitigation strategies. The City of Modesto’s capabilities are summarized below.

3.1 Regulatory Capability
The regulatory and planning capabilities table lists planning and land management tools typically used by local jurisdictions to implement hazard mitigation activities. The table below indicates those that are in place in the City of Modesto.

Table 3-1 City of Modesto —Regulatory and Planning Capabilities Regulatory Tool
(ordinances, codes, plans) Yes/No Comments
General Plan Yes Adopted March 5, 2019
Zoning ordinance Yes Title 10
Subdivision ordinance Yes Title 4 Chapter 4
Growth management ordinance No
Floodplain ordinance Yes Title 9 Chapter 4
Other special purpose ordinance
(stormwater, steep slope, wildfire)
Yes Title 5 Chapter 10 Storm Water Management and
Discharge Controls
Building code Yes Title 9
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2022-2027 Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan Annex C: City of Modesto
Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan | 2022-2027 Update Page 26 Fire department ISO rating Yes Rating 2
Erosion or sediment control program Yes Title 5 Chapter 10 Article 3. – Grading and Erosion Control
Stormwater management program Yes 2011 Revised Modesto Stormwater Guidance Manual Site plan review requirements Yes Title 9 Chapter 11 Article 6 9-11.606 Site Plan Capital improvements plan Yes Fiscal Year 2021-2022 through 2025-2026 (most recent) Economic development plan No
Local emergency operations plan No
Other special plans Yes Water System Emergency Response Plan (2021) Flood insurance study or other
engineering study for streams
Yes Included in the County’s Flood Insurance Study (FIS), which was revised on August 24, 2021
Elevation certificates (for floodplain
development)
No No
Other Yes Mid San Joaquin River Regional Flood Management Plan (MSJR RFMP)
Modesto General Plan 2040 (2019)
The General Plan is “a set of instructions on how to build the City presented in nine chapters (elements):

Land Use; Open Space; Conservation; Housing; Circulation; Noise; Safety; Air Quality; and, Environmental Justice. The Modesto General Plan addresses the challenges of the future by presenting a blueprint for the preservation of Modesto’s “quality of life” while providing direction for the growth of business and industry to meet the needs of future generations in the Modesto community. The General Plan includes visions for the future, covering the following aspects:
● Employment Opportunities: A guiding principal in the General Plan is to provide jobs to match housing and population growth by designating more than 5,000 total acres of new Business Park and Commercial land acreage combined in the City. This contributes to the potential for approximately 295,000 total jobs within the General Plan boundary.
● Comprehensive Planning: As Modesto grows, comprehensive planning approaches are needed to respond to increasingly complex land development and public facilities and service issues. ● Accommodating Mobility Needs: This General Plan envisions a street system, supplemented by transit, passenger rail and nonmotorized transportation systems, to provide for efficient movement of people, goods and services, and to reduce traffic congestion and reduce vehicle miles traveled over time.
● Maintaining Older Neighborhoods: Modesto’s historic and older neighborhoods provide a range of aesthetic and lifestyle choices. The City reinforces the appeal, character, and economic value of these neighborhoods by investing in infrastructure improvements and revitalization efforts in these areas.
● Integrating New Neighborhoods and Development: The City integrates new development into the fabric of existing adjacent neighborhoods, with strong pedestrian connections, compatible scale and complementary architecture. The City’s development standards and design guidelines will help realize this vision as new development occurs.
● Agricultural Land Preservation: Agriculture is a leading industry in Stanislaus County.

The City of Modesto did not participate in the 2017 LHMP process. For this reason, the County’s 2017 LHMP was not incorporated into the City’s General Plan Safety Element. The City is also in the process of preparing a comprehensive update to the Urban Area General Plan. While the current General Plan was last amended in 2019, it has not be comprehensively updated since 1995. The Modesto 2050 update process will determine the City’s long-term future in order to reflect the current issues, ideas, and aspirations of the community and to plan ahead through the year 2050.

City of Modesto Strategic Plan 2020 – 2025
The City of Modesto’s 2020 – 2025 Strategic Plan serves as a roadmap for Modesto’s promise as a place where inclusive community can prosper, and innovation grows. The Strategic Plan is the result of a yearlong planning process that included the community, city management, and city staff. Through the process, the Council and executive team identified ten long-range goals and specific strategies for reaching those goals. The Strategic Plan contains three overarching areas of focus, including Quality of Life, Economic Vitality and Governance and Service Delivery, and the ten long-range goals apply to these three overarching areas.
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2022-2027 Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan Annex C: City of Modesto
Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan | 2022-2027 Update Page 27 Emergency Services Ordinance, Title 3 Chapter 4
The purpose of the Emergency Services Ordinance is to provide for the preparation and carrying out of plans for protection of persons and property within the City in the event of an emergency; the direction of the emergency organization; and the coordination of the emergency functions of the City with all other public agencies, corporations, organizations, and affected private persons.

The Ordinance establishes the Modesto Disaster Council membership; the Disaster Council powers and duties, which include developing and recommending for adoption by the City Council; emergency and mutual aid plans and agreements and such ordinances and resolutions and rules and regulations as are necessary to implement such plans and agreements. The City Manager shall be the Director of Emergency Services. The Director is empowered to request the City Council to proclaim the existence or threatened existence of a "local emergency" if the City Council is in session, or to issue such proclamation if the City Council is not in session. The Director is also empowered to request the Governor to proclaim a "state of emergency" when, in the opinion of the Director, the locally available resources are inadequate to cope with the emergency. Moreover, the Ordinance authorizes that the Modesto Disaster Council to be responsible for the development of the City of Modesto Emergency Plan, which provides for the effective mobilization of all of the resources of the City to meet the needs constituting a local emergency, state of emergency, or state of war emergency. Such plan shall take effect upon adoption by resolution of the City Council.

Adoption of the California Fire Code, 2019 Edition, Title 3 Chapter 1 The City of Modesto adopts by reference the California Fire Code, 2019 Edition of the California Code of Regulations Title 24. The Fire Code regulates the safeguarding of life and property from fire and explosion hazards arising from the storage, handling, and use of hazardous substances, materials and devices, and from conditions hazardous to life or property in the occupancy of buildings. The Code also authorizes the City to issue permits, collect fees, and provide penalties for the violation and each and all of the regulations, provisions, penalties, conditions and terms of the California Fire Code, 2019 Edition.

Floodplain Management Ordinance Title 9 Chapter 4
The purpose of the City’s Floodplain Management Ordinance is to promote public health, safety, and general welfare, and to minimize public and private losses due to flood conditions in specific areas by legally enforceable regulations. These regulations are applied to all publicly and privately owned land within flood-prone, mudslide, or flood-related erosion areas. These regulations are designed to protect human life and health; minimize expenditure of public money for costly flood control projects; minimize the need for rescue and relief efforts associated with flooding; and minimize prolonged business interruptions. The Floodplain Management Ordinance is in place to minimize damage to public facilities and utilities in SFHAs and help maintain a stable tax base by providing for the sound development of areas of special flood hazard. The Ordinance also ensures that potential buyers are notified that property is in a SFHA and ensure that those who occupy the areas of special flood hazard assume responsibility for their actions.

All new construction or substantial improvements of residential structures shall have the lowest floor, including the basement elevated to or above the base flood elevation (BFE) (in AE, AH, A1-30 zones), or elevated to or above the BFE, as determined under the review, use and development of other base flood data (in an A zone, without BFE’s specified on the FIRM). Where FEMA has not provided the City with BFE data in accordance with SFHA, the Floodplain Administrator shall obtain, review, and reasonably utilize any BFE and floodway data available from a federal or state agency, or other sources. Upon the completion of the structure, the elevation of the lowest floor including basement shall be certified by a registered professional engineer or surveyor and verified by the Community Building Inspector to be properly elevated. When BFE changes due to physical alternations, within six months after issuance of a grading permit, before issuance of a building permit, or before the start of construction, whichever occurs first, the Floodplain Administrator shall submit or assure that the permit applicant submits technical or scientific data to FEMA as required for a Letter of Map Revision.

Urban Water Quality Control Ordinance, Chapter 8.30
The purpose of the Urban Water Quality Control Ordinance is to ensure, protect, and promote the health, safety, general welfare, and protection of property for City of Modesto. It includes regulations that prohibit #6..
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Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan | 2022-2027 Update Page 28 non-storm water discharges into the City municipal separate storm sewer system (MS4), and to reduce the discharge of pollutants in storm water to the maximum extent practicable. This is accomplished by regulating non-storm water discharges to the City's MS4; controlling the discharge to City's MS4 from spills, overland flow, dumping, or disposal of materials other than storm water; reducing pollutants in storm water discharges from the City's MS4 to the maximum extent practicable; and minimizing damage to property and public rights-of-way. The Ordinance also minimizes degradation of the water quality of watercourses and controlling industrial and commercial pollutant discharges to City's MS4.

3.2 Administrative and Technical Capability
The table below identifies City personnel with responsibilities for activities related to mitigation and loss prevention in the City of Modesto. Many positions are full-time and/or filled by the same person. A summary of technical resources follows based on the organization of the City’s departmental staff.

Table 3-2 City of Modesto —Personnel Capabilities
Personnel Resources Yes/No Department/Position Comments Planner/engineer with knowledge of land
development/land management practices Yes Community & Economic Development Department Engineer/professional trained in
construction practices related to buildings
and/or infrastructure
Yes
Community & Economic
Development Department
Planner/engineer/scientist with an
understanding of natural hazards Yes Community & Economic Development Department Personnel skilled in GIS Yes Information Technology
Department
Full time building official Yes Community & Economic
Development Department
Floodplain manager Yes City Engineer
Emergency manager Yes The City Manager (Director
of Emergency Services)
Grant writer Yes Administration
Other personnel
Yes
Multiple agencies and
departments with support
personnel expanding
capabilities for mitigation
GIS Data Resources
(Hazard areas, critical facilities, land use,
building footprints, etc.)
Yes
City of Modesto GIS ArcGIS
Online Platform
Warning Systems/Services
(Reverse 9-11, cable override, outdoor
warning signals)
No
City of Modesto Alert Center
Other
City Council
The City of Modesto has a Council-Manager form of government. Voters elect the City Council to serve as the policy-making board of the City. The Council, in turn, appoints a City Manager to administer these policies. The Modesto City Council has seven members, including the Mayor, elected at large on a nonpartisan basis for four-year terms. Their terms of office expire in alternate odd-numbered years. The City Council serves as a legislative body, enacting ordinances, orders and resolutions necessary for governing Modesto as outlined in the City Charter and deemed important by the public.

The Modesto City Council is the City’s legislative body. It sets policies, approves budgets, determines tax rates and passes ordinances and resolutions to govern the City. Council also appoints citizen volunteers to more than 26 City advisory boards, committees, and commissions; and appoints and supervises the performance of the City Manager, City Attorney and City Clerk.

One of the several boards and commission overseen by City Council includes the Board of Zoning Adjustment. This Board upholds the integrity of zoning regulations and the Modesto General Plan. The board makes decisions on applications for conditional use permits, variances and site plans for office #6..
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The Council also oversees the Planning Commission. The Planning Commission is responsible for making decisions and recommendations regarding the development of the community. The Planning Commission has final authority regarding subdivision maps and parcel maps, certain zoning matters and development plans, and occasionally matters appealed either from the staff level or Board of Zoning Adjustment. The Planning Commission makes recommendations to the City Council regarding annexations, rezonings, code amendments and most General Plan-related matters.

The Citizens Housing and Community Development Committee provides overall review of the City's Housing and Urban Development (HUD) funds. The committee makes funding recommendations to the Modesto City Council regarding the HUD Community Development Block Grant, Emergency Shelter Grant, and Home Investment Partnership Grant programs.

The Modesto City Council also oversees the Modesto Economic Development Committee. The Modesto Economic Development Committee is associated with the City’s Community & Economic Development and Public Works Departments. The Committee’s roles cover land use, redevelopment, the downtown Master Plan, urban growth, economic development, stormwater, and implementation of wastewater & water master plans.

City Attorney
The City Attorney’s Office provides legal services to the City in support of the City Council, Mayor, and Department staff. It provides advice on transactional matters, litigation, and prosecutorial legal services.

City Auditor
The City Auditor (Modesto City Auditor’s Office [MCAO] provides objective assurance and advisory services designed to restore the public trust. The auditor effectively evaluates the effectiveness of the City Council, City Manager, City Clerk, and City Attorney. This responsibility encompasses sound financial management, adequate reporting, maintaining an effective system of internal controls, compliance with applicable rules and regulations, and maintaining the highest standards of ethical conduct at the City.

City Clerk
The City Clerk is appointed by the City Council. The City Clerk attends regular and special meetings of the Council and keep an accurate record of the proceedings of the Council. The City Clerk records all ordinances of the City, and of all written resolutions adopted by the Council. The Clerk also keeps records of Council proceedings and in a way that is easily accessible to the public. The City Clerk also administers oaths and affidavits in connection with City affairs or business, oversees City and Board of Education elections, and the publications of all official City advertisements. The City Clerk also files Officer of Campaign Financial Disclosure Statements and Statements of Economic Interests, as required by State Law.

City Manager’s Office
The City Manager’s Office manages the services of the City and is responsible for all operations of city government and making recommendations to the City Council on a variety of issues. The City Manager’s Office addresses the community’s priorities through the three focus areas outlined in the City’s Strategic Plan 2020-2025.

Community and Economic Development Department
The objective of the Community & Economic Development Department is to ensure that new development achieves a balance between the economic, social, environmental and quality of life goals for the City of Modesto. The Community & Economic Development Department consists of multiple divisions, including Building Safety and Neighborhood Preservation Division, Community Development Division, Economic Development Division, Land Development and Engineering Division, Planning Division and Transportation Engineering and Design Division. The Planning Division is currently managing the comprehensive update to the City’s General Plan.
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2022-2027 Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan Annex C: City of Modesto
Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan | 2022-2027 Update Page 30 Finance Department
The Finance Department oversees the City’s financial functions including the collection, receipting, disbursement, and accounting of all monies received. The City Finance Department also oversees the development and administration of operating and capital improvement budgets, purchasing, new debt investments, and audits and grants.

Fire Department
The Modesto Fire Department is a professional, community service-driven organization that provides All risk Emergency Services to meet the needs of the community. The Modesto Fire Department serves, protects, and partners with agencies to make the City safe. The mission of the Fire Department is to provide efficient and effective fire and life safety protection to the community through control of hostile fire, fire prevention services, emergency medical services, emergency preparedness, and mitigation of hazardous materials incidents.

Human Resources Department
The mission of the Human Resources Department is to recruit and retain a qualified and diverse workforce to meet the varied needs of the organization ("Modesto, CA | Official Website" 2022). The Department also trains and develops the department workforce towards minimizing the risk of loss associated with the provision of City services.

Information Technology
The Information Technology Department (ITD) provides technology services, support and guidance to City departments as well as a growing community of residents, businesses, and visitors within the City of Modesto ("Modesto, CA | Official Website" 2022). The ITD manages the GoModesto! Platform, which is a multi-lingual reporting tool to report issues related to street flooding, light outages, illegal dumping and vandalism. The ITD also oversees the Geographic Information Systems (GIS) mapping and database program. .

Parks, Recreation, and Neighborhoods Department
The Parks, Recreation and Neighborhoods Department builds and maintains parks, trails, and recreational facilities and implements recreational and enrichment programs. The Department also meets to exceed the open space and recreation needs of the community.

Police Department
The mission of the Modesto Police Department cut the crime rate and improve the quality of life in the City of Modesto.

Public Works Department
The City’s Public Works Department provides maintenance services for the airport, streets, traffic control systems, City buildings, parking, City vehicles and City trees. The Department also provides services such as garbage pick-up and recycling, green waste collection and public transit.

Utilities Department
The Modesto Utilities Department provides various services, including water services, wastewater reclamation, and environmental services.

3.3 Fiscal Capability
The following table identifies financial tools or resources that the City could potentially use to help fund mitigation activities. There are currently no specific funding sources for hazard mitigation. #6..
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Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan | 2022-2027 Update Page 31 Table 3-3 City of Modesto —Available Financial Tools and Resources Financial Resources
Accessible/
Eligible to
Use
Has This Been Used for
Mitigation in the Past? Comments
Community Development
Block Grants
Yes No
Capital improvements project
funding
Yes No
Authority to levy taxes for
specific purposes
Yes No Must be approved by voters
Fees for water, sewer, gas, or
electric services, new
development
Yes
No
Incur debt through general
obligation bonds
Yes No
Incur debt through special tax
bonds
Yes No Requires approval by two-thirds of
voters
Incur debt through private
activities
Yes No Do not have any in place
Federal Grant Programs
(Hazard Mitigation Grant
Program)
Yes
No
Various Departments

3.4 Outreach and Partnerships
The City of Modesto partners with the Stanislaus County Office of Emergency Services (OES) Division.

The Stanislaus County OES is responsible for the day-to-day administration of Stanislaus County's disaster preparedness, mitigation, response and recovery programs. OES develops and maintains the Stanislaus County Emergency Operations Plan and its associated annexes. OES also coordinates training, planning and exercises for first responders throughout the Stanislaus Operational Area.

According to Stanislaus County OES’ 2021 – Emergency Management Strategic Plan, OES listed “increase number of outreach engagements (i.e. meetings, events) as an action item to achieve one of its strategic goals, which is to build a culture of preparedness. The Stanislaus County OES will work with community partners to develop agreements for mutual aid, facilitate discussion with partners regarding preparedness planning, conduct outreach activities to engage residents, and attend emergency management trainings and conferences to stay up to date with the most current practices for disaster preparedness. The City also works in coordination with the County on the Stanislaus County MJHMP.

Moreover, the Stanislaus County OES protects the public’s safety by developing and maintaining general and specific preparedness programs for the County and its nine cities. The OES educates and informs the public in the areas of emergency preparedness and fire prevention.

During the 2021-2022 planning process the following outreach efforts were identified that the City of Modesto could support related to hazard mitigation:
● Ongoing “City Beat” Monthly Newsletter
● Community Health and Assistance Team (C.H.A.T.)
● Fire Prevention School Programs
● Social Media (Facebook, Instagram)
● Continued collaboration with the Mid San Joaquin Regional Flood Management Plan Working Group Education and outreach efforts, as well as emergency response planning, will also need to address the needs of low-income residents and the large Spanish-speaking population in the City. The City’s LPT can enhance outreach to engage better participation among the Spanish-speaking population through bilingual newsletter publications, social media posts, and surveys. #6..
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3.5 Other Mitigation Efforts
Central Valley Flood Protection Plan
The Central Valley Flood Protection Plan (CVFPP) is the State of California’s strategic blueprint for Central Valley flood risk management. It guides the State’s policies, investments, and partnerships. And it ensures a climate-driven technical foundation for a flood management system that helps protect communities, contributes to native species recovery, and integrates fully into broader water management conversations. The CVFPP is part of California’s integrated water resources management strategy. The CVFPP is a descriptive document that reflects a systemwide approach to flood management. The San Joaquin River Basin Systemwide Management as well as the related regional flood management strategy has been a focus area in the CVFPP. The 2022 CVFPP Update public review draft was made available in April 2022; this update uses new information, updated science, innovative tools, and recommends priority actions to address flood risk related to climate change.

The flood mitigation actions identified by the City’s LPT, which are described in Section 4.3 of this Annex, align with the CVFPP regarding improving Tuolumne River Resilience, as part of the San Joaquin River Basin. Refer to Section 4.3.8 of the Base Plan for more details on the CVFPP.

Mid San Joaquin River Regional Flood Management Plan (2017) The Mid San Joaquin River Regional Flood Management Plan (MSJR RFMP) was first developed in 2013-2014, and was updated in 2017, through the participation of a range of stakeholders primarily from Stanislaus County. This regional planning effort was created to give stakeholders the opportunity to develop a plan to reduce flood risks in the area from the confluence of the Merced and the San Joaquin Rivers to the confluence of the Stanislaus and the San Joaquin Rivers. The result of these efforts is a vision for a safer and more flood-resilient region that identifies challenges and opportunities for flood management and a prioritized list of actions for Department of Water Resources to consider in the CVFPP. The MSJR RFMP also identifies priority flood protection projects to be carried out by local sponsors, and the City of Modesto has been a major stakeholder in developing the MSJR RFMPs. The 2022 MSJR RFMP update is also underway with a focus on further defining a safer and flood resilient region with strategies and projects that reshape flood management and include locally-sponsored strategies and projects that meet multiple objectives for floodplain management, habitat restoration, groundwater recharge, recreation access, and environmental justice.

The flood mitigation actions identified by the City’s LPT, which are detailed described in Section 4.3, conform and are consistent with the MSJR RFMPs’ goal to recognize projects and actions for flood control and management as well as creating a safer and more flood-resilient region. Both the relocation of Sutter Avenue Primary WWTP Facilities project and an action related to Tuolumne River & Carpenter Road are listed as high priority projects in the MSJR RFMP. Refer to Section 4.3.8 of the Base Plan for more details on the MSJR RFMP.

Tuolumne River Floodway Capacity Increase Draft Action Plan (2022) This Action Plan guides the planning and implementation of priority actions in the San Joaquin River Basin to increase Tuolumne River floodway capacity to respond to the Water Resilience Portfolio and specifically Action 25.4, which is to update and refine the regional flood management strategy in the CVFPP to account for the projected impacts of climate change in order to protect vulnerable communities and infrastructure and restore floodplains along the San Joaquin River and its tributaries. The Tuolumne River Floodway Capacity Increase mitigation project, which is described in Section 4.3 is consistent with this Draft Action Plan and aims for increased flood risk reduction and safer operation of Don Pedro Dam, both currently and within a future when rainfall and other precipitation events will be affected by climate change.

3.6 Opportunities for Enhancement
Based on the capability assessment, the City of Modesto has existing regulatory, administrative/technical, fiscal mechanisms in place that help to mitigate hazards. In addition to these existing capabilities, there are opportunities for the City to expand or improve on these policies and programs to further protect the community. These are organized below by regulatory, administrative/technical, fiscal, and outreach opportunities.
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2022-2027 Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan Annex C: City of Modesto
Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan | 2022-2027 Update Page 33 Regulatory Opportunities
Future opportunities for regulatory enhancement should focus on compliance with Assembly Bill 2140, including amending the City of Modesto General Plan Safety Element to incorporate the 2021-2022 Stanislaus County MJHMP and City of Modesto Annex by reference; or by comprehensively updating the Hazards and Safety Element in the current Modesto 2050 Urban Area General Plan.

Administrative/Technical Opportunities
Other future enhancements may include providing hazard training for staff or hazard mitigation grant funding in partnership with Stanislaus County and Cal OES. Existing City staff are aware of the benefits of participating in training and webinars offered by Cal OES Hazard Mitigation Assistance (HMA) Team related to HMGP opportunities, HMGP Sub application Development support, and other funding programs, such as Prepare California Jumpstart. Other opportunities may be related to coordinating and educating key stakeholders in the City. Other stakeholders may be interested in aligning efforts related to hazard mitigation and also supporting HMGP Sub applications and other hazard mitigation trainings.

Fiscal Opportunities
The City can update other plans, such as their CIP to incorporate hazard information and include hazard mitigation actions and climate adaptation strategies that relate to infrastructure systems resiliency associated with the water and wastewater systems. Once projects related to hazard mitigation are approved, the recent CIP can be shared with the community on the City’s webpage. Capital investments and improvements related to seismic retrofits, cooling center upgrades, water supply systems, and WWTP upgrades should all be emphasized in the outreach materials as they are related to hazard mitigation. Additionally, given the prioritization of flooding mitigation projects, the City should apply for HMGP grants to fund implementation costs associated with key CIP projects, and related projects in the City’s mitigation strategy. These fiscal capabilities may be supported by City staff or augmented with Consultant staff.

Outreach Opportunities
The City can also expand their outreach capabilities related to the implementation of the 2021-2022 Stanislaus County MJHMP and the City of Modesto Annex. Specific enhancements may include continued public involvement through social media posts and advertisements focused on projects successes related to the Annex Mitigation Strategy, and focused outreach to under-represented and special-interest groups in the City. The City can also develop outreach kits for partner organizations. 4 MITIGATION STRATEGY

4.1 Goals and Objectives
The City of Modesto adopted the hazard mitigation goals and objectives developed by the HMPC and described in Section 5 Mitigation Strategy of the Base Plan. Like the Mitigation Strategy in the Base Plan, this section outlines the City’s roadmap for future hazard mitigation administration and implementation.

The purpose of the strategy is to reduce vulnerabilities from key priority hazards outlined in the risk assessment through regulatory tools and projects.

4.2 Continued Compliance with the National Flood Insurance Program The City has been an NFIP participating community since 1980. In addition to the mitigation actions identified herein the City will continue to comply with the NFIP. Floodplain management is under the purview of the Community & Economic Development Department and the City Engineer. This includes ongoing activities such as enforcing local floodplain development regulations, issuing permits for appropriate development in SFHAs and ensuring that this development is mitigated in accordance with the regulations. This will also include periodic reviews of the floodplain ordinance to ensure that it is clear and up to date and reflects new or revised flood hazard mapping. #6..
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4.3 Mitigation Actions
The LPT for the City identified and prioritized the following new mitigation actions based on risk assessments, goals, and objectives. Background information as well as information on how the action will be implemented and administered, such as ideas for implementation, responsible office, partners, potential funding, estimated cost, and timeline also are described. Because the City did not participate in the 2017 LHMP the LPT did not have existing mitigation actions to review and did not provide status updates on past hazard mitigation planning efforts.

The mitigation strategy includes only those actions and projects which reflect the actual priorities and capacity of the jurisdiction to implement over the next five years covered by this plan. It should further be noted, that although a jurisdiction may not have specific projects identified for each significant (medium or high) hazard for the five-year coverage of this planning process, each jurisdiction has focused on identifying those projects which are realistic and reasonable for them to implement. Should future projects be identified for significant hazards where the implementing jurisdiction has the capacity to implement, the jurisdiction would add those projects to their Annex. The City also recognizes that other mitigation actions proposed in the County’s mitigation strategy will cover the significant hazards in the City that are not currently linked to a mitigation action.
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2022-2027 Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan Annex C: City of Modesto
Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan | 2022-2027 Update Page 35 Table 4-1 City of Modesto Mitigation Action Plan
ID
Goal(s)
and
Lifelines
Hazard(s)
Mitigated Description/Background/Benefits Lead Agency and Partners Cost Estimate and
Potential Funding Priority Timeline Status/Implementation Notes 1 Goals 1
and 5;
Safety
and
Security
Flood,
Dam
Incidents
Relocation of Sutter Treatment Primary
Facilities – The Sutter Treatment Primary
Facilities are located along the Tuolumne
River within the FEMA designated
floodplain. It experienced repeated
flooding several times previously. The
“Sutter Treatment Facility Feasibility
Study” that was finalized in April 2015
concluded that flood protection of the
Sutter Plant was not feasible. To avoid
future flooding, the Sutter Treatment
Primary Facilities will be demolished.

New facilities will be constructed 6.5
miles away at the Jennings Treatment
Plant Facilities, which are outside the
100-year FEMA floodplain along the San
Joaquin River.

The footprint of the old primary facilities
will be incorporated into the Tuolumne
River Regional Park Master Plan and
regraded to further reduce flood risk by
removing levees around the sludge
drying beds and by relocating the
emergency holding pond.

This project would avoid repeat flooding
of the Sutter Treatment Plant and
prevent sanitary sewer from flowing into
the Tuolumne River. The bottleneck that
the Sutter Treatment Plant causes on the
Tuolumne River can be removed to
reduce flood risk for residential homes
across the River from the Treatment
Plant, which also flooded in 1997.

City of
Modesto;
Tuolumne
River
Regional Park
JPA
$100.4 million;

FEMA (BRIC,

HMGP, HMA,
Central Valley
Project
Improvement Act
Habitat Restoration
Program,
Conservation
Reserve Program,
Cal OES/Prepare
CA Grants, Habitat
Conservation Fund,
Proposition 1
Watershed
Restoration Grant
Program, Wildlife
Conservation
Board Public
Access Program,
Proposition 68
Wildlife Corridor
and Fish Passage
Program, Central
Valley Tributaries
Program
High 5-10 years New in 2022
2 Goals 1,
4 and 5;
Safety
and
Security;
Food,
Flood
Tuolumne River & Carpenter Road
Bridge River Restoration Project –
A 1999 FEMA Flood Hazard Mitigation
Study identified that the constriction at
Carpenter Road on the Tuolumne River
was caused by the bridge and roadway
City of
Modesto;
Stanislaus
County,
Communities
along the
$29 million to $50
million (partial
removal – complete
removal);

FEMA (BRIC,

HMGP, HMA,
High 5-10 years New in 2022
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2022-2027 Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan Annex C: City of Modesto
Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan | 2022-2027 Update Page 36 ID
Goal(s)
and
Lifelines
Hazard(s)
Mitigated Description/Background/Benefits Lead Agency and Partners Cost Estimate and
Potential Funding Priority Timeline Status/Implementation Notes Water,
Shelter;
Health
and
Medical
embankment on the north side of the
river. The embankment could be
replaced by a “causeway” (lengthened
bridge). Additionally, the remaining
elevated land east of Carpenter roadway
embankment (former Carpenter Eastern
Landfill) and the elevated land to the
west (existing Carpenter Western
Landfill) would have to be removed and
regraded to increase the cross-sectional
flow area, to eliminate the constriction on
the river and lower flood elevations and
reduce the repeated flooding of the
neighborhood adjacent and upstream of
these flood flow obstacles. Homes in the
adjacent neighborhood “Robertson Road
Neighborhood” have experienced
flooding in 1950, 1955, 1969, and 1997.

A hydraulic analysis is also underway to
determine the boundary of the new 100-
year floodplain as if the project had been
completed. This analysis would also
determine the number of homes that
would be protected (not flooded) during
the 100-year flood event.

The project would reduce the overall
flooding risk and the risk of repeated
flooding of adjacent and upstream
disadvantaged communities.

Tuolumne
River,
Tuolumne
River
Regional Park
JPA,
Community
Organizations
and NGOs
Central Valley
Project
Improvement Act
Habitat Restoration
Program,
Conservation
Reserve Program,
Cal OES/Prepare
CA Grants, Habitat
Conservation Fund,
Proposition 1
Watershed
Restoration Grant
Program, Wildlife
Conservation
Board Public
Access Program,
Proposition 68
Wildlife Corridor
and Fish Passage
Program, Central
Valley Tributaries
Program
3 Goals 1
and 5;
Safety
and
Security
MultiHazard:

Dam
Incidents,
Flood
Tuolumne River Floodway Capacity
Increase –
The problem with the floodway capacity
downstream of Don Pedro is that the
current operation objective releases of
9,000 cubic feet per second (cfs) (or nondamaging flow) limit the preemptive releases needed to minimize a massive
uncontrolled spill from the reservoir,
which in the past has resulted in
repeated flooding of disadvantaged
communities that line the edges of the
City of
Modesto;
USACE,
Central Valley
Flood
Protection
Board, DWR,

MID, TID,
Stanislaus
County, City
of Ceres,
Communities
along the
TBD in Phase 1 in
years 1-3 of
project;

FEMA (BRIC,

HMGP, HMA,
Central Valley
Project
Improvement Act
Habitat Restoration
Program,
Conservation
Reserve Program,
Cal OES/Prepare
High 1-3 years New in 2022
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Goal(s)
and
Lifelines
Hazard(s)
Mitigated Description/Background/Benefits Lead Agency and Partners Cost Estimate and
Potential Funding Priority Timeline Status/Implementation Notes Tuolumne River as well as the City of
Modesto Sutter Avenue Wastewater
Treatment Plant. Some of these
communities have experienced repeated
flooding in 1950,1955, 1969 and 1997.

The project aims to increase the
floodway capacity downstream of Don
Pedro to match or exceed the maximumcontrolled release level of approximately 15,000 cfs upstream of Modesto, and
25,000 cfs below the Dry Creek
confluence, in order to grant Don Pedro
Reservoir operators more flexibilities to
reduce flood risk, increase water supply
and address impacts caused by climate
change in the San Joaquin Valley.

Tuolumne
River,
Tuolumne
River
Regional Park
JPA,
Agricultural
Interests and
other private
landowners,
Community
Organizations
and NGOs,
CA Grants, Habitat
Conservation Fund,
Proposition 1
Watershed
Restoration Grant
Program, Wildlife
Conservation
Board Public
Access Program,
Proposition 68
Wildlife Corridor
and Fish Passage
Program, Central
Valley Tributaries
Program
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2022-2027 Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan Annex C: City of Modesto
Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan | 2022-2027 Update Page 38 5 IMPLEMENTATION AND MAINTENANCE
Moving forward, the City will use the mitigation action table in the previous section to track the progress on the implementation of each project. Implementation of the plan overall is discussed in Section 6 in the Base Plan.

5.1 Incorporation into Existing Planning Mechanisms
The information contained within this plan, including results from the Vulnerability Assessment, and the Mitigation Strategy will be used by the City to help inform updates and the development of local plans, programs and policies. The City’s Public Works Department may use the hazard information when implementing forestry, street, and solid waste division projects. The Utilities Department may utilize the hazard information when implementing water, wastewater reclamation, and environmental projects that are part of the City’s Capital Improvement Program. For example, the City has several groundwater well improvement, water storage, and pump station projects underway or completed within the last year, based on inputs received from the City’s LPT.

Similarly, the City’s Community and Economic Development Department, including the Building Safety and Neighborhood Preservation Division (Building Division), Community Development Division, Economic Development, Land Development and Engineering (LDE), Planning Division, and Transportation Engineering and Design (TED) Division may utilize the hazard information when completing the comprehensive update to the City’s Urban Area General Plan (Modesto 2050). The natural hazard information can directly inform the City’s Vulnerability Assessment underway that looks at the potential impacts from flooding, extreme temperature, drought, and severe weather hazards, including how climate change may increase the threat and how the City can build long-term resiliency. The City’s Community and Economic Development Department can also use the hazard information when reviewing a site plan or other types of development applications. The City will also incorporate this MJHMP into the Safety Element of their General Plan, as recommended by AB 2140 and as part of the current and comprehensive Urban Area General Plan update.

As noted in Section 6 of the Base Plan, the City of Modesto LPT representatives will report on efforts to integrate the hazard mitigation plan into local plans, programs and policies and will report on these efforts at the annual LPT plan review meeting.

5.2 Monitoring, Evaluation and Updating the Plan
The City will follow the procedures to monitor, review, and update this plan in accordance with Stanislaus County as outlined in Section 6 of the Base Plan. The city will continue to involve the public in mitigation, as described in Section 6.3 of the Base Plan. The Police Chief, Director of Community and Economic Development, and Battalion Chief will be responsible for representing the City in the County LPT, and for coordination with City staff and departments during plan updates. The City realizes it is important to review the plan regularly and update it every five years in accordance with the Disaster Mitigation Act Requirements as well as other State of California requirements. #6..
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2022-2027 Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan Annex C: City of Modesto
Stanislaus County Multi-Jurisdictional Hazard Mitigation Plan | 2022-2027 Update Page 39 This page is intentionally left blank.
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CITY OF MODESTO

COMMITTEE AGENDA REPORT
DATE OF MEETING:

January 29, 2024
January 4, 2024
TO: Finance Committee
Nick Bavaro, Chair
Rosa Escutia-Braaton, Vice-Chair
David Wright
THROUGH: Joseph P. Lopez, City Manager
FROM: Bill Sandhu, Public Works Director
SUBJECT: Extension of Pilot Agreement for the Multifamily Dwelling Bulky Item Pick Up Program
CONTACT: Rosene Nguyen, Integrated Waste Program Manager, [email protected], 209-577-5453
DESCRIPTION:

Consider the extension of Pilot Agreement for the Multifamily Dwelling Bulky Item Pick Up Program for an additional thirty-three months, with a pilot expiration date of December 31, 2026 and forwarding to Council for approval. (Funding Source: America Rescue Plan Act) STRATEGIC PLAN ELEMENT:

The recommended action supports the City’s 2020-2025 Strategic Plan Initiative: Quality of Life, “Engage partners across the community to ensure the safety, resilience, and attractiveness of Modesto”, Goal B: “Increase pride in Modesto’s diverse neighborhoods and business districts through beautification efforts and by investing in community assets and amenities.” BACKGROUND:

In 2019, the City of Modesto conducted citywide community surveys, which identified blight as one of the most pressing issues for residents. In the same year, the City adopted the 2020-2025 Blight Abatement Strategy, developed though collaboration with community members, local partnerships, other agencies, and internal City departments.1 The strategy outlines initiatives for blight abatement on public and private property, encourages public and private partnerships, and further action to minimize and mitigate blight.

In 2022, the Public Works Department requested an allocation from the American Rescue Plan Act2 (ARPA) funding to fund the development and implementation of a Bulky Item Pickup Program expanded to serve multifamily dwellings. On July 12, 2022, by Resolution 2022-327 1 https://www.modestogov.com/DocumentCenter/View/18350/Blight-Abatement-Strategy-Printable-PDF 2 https://www.whitehouse.gov/american-rescue-plan/
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Finance Committee, January 29, 2024
Pilot Extension for the Multifamily Dwelling Bulky Item Pick Up Program

Council approved as part of the second allocation of the City’s Pandemic Recovery Strategy, Modesto Forward, to “improve the development of affordable housing, spur tourism and economic recovery, and address gaps in service.” On January 24, 2023, by Resolution 2023-42, Council approved the Multifamily Dwelling Bulky Item Pickup Program as a pilot for a term of one year.

DISCUSSION:

The Blight Abatement Strategy identified the Bulky Item Pickup Program as one area that the City could enhance existing programs to better serve residents and prevent blight. The Bulky Item Pickup Program currently provides residential single-family dwelling customers with up to two collections annually of items too large to dispose of in their garbage container. Bulky items include indoor and outdoor furniture, appliances, mattresses, exercise equipment, water heaters, air conditioners, and other large items.3 The City also expanded this program to include self-haul in 2020, wherein residents can request a voucher and transport their own bulky items to a transfer station without waiting for an appointment. The residential program is funded by an allocation in the residential garbage base rate that covers the cost of bulky items and illegal dumping.

Under the current program, residents who live in multifamily housing such as apartment complexes and duplexes that have solid waste service with dumpsters do not receive a Bulky Item Pickup. Dumpster service is charged as a commercial account for solid waste services and thus, does not include the bulky item and illegal dumping allocation.

Since 2019, the City has received feedback from members of the public, community organizations, and the Blight Abatement Advisory Committee that the Bulky Item Pickup Program should be expanded to include multifamily dwellings. By making it easier for more people to dispose of bulky items legally and efficiently, the City hopes to decrease incidence of illegal dumping near multifamily dwellings and in common dumping spots in the public right of way.

City staff solicited input from community members, property owners, property managers, tenants, solid waste haulers, and research on other cities’ programs through surveys, direct calls, and in-person and virtual workshops. With this input, City staff developed the following guidelines for a pilot Multifamily Dwelling Bulky Item Pickup Program:
 Appointments must be made by account holder- tenants can contact their property owners or property managers to request an appointment, but only the account holder can contact solid waste haulers to set appointment
 Bulky items must be placed in the street adjacent to the property after 6pm the day before appointment- property owners can contact the City if they deem that location unsafe, but collection will only occur on private property with an allowance from the City  Property owner is responsible for adherence with the program- including, acceptable and unacceptable items, time and location of placement, and illegal dumping as a result of improper use of the program
 Multifamily Dwelling Bulky Item Pickup Program appointments will be scheduled the first week of the month- to accommodate turn over from apartment complexes and to 3 A full list of items acceptable and unacceptable items for the Bulky Item Pickup Program is located here:
https://www.modestogov.com/373
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Finance Committee, January 29, 2024
Pilot Extension for the Multifamily Dwelling Bulky Item Pick Up Program

separate the cost of this expanded program from residential collection, multifamily appointments will only be made during the first week of the month For the Pilot Program, the City launched coordinated and multilingual outreach and education program to publicize it. Outreach and education efforts included:
 Brochures that detail the Multifamily Dwelling Bulky Item Pickup Program, including how to schedule appointments and what are acceptable items
 Door hangers and flyers specifically concerning bulky item programs and fines for illegal dumping
 In-person outreach at properties where residents can ask questions and receive more personalized information
 Visit properties that make appointments for the first year to ensure compliance  Advertising the program on social media and on local newspapers and magazines The first phase of the pilot program (March 1, 2023 to September 30, 2023) allowed the accountholder to schedule appointments; tenants could contact their property owners or property managers to request an appointment, but only the account holder could contact solid waste haulers to set appointments. During this phase, the City received 20 appointments. City staff received feedback from multifamily residents indicating that they do not want to have the property manager, or the landlord be in charge of making their appointments and requested the City change the pilot program. Staff developed the second phase in response to this feedback.

The second phase of the pilot program (October 1, 2023 to March 1, 2024) allows tenants to contact their haulers directly to set an appointment for bulky item pickup. For the first three months of the second phase from October to December 2023, the City received 30 appointments. The second phase of the program is more popular that the first phase, thus staff is requesting to extend the pilot until December 31, 2026 to collect more data and help build the program.

FISCAL IMPACT:

The cost of this program is fully funded by a $180,000 allocation from ARPA under Resolution 2022-327. ARPA funds cover the information gathering that the City has already done to develop the program and the outreach and education that will occur during the one-year pilot.

The cost of collection and disposal is also included in this previous allocation. So far staff have only spent $16,865 and will be able to fully fund the extension of the program under the current allocation.

RECOMMENDED COMMITTEE ACTION:

Staff Recommendations:

Motion recommending the Pilot Extension for the Multifamily Dwelling Bulky Item Pick Up Program for an additional thirty-three months, with a pilot expiration date of December 31, 2026 and forwarding to Council for approval.
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Finance Committee, January 29, 2024
Pilot Extension for the Multifamily Dwelling Bulky Item Pick Up Program

Approved by:

Bill Sandhu, Public Works Director
Joseph P. Lopez, City Manager
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CITY OF MODESTO

COMMITTEE AGENDA REPORT
DATE OF MEETING:

January 29, 2024
Date: January 11, 2024
TO: Finance Committee
Nick Bavaro, Chair
Rosa Escutia-Braaton, Vice-Chair
David Wright, Member
THROUGH: Joseph P. Lopez, City Manager
FROM: Steve Christensen, Budget Manager
SUBJECT: FY 2022-23 General Fund Carryover Reserves
CONTACT: Steve Christensen, Budget Manager, [email protected] 209-577-5390
DESCRIPTION:

Consider the recommended allocation of the FY 2022-23 General Fund Carryover Reserves to the following categories in the following amounts: $2,000,000 to remain as unassigned reserves, $4,255,846 to the Emergency Reserves, $2,300,000 to the Pension Trust, $2,300,000 to Deferred Maintenance, and $2,300,000 to the Innovation Fund; and forwarding the recommendation to Council for approval. (Funding Source:

General Fund)
STRATEGIC PLAN ELEMENT:

This item supports the City of Modesto 2020-2025 Strategic Plan focus on Governance and Service Delivery under Goal H: Achieve Financial Sustainability.

BACKGROUND:

Each fiscal year during the City’s Annual Budget Process, the City Council adopts a policy on General Fund Unassigned Carryover Reserves. This policy is used to establish the methodology used for allocating any General Fund unassigned carryover reserves at the end of each fiscal year. During the Budget Adoption for FY 2023-24, Council modified the policy from the previously approved allocation methodology split of:
 1/3 to General Fund Emergency Reserves
 1/3 to the Pension Trust
 1/3 to the Deferred Maintenance
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Finance Committee, January 29, 2024
FY 2022-23 General Fund Carryover Reserves

To a revised methodology that modified the split to the following shares and added a category for the Innovation Fund:
 1/4 to the General Fund Emergency Reserves
 1/4 to the Pension Trust
 1/4 to the Deferred Maintenance
 1/4 to the Innovation Fund
The new category of the Innovation Fund was added to the General Fund Unassigned Carryover Reserves policy to provide a source of funding that could be used for projects or programs that the City Council would approve through a majority vote. Projects would be identified by staff or be brought back to Council for vetting at their discretion. The intent of these projects or expenditures would be that they would result in meaningful transformation across the City of Modesto and have impactful improvements on quality of life for the residents of Modesto.

The City established a Section 115 Trust via Council approval on January 11, 2022, via Resolution 2022-033. The Section 115 Trust established to separate trust accounts one for Pension and one for Other Post-Employment Benefits (OPEB). The purpose of establishing the trust accounts is to help mitigate growing future costs in both areas. In the case of the pension costs, the Pension Trust will allow the City to withdraw some of the funds that have been deposited and that have earned interest over time, to pay some portion of the required payments to help alleviate pressure on the budget in those large cost years.

With the initial action from Council, $2,345,594 was funded to establish the Pension Trust and $1,387,280 was funded to establish the OPEB Trust from various funds in the City. Of these amounts the General Fund contributed $1,029,565 to the Pension Trust and $973,354 to the OPEB Trust.

DISCUSSION:

The Annual Comprehensive Financial Report (ACFR)1 for Fiscal Year ended June 30, 2023, reported a General Fund Unassigned Fund Balance of $23,445,340. For financial reporting purposes this amount includes the unassigned Measure H Sales Tax fund balance of $10,289,4942. This leaves a Fiscal Year-End 2022-23 General Fund Unassigned Fund Balance of $13,155,846. Of this amount, $9,942,398 million is unassigned General Fund carryover from the previous fiscal year ending June 30, 2022. It should be noted that Measure H and General Fund unassigned fund balances are shown together for reporting purposes only. The City accounts for Measure H Fund dollars and General Fund dollars in separate funds within the City’s accounting structure for transparency purposes.

With $13.1 million in General Fund Unassigned Reserves available at fiscal year-end, staff is recommending a split of those funds as follows:
 $4,255,846 to the Emergency Reserves
1 The ACFR can be found on the City of Modesto website at the following link:
https://www.modestogov.com/Archive.aspx?AMID=39
2 The Measure H Financials can be found on the City of Modesto website at the following link:
https://www.modestogov.com/ArchiveCenter/ViewFile/Item/4021 #8..
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Finance Committee, January 29, 2024
FY 2022-23 General Fund Carryover Reserves

 $2,300,000 to the Pension Trust
 $2,300,000 to the Deferred Maintenance
 $2,300,000 to the Innovation Fund
 $2,000,000 to remain as Unassigned
The allocation shown above still puts an allocated amount to each of the different categories of reserves defined in the General Fund Unassigned Carryover Reserves policy, but it also does two additional things. First it leaves an amount of $2,000,000 in the unassigned category which will provide the City and Council with some flexibility to appropriate funds for various City programs or projects without pulling from Emergency Reserves should the need arise. Second it adds an additional $1,955,846 to the Emergency Reserves category to increase the total Emergency Reserves category contribution to $4,255,846. This contribution will bring the total Emergency Reserves balance from the current amount of $18,397,817 to $22,653,663. This is significant as it will bring the City closer to the Government Finance Officers Association (GFOA) recommended level of General Fund reserves which is no less than two months of regular general fund operating revenues or regular general fund operating expenditures3. While this appropriation is above the amount that would be appropriated per the General Fund Unassigned Carryover Reserves policy for Emergency Reserves it does conform with the City Council’s goal of reaching the GFOA recommended General Fund reserve level. This is an important goal for the City as it has advantageous impacts on current bond ratings and any future issuances and in mitigating current and future risks associated with potential unanticipated expenditures.

Using the annual monthly spending for Fiscal Year 2022-23, the two months of regular general fund operating expenditures are calculated as approximately $26.9 million. Allocating the additional General Fund Carryover Reserves to the Emergency Reserves category will bring the City to just short of $4.3M in reaching this long-pursued financial goal.

FISCAL IMPACT:

Allocating the General Fund Unassigned fund balance that has been reported in the ACFR for Fiscal Year ended June 30, 2023, will deplete the Unassigned fund balance category to $2,000,000 and increase the other fund balances to the following amounts:

General Fund Balance Category Initial Amount
Increase/Decrease
Amount Recommended Amount
Unassigned $ 13,155,846 $ (11,155,846) $ 2,000,000
Emergency Reserves $ 18,397,817 $ 4,255,846 $ 22,653,663 Pension Trust $ 2,764,139 $ 2,300,000 $ 5,064,139
Deferred Maintenance $ - $ 2,300,000 $ 2,300,000
Innovation Fund $ - $ 2,300,000 $ 2,300,000
Totals $ 34,317,802 $ - $ 34,317,802
The Pension Trust currently stands at a total balance of $2,764,139 as of the end of December. The additional funds contributed will bring that total for the Pension Trust 3 GFOA General Fund recommended reserves policy is described in detail at the following link:
https://www.gfoa.org/materials/fund-balance-guidelines-for-the-general-fund #8..
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Finance Committee, January 29, 2024
FY 2022-23 General Fund Carryover Reserves

approximately $5 million in total account funds. This account will continue to build and earn interest earnings over the life that contributions are held in the trust.

RECOMMENDED COMMITTEE ACTION:

Staff Recommendations:

Motion recommending allocation of the FY 2022-23 General Fund Carryover Reserves to the following categories in the following amounts: $2,000,000 to remain as unassigned reserves, $4,255,846 to the Emergency Reserves, $2,300,000 to the Pension Trust, $2,300,000 to Deferred Maintenance, and $2,300,000 to the Innovation Fund; and forwarding the recommendation to Council for approval.

Approved by:

Joseph P. Lopez, City Manager
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CITY OF MODESTO

COMMITTEE AGENDA REPORT
DATE OF MEETING:

January 29, 2024
Date: January 17, 2024
TO: Finance Committee
Nick Bavaro, Chair
Rosa Escutia-Braaton, Vice-Chair
David Wright, Member
THROUGH: Joseph P. Lopez, City Manager
FROM: Forrest Ebbs, Deputy City Manager
SUBJECT: Agreements for Public Relations and Marketing Services CONTACT: Forrest Ebbs, Deputy City Manager, [email protected], 209-577-9149 DESCRIPTION:

Consider Agreements with Tripepi Smith, Irvine, CA, Serotonin Creative Consultancy, Modesto, CA, and 3foldCommunications, Sacramento, CA, for Public Relations and Marketing Services for a total amount not to exceed $1,400,000 over five years and forwarding to Council for approval. (Funding Source: General Fund, Measure H Funds, and Various Department Funds) STRATEGIC PLAN ELEMENT:

The recommended action supports the City’s 2020-2025 Strategic Plan Initiatives: Build and promote the Modesto Brand in a desirable and recognizable identity.

BACKGROUND:

The City of Modesto has embarked on a new chapter of growth and with it focusing its efforts to promote efficiency, transparency, and modernization of City government. There are numerous projects, programs and events that are constantly occurring throughout the city. The current communications department manages all internal and external communications, public relations, media relations, special events, and legislative affairs.

Although the communications department has done a good job with the resources and expertise available to it, there are other projects and communications methods that the department simply does not have the time to devote to. Additional help is needed to maximize the communications potential of the department, and there are professional services available to serve this need.

The Consultant will perform the following tasks on an as-needed basis, and will report directly to the City Manager and/or Deputy City Manager:
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Finance Committee, January 29, 2024
Public Relations and Marketing Services

Advertising
 Review existing messaging and develop new messaging, update creative ads and visual designs, increase target audiences, and deliver messaging for the online digital campaign.
 Develop digital advertising campaigns for social media platforms (e.g. Facebook, LinkedIn, Instagram, and/or Google) that target intended audiences, increase awareness of city services and work, and drive increased traffic to the city website.
 Exploration and execution of additional print and digital advertising opportunities including but not limited to public transportation, kiosks, radio, television, publications, billboards, etc.
 Production of promotional videos, including scripting, filming, editing, motion graphics, and other video and photo-oriented requests.
 Production of promotional audio content such as a regular podcast or radio advertising.

Reporting and Consultation
 Conduct regular meetings (Weekly, Bi-Weekly) via phone, video conference, or in person to discuss metrics, strategies, and campaigns.  Review of current marketing and advertising strategies.  Conduct media monitoring to track city mentions as well as trending topics.  Provide monthly reports on social media platform performance.

Graphic Design
 Develop digital and print advertising messaging and designs that support the City’s marketing campaigns.
 Graphic design support for various projects, such as but not limited to print ads in publications, posters, brochures, social media graphics, website graphics, etc. All content must follow ADA guidelines.
 Update the City of Modesto Branding Guide to include any additions or edits that may arise, such as template formats or sub-brand logo usage.  On-Call graphic design services as needed.

DISCUSSION:

On October 4, 2023, the City Manager authorized the Purchasing Manager to solicit the procurement for Public Relations and Marketing Services. On October 18, 2023, the Purchasing Division issued Request for Proposal (RFP) 2324-36 for the Public Relations and Marketing Services on the City’s PlanetBids public bidding website under various commodity codes.1 Prospective bidders were notified online of the bid opportunity. Forty-eight (48) companies downloaded the RFP document from PlanetBids.

Nine (9) companies chose to respond, there were two (2) local proposals received. An evaluation committee comprised of three (3) City staff members which included a Deputy City Manager, Economic Development Manager, and the Communications and Media Relations Officer who evaluated the proposals. The evaluation was based on proposals which should provide a straightforward and concise presentation adequate to satisfy the requirements of the RFP. On November 1, 2023, proposals were received by the Purchasing Department. Emphasis 1 91500-Communications and Media Related Services, 91826-Communications: Public Relations Consulting, 91827-Community Development Consulting, 91876-Marketing Consulting, 96153-Marketing Services (Incl.

Distribution, Research, Sales Promotions, Etc.)
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Finance Committee, January 29, 2024
Public Relations and Marketing Services

should be on the quality, completeness, and clarity of contents. Responsiveness to the RFP will be principal basis for evaluation; Proposals were evaluated based on project understanding and approach, qualification of consultant staff and sub-consultant staff, experience of firm, and cost, schedule and deadlines. Consultant’s experience in conducting assignments of similar scope; Methodology to be employed in conducting the services; Proposer’s support organization and in-house quality control and quality assurance methods; Proposal clarity in expressing the understanding of the City needs and in defining a defined plan for satisfying these needs; Proposer’s prior record of performance with city or others; Availability to work with the City.

Based on being the top three highest ranked in total evaluation criteria, the evaluation committee recommends the award of proposal for the Public Relations and Marketing Services to Tripepi Smith, Irvine, CA, Serotonin Creative Consultancy, Modesto, CA, and 3fold Communications, Sacramento, CA.

The City of Modesto needs a full range of marketing services. The consultants will review existing messaging and develop new messaging, update creative ads/visual designs, refine target audiences, and deliver messaging for print or digital campaigns. Develop digital advertisement campaigns for social media platforms that target intended audiences for different purposes. Execution of additional print and digital advertising opportunities such as (but not limited to) airports, trains or metro lines, buses, radio, television, publications, etc. Assist with the production of promotional videos, including scripting, filming, editing, motion graphics, and other video and photo-oriented requests. Graphic design support for various projects, such as but not limited to print ads in publications, posters, brochures, social media graphics, website graphics, etc.

We have opted to award this to three marketing companies to ensure a diverse range of options and access to various talents.

Modesto Municipal Section 8-3.203 requires all purchases which meet or exceed $100,000 for material, equipment, or contractual services to be formally bid. Based on the responsive and responsible proposer offering the Public Relations and Marketing Services which conforms to the Modesto Municipal Code, 8-3.203 City staff recommends the award of proposal for the Public Relations and Marketing Services to Tripepi Smith, Irvine, CA, Serotonin Creative Consultancy, Modesto, CA, and 3fold Communications, Sacramento, CA.

FISCAL IMPACT:

The anticipated annual cost of $280,000 will be absorbed within the current Fiscal Year 2023-24 operating budget in the Communications and Legislative Affairs (Cost Center 02015) and the Measure H - Communications and Legislative Affairs (Cost Center 02016) and other department budgets within the organization that make use of these agreements for marketing services.

Funding sources will include the General Fund, Measure H Funds, Utility Funds, and other departmental funds depending upon use of the agreements by the departments. This cost will be split between the three awardees as follows:

Company Award Amount
Tripepi Smith $100,000
Serotonin Creative Consultancy $90,000
3fold Communications $90,000
Grand Total $280,000
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Finance Committee, January 29, 2024
Public Relations and Marketing Services

RECOMMENDED COMMITTEE ACTION:

Staff Recommendations:

Motion recommending the Award of Proposals and Agreements for Public Relations and Marketing Services to Tripepi Smith, Irvine, CA, Serotonin Creative Consultancy, Modesto, CA and 3fold Communications, Sacramento, CA for a two (2) year agreement with three (3) oneyear extension options for a combined annual estimated amount of $280,000 and a total combined amount not to exceed $1,400,000 over five years and forwarding for Council approval.

Approved by:

Joseph P. Lopez, City Manager
Joseph P. Lopez, City Manager
Attachments:

1. Agreement Tripepi Smith

2. Agreement Serotonin Creative Consultancy

3. Agreement 3fold Communications

4. Scoring Abstract

5. Request for Proposal (RFP)

6. 3fold Communications Proposal

7. Tripepi Smith Proposal

8. Serotonin Creative Consultancy Proposal
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STANDARD AGREEMENT

FOR CONSULTANT SERVICES
THIS AGREEMENT, made and entered into in the City of Modesto, State of California, this 27th day of February, 2024 (“Effective Date”) by and between the CITY OF MODESTO, a municipal corporation of the State of California, hereinafter referred to as "City", and Tripepi Smith, a California corporation, hereinafter referred to as "Consultant".

This Agreement is made with regard to the following recitals:

A. The City has determined that it is need of Communication and Marketing services for various City-wide initiatives.

B. Consultant represents that it is qualified, willing, and able to provide the services to prepare said document(s).

NOW, THEREFORE, in consideration of this agreement, and the mutual promises, covenants, and stipulations hereinafter contained, the parties agree as follows:

1. SCOPE OF SERVICES.

Consultant shall undertake and complete the scope of work as set forth and described in the documents attached hereto and referred to as Exhibit "A" or "Project". The Consultant shall perform the services as described in Exhibit “A” in a manner compatible with the standards of its profession and shall produce a fully complete project that is acceptable to City.

2. TERM OF AGREEMENT.

The term of the agreement shall be for a period of two (2) years, with three (3) one-year extension options at the sole discretion of CITY, for a total of up to five (5) years.

Year 1: February 27, 2024 through February 26, 2025
Year 2: February 27, 2025 through February 26, 2026
Year 3: February 27, 2026 through February 26, 2027
Year 4: February 27, 2027 through February 26, 2028
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Year 5: February 27, 2028 through February 26, 2029
Pricing as set forth in Section 1.c. above shall remain firm for the first two (2) years of the agreement.

Price increases for subsequent contract years, three, four and, five shall increase by 5% or the national BLS Consumer Price Index, whichever is higher on annual basis and shall be negotiated through the Purchasing Division. Requests for price increases shall be submitted by CONTRACTOR in writing, sixty (60) days prior to the annual anniversary date of the agreement to be effective for the subsequent year.

3. COMPENSATION
Consultant agrees to accept an annual estimated amount of $100,000 as full remuneration for performing all services and furnishing all staffing and materials for the City in accordance with Exhibit "A”.

The Compensation shall be paid pursuant in the manner and at the times set forth below:

City shall pay Consultant on a time and materials basis for Consultant’s actual costs for all work called for in Exhibit “A” to this Agreement. All work to be performed under this Agreement shall be billed at the hourly rates set forth in Exhibit “A” attached hereto. Consultant shall submit monthly invoices to City which include detailed tasks, hours worked, and billable rates for all work completed, and detailed receipts for any reimbursable expenses paid by Consultant and identified in Exhibit “A” or approved by the City in writing.

City shall pay Consultant Net 45 Days via manual check.

4. OBLIGATIONS OF CONSULTANT.

Throughout the term of this Agreement, Consultant shall possess, or secure all licenses, permits, qualifications and approvals legally required to conduct business. Consultant warrants #9..
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that it has all of the necessary professional capabilities and experience, as well as all tools, instrumentalities, facilities, and other resources necessary to provide the City with the services contemplated by this Agreement. Consultant further warrants that it will follow the best current, generally accepted, and professional practices to make findings, render opinions, prepare factual presentations, and provide professional advice and recommendations regarding this project.

5. PERFORMANCE BY KEY EMPLOYEE.

Consultant has represented to City that Kaitlyn Wu will be the person primarily responsible for the performance of the services referred to in this Agreement. City has entered into this Agreement in reliance on that representation by Consultant. Consultant therefore agrees that percent (30 %) or more of the time to be devoted to the project that is the subject of this Agreement will be that of the above-named person.

6. OWNERSHIP OF DOCUMENTS/TITLE TO DATA.

Ownership of Documents
All reports, drawings, designs, graphics, working papers and other incidental work or materials furnished hereunder shall become and remain the property of the City, and may be used by City as it may require without any additional cost to City. No reports shall be used by the Consultant for purposes other than this contract without the express prior written consent of City.

Title to Data
If, as a part of the agreement, Consultant is required to produce data such as, but not limited to, drawings, plans, specifications, calculations, models, flow diagrams, visual aids and other related materials, the originals of all such data generated under this agreement will be delivered to City upon the completion or termination of services under the contract. It is understood and agreed that the documents and other materials, including but not limited to those described above, prepared pursuant to this Agreement are prepared specifically for the City and are not necessarily suitable for any future or other use.
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All materials, documents, data, or information obtained from the City data files or any City medium furnished to Consultant in the performance of this Agreement will at all times remain the property of the City. Such data or information may not be used or copied for direct or indirect use by Consultant after termination of this Agreement without written consent of the City.

7. NEWS AND INFORMATION RELEASE.

Consultant agrees that it will not issue any news releases in connection with either the award of this Agreement, or any subsequent amendment of or efforts under this Agreement, without first obtaining review and approval of said news releases from the City Manager.

8. CONFLICT OF INTEREST.

Consultant warrants that it presently has no interest and shall not acquire any interest, direct or indirect, which would create a “conflict of interest”, as that term is defined in the Political Reform Act (Gov. Code § 81000 et seq), for the Consultant in the performance of this Agreement.

Consultant warrants that, in performance of this Agreement, Consultant shall not employ any person having any such interest. Consultant understands that, if this Agreement is made in violation of Government Code § 1090 et seq., the entire Agreement is void and Consultant will not be entitled to any compensation for services performed. Consultant agrees to file a Statement of Economic Interests with the City Clerk at the start and end of this contract if so, required at the option of City.

9. AMENDMENTS.

This Agreement, including the Exhibits attached hereto, may be amended only by a writing signed by both Parties. City will not be responsible to pay any charges Consultant may incur in performing services not identified in Exhibit ‘A’ unless first authorized by the City in writing.

10. INDEPENDENT CONTRACTOR.

All acts of Consultant, its agents, officers, and employees and all others acting on behalf of Consultant relating to the performance of this Agreement, shall be performed as independent contractors and not as agents, officers, or employees of City. Except as City may specify in writing, #9..
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Consultant has no authority to bind or incur any obligation on behalf of City. Consultant has no authority or responsibility to exercise any rights or power vested in the City. It is understood by both Consultant and City that this Agreement shall not under any circumstances be construed or considered to create an employer-employee relationship or a joint venture. Consultant, its agents, officers, and employees are and, at all times during the terms of this Agreement, shall represent and conduct themselves as independent contractors and not as employees of City.

Consultant shall determine and control the method, details, and means of performing the work and services to be provided by Consultant under this Agreement. Consultant shall be responsible to City only for the requirements and results specified in this Agreement, and, except as expressly provided in this Agreement, shall not be subjected to City's control with respect to the physical action or activities of the Consultant in fulfillment of this Agreement. Consultant is permitted to provide services to others during the same period service is provided to City under this Agreement. If necessary, Consultant has the responsibility for employing other persons or firms to assist Consultant in fulfilling the terms and obligations under this Agreement.

If in the performance of this Agreement any third persons are employed by Consultant, such persons shall be entirely and exclusively under the direction, supervision, and control of Consultant. All terms of employment including hours, wages, working conditions, discipline, hiring, and discharging or any other term of employment or requirement of law shall be determined by the Consultant.

It is understood and agreed that as an independent contractor and not an employee of City neither the Consultant or Consultant's assigned personnel shall have any entitlement as a City employee, right to act on behalf of the City in any capacity whatsoever as an agent, or to bind the City to any obligation whatsoever. It is further understood and agreed that Consultant must issue W-2 forms or other forms as required by law for income and employment tax purposes for all of Consultant's personnel.

11. ASSIGNMENT.
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Neither this Agreement nor any portion thereof shall be subcontracted or assigned, other than noted in Exhibit ‘A’, without the express prior written consent of the City in each and every instance.

12. PATENT/COPYRIGHT MATERIALS.

Unless otherwise expressly provided in the contract, Consultant shall be solely responsible for obtaining the right to use any patented or copyrighted materials in the performance of this Agreement. Consultant shall furnish a warranty of such right to use to City at the request of City.

13. NOTICES.

Notice required by this Agreement shall be given in writing and shall be deemed given and effective upon delivery provided that such are delivered in accordance with the provisions of this Section. Notices shall be delivered either by: (a) personal delivery; (b) overnight courier service which obtains confirmation of delivery; or (c) certified mail, return receipt requested, if delivery is confirmed by a return receipt; or (d) by electronic transmission subject to reasonable proof that the notice was both transmitted and received. Each such notice shall be sent to the parties at the address respectively set forth below or to such other address as a party may designate by written notice given in accordance with the provisions of this Section:

FOR CONSULTANT: Name: Tripepi Smith
Address: PO Box 52152
Irvine, CA 92619-2152
Attention: Ryder Todd Smith, Co-Founder & President
Phone: (626) 536-2173
Email: [email protected]
FOR CITY: Name: City of Modesto
Address: P.O. Box 642
Modesto, CA 95353
Attention: Forrest Ebbs
Phone: (209) 577- 9149
Email: [email protected]

14. INSURANCE REQUIREMENTS.
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The Consultant shall provide at its own expense and maintain at all times the following insurance with insurance companies licensed in the State of California and shall provide evidence of such insurance to the City as may be required by the Risk Manager of the City. The policies or certificates thereof shall provide that, thirty (30) days prior to cancellation or material change in the policy, notices of same shall be given to the Risk Manager of the City via PINS Advantage Insurance Program, for all of the following stated insurance policies.

In the event the certificates of insurance required hereunder do not provide for notice of cancellation to the certificate holder and/or additional insureds, the Consultant shall provide, and shall require its subcontractors to provide, as an express condition precedent to payment hereunder, an endorsement from their insurers providing that the additional insureds identified herein shall be provided 30 days’ notice of the cancellation on the policies of insurance required hereunder (10 days’ notice if the policies are cancelled for non-payment of premium). In addition, the named insured on all such policies shall provide to the additional insureds identified herein any notice of cancellation of said insurance policies within 5 business days of receipt of such notice. The Consultant shall, as a further express condition precedent to payment for work performed, affirm under penalty of perjury that the required insurance on the project remains in place and said insurance has not been cancelled. (a) General Liability insurance with a minimum limit of liability per occurrence of $1,000,000 for bodily injury and property damage. If Commercial General Liability Insurance or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to this project/location or the general aggregate limit shall be twice the required occurrence limit. This insurance shall indicate on the certificate of insurance the following coverages and indicate the policy aggregate limit applying to premises and operations; broad form contractual; independent consultants and subcontractors; products and completed operations as applicable. (b) Automobile Liability insurance with a minimum limit of liability per occurrence of $1,000,000 for bodily injury and property damage. This insurance shall cover hired and non-owned automobiles for bodily injury and property damage. #9..
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(c) Worker's Compensation - in compliance with the statutes of the State of California, plus employer's liability with a minimum limit of liability of $1,000,000. (d) Professional Liability insurance with a minimum limit of $1,000,000 per claim and policy aggregate. If coverage is on a claim made basis it shall be maintained for at least three (3) years following completion of the work.

If at any time any of said policies shall be unsatisfactory to the City, as to form or substance, or if a company issuing such policy shall be unsatisfactory to the City, the Consultant shall promptly obtain a new policy, submit the same to the Risk Manager for approval and submit a certificate thereof as hereinabove provided. Upon failure of the Consultant to furnish, deliver or maintain such insurance and certificates as above provided, this Agreement, at the election of the City, may be forthwith declared suspended or terminated. Failure of the Consultant to obtain and/or maintain any required insurance shall not relieve the Consultant from any liability under this Agreement, nor shall the insurance requirements be construed to conflict with or otherwise limit the obligations of the Consultant concerning indemnification. The City, its agents, officers, employees, and volunteers shall be named as an additional insured on all insurance policies required herein, except Workers' Compensation and Professional Liability. The Workers' Compensation insurer shall agree to waive all rights of subrogation against the City, its agents, officers, employees, and volunteers for losses arising from work performed by Consultant for the City. The Consultant's insurance policy(ies) shall include a provision that the coverage is primary as respects the City; shall include no special limitations to coverage provided to additional insured; and, shall be placed with insurer(s) with acceptable Best's rating of A: VII or with approval of the Risk Manager. The Consultant must deliver certificates evidencing existence of the insurance listed above to the City prior to the time the contract is signed.

CONSULTANT shall provide CITY with separate endorsements evidencing proof of the CITY’s additional insured status as to both the general liability and automobile liability insurance policies. In addition, CONSULTANT shall provide CITY with a Workers Compensation subrogation waiver by way of a separate endorsement. All endorsements referenced #9..
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above must include the applicable policy number.

For any claims related to this project, the CONSULTANT’S insurance coverage shall be primary insurance as respects the Entity, its officers, officials, employees, and volunteers. Any insurance or self-insurance maintained by the Entity, its officers, officials, employees, or volunteers shall be excess of the CONSULTANT’S insurance and shall not contribute with it.

15. TERMINATION OF AGREEMENT.

Termination for Default
In the event either party fails to perform under this AGREEMENT or breaches any condition contained herein, the other party shall notify in writing the breaching party of the nonperformance. Within 10 days after receipt of notification, the breaching party shall correct any nonperformance to the reasonable satisfaction of the non-breaching party, or such other time as may be identified in the notice. Failure to correct any non-performance shall allow the non-breaching party to terminate this AGREEMENT for cause.

Termination by City for Convenience
City may cancel this Agreement with 5 days written notice, with or without cause, upon written notification to Consultant.

Post-Termination Procedure
Upon receipt of a written notice of termination, the Consultant shall:
a. Cease its work as directed in the notice of termination as of the termination date and see to it that its employees, subconsultants and agents are notified of such termination and act as specified in the notice of termination;
b. Terminate all orders and Subcontractors except as necessary to complete any portion of the work that is not terminated;
c. If directed in writing by the City to do so, assign all right, title and interest in subcontracts and materials in progress to City, in which #9..
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case the City will have the right at its discretion to settle, or pay any or all claims arising out of the termination of such subconsultants, but in no event shall recovery by any Consultant or subconsultant include lost profits for portions of the work not completed or undertaken, including materials not delivered;
d. Deliver or otherwise make available to the City all data, drawings, specifications, reports, estimates, summaries and such other information and material as may have been accumulated by the Consultant in performing the work whether completed or in process;
e. Settle outstanding liabilities and claims, subject to the approval of City; f. Complete performance of such part of the Project as has not been terminated;
g. Take such other actions as may be necessary, or as may be directed by the City for the protection and preservation of the Project and/or property related to the Project;
h. If City so requests, and at City's cost, Consultant shall provide sufficient oral or written status reports to make City reasonably aware of the status of Consultant's work on the project.

City will pay Consultant for work actually completed prior to the receipt of the termination notice or otherwise completed in accordance with the notice of termination. The final payment to the Consultant after termination for convenience shall be limited to amounts due and owing under the Agreement at time of termination, including the following:
a. The cost of settling and paying valid claims arising out of the termination of the Work such as subconsultant agreements or contracts for materials;
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performed or goods supplied to the work site by the Consultant as of the date of termination, as determined in accordance with the notice of termination, reduced by any sums previously paid to the Consultant.

16. INDEMNITY.

The Consultant shall hold the City, its agents, officers, employees, and volunteers, harmless from and save, defend and indemnify them against any and all claims, losses, liabilities, judgments or damages from every cause, including but not limited to injury to person or property or wrongful death, including reasonable costs and expenses of defense of any judicial or administrative action, arising directly or indirectly out of any negligent or intentional act or omission of Consultant, or its agents, officers, employees, or volunteers relating to or during the performance of its obligations under this Agreement.

Consultant's obligation to defend, indemnify, and hold the City, its agents, officers, and employees harmless under the provisions of this paragraph is not limited to or restricted by any requirement in this Agreement for Consultant to procure and maintain a policy of insurance.

In the event that Consultant or any employee, agent, or subcontractor of Consultant providing services under this Agreement is determined by a court of competent jurisdiction or the California Public Employees Retirement System (PERS) to be eligible for enrollment in PERS as an employee of City, Consultant shall indemnify, defend, and hold harmless City for the payment of any employee and/or employer contributions for PERS benefits on behalf of Consultant or its employees, agents, or subcontractors, as well as for the payment of any penalties and interest on such contributions, which would otherwise be the responsibility of City.

17. DISPUTE RESOLUTION.

Venue for all claims, controversies, or disputes arising out of, or relating to the formation of this Agreement, or the breach, termination execution, enforcement, interpretation, or validity of this Agreement, including the determination of the scope or applicability of this contract provision #9..
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shall be in the Superior Court of Stanislaus County or the United States District Court for the Eastern District of California.

18. ATTORNEYS’ FEES.

If a party to this AGREEMENT brings any action, including an action for declaratory relief, to enforce or interpret the provision of this AGREEMENT, the prevailing party shall be entitled to reasonable attorneys’ fees in addition to any other relief to which that party may be entitled.

The court may set such fees in the same action or in a separate action brought for that purpose.

19. ENTIRE AGREEMENT.

This Agreement and its exhibits contain the entire understanding between Consultant and City. All previous proposals, offers and communications relative to this Agreement, whether oral or written, are hereby superseded except to the extent that they have been incorporated into this Agreement.

20. PARTIAL INVALIDITY.

If any provision in this Agreement is held by a court of competent jurisdiction to be invalid, void, or unenforceable, the remaining provisions shall nevertheless continue in full force without being impaired or invalidated in any way.

21. WAIVER.

The waiver by any party to this Agreement of a breach of any provision hereof shall be in writing and shall not operate or be construed as a waiver of any other or subsequent breach hereof unless specifically stated in writing.

22. AUDIT.

The City's duly authorized representative shall have access at all reasonable times to all reports, contract records, contract documents, contract files, and personnel necessary to audit and verify Consultant's charges to City under this Agreement.

Consultant agrees to retain reports, records, documents, and files related to charges under this Agreement for a period of four (4) years following the date of final payment for #9..
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Consultant services. City's representative shall have the right to reproduce any of the aforesaid documents.

23. GOVERNING LAW.

This Agreement shall be governed according to the laws of the State of California.

24. HEADINGS NOT CONTROLLING.

Headings used in the Agreement are for reference purposes only and shall not be considered in construing this Agreement.

25. COMPLIANCE WITH LAWS.

Consultant shall insure compliance with all safety and hourly requirements for employees, in accordance with federal, state, and county safety and health regulations and laws.

Consultant shall fully comply with all applicable federal, state, and local laws, ordinances, regulations and permits.

26. CITY BUSINESS LICENSE.

Consultant will have a City of Modesto business license. #9..
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IN WITNESS WHEREOF, the City of Modesto, a municipal corporation, has authorized the execution of this Agreement for Consultant Services by its City Manager and attestation by its City Clerk under authority of Resolution No. 2024 - ____ , adopted by the Council of the City of Modesto on the day of ________________ , 2024, and Tripepi Smith has caused this agreement to be duly executed as of the Effective Date.
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Exhibit A
Per the City’s request, Tripepi Smith proposes a Time & Materials approach for this work to allow the city the flexibility to “ramp up” and “ramp down” efforts according to budget and priorities. Tripepi Smith staff will provide these services based on the hourly personnel rates listed below. However, some services, such as those identified in the Ongoing table on the next page may be suited for a monthly Retainer that allows the city to sustain communication efforts, with other elements, such as for graphic design, videography, digital advertising, and photography being better suited for a Time & Materials (As-Needed) arrangement. 2023-2024 Standard Hourly Rates
Title Hourly - Standard Hourly – Retainer
Principal $350 $295
Director $240 $215
Art/Creative Director $240 $215
Senior Business Analyst $190 $165
Business Analyst $130 $110
Junior Business Analyst $105 $90
Senior Videographer/Animator $190 $165
Senior Photographer $160 $135
Videographer/Photographer $120 $100
Senior Graphic Designer $175 $145
Graphic Designer $120 $100
Junior Graphic Designer $105 $90
Web Developer $195 $165
Drone Operator $195 $165
Council Chamber A/V Operator $105 $90
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Billing
Time at Tripepi Smith is billed in 15-minute increments – i.e., we invoice our time in the following examples: 1.25, .75, 4 or 6.5 hours. Terms are net 30 days.

Retainer Discount
When client monthly retainers exceed six-thousand-seven-hundred fifty dollars ($6,750) a month, they have access to our reduced Hourly – Retainer rates noted above. Otherwise, any ad hoc work done outside the scope of the Retainer would be at the Hourly – Standard rates.

Annual Increase
Tripepi Smith will increase the hourly rates and retainer fees for all resources by five percent (5%) or the national BLS Consumer Price Index — whichever is higher — each year on the anniversary of the contract, starting on the first anniversary of any contract when the contract duration is longer than one year. Otherwise, new rates will be negotiated with each new contract renewal period.

Ongoing Services
Below are approximate costs for an ongoing scope of services requested by the City. We recommend the following scope to initiate a strategy for the team to integrate with the City and establish a flow of work so when other projects arise, we can act swiftly with experience under our belts. We recommend pursuing these services on a Retainer basis in order to sustain outreach momentum.

Tripepi Smith will clearly note and seek authorization for all services. #9..
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Deliverable Quantity/Notes
Project Management Leverages Senior Business Analyst (SBA), Business Analyst (BA) and Junior Business Analysts (JBAs)
Conduct weekly client checkin calls, provide check-in call recap outlining action items
and deadlines, advise on
media relations and strategy
Max. of 60 minutes per call plus
Approx. 11 hours monthly
TOTAL TASK COST Varying upon need
Media Intelligence Services Leverages SBA, BA, JBA
Search news and social media
for key terms and issues
impacting the City
Includes weekly email digest & monthly analytics
Fixed Monthly Rate
TOTAL TASK COST Varying upon need
Metric & Analytic Reporting Leverages JBAs
Produce regular report on key
performance metrics for external
communication channels: social
media, email, media mentions,
etc.
1 report per month (PDF file)
Approx. 7 hours monthly JBA
TOTAL TASK COST Varying upon need
Quarterly Communication
Strategy
Leverages JBA and BA with oversight from SBA
Quarterly meeting with Dept.
heads to plan next year of
communication opportunities.

Keeping centralized “Content
Calendar” updated throughout
the year for staff’s reference
Max. of 2 hours per meeting
Leverages Google Sheets
Approx. 7 hours JBA
Approx. 5 hours BA
Approx. 3 hours SBA
Varying upon need
City Council Agenda
Scanning
Leverages JBA with
support from BA
Monitor agendas to flag
upcoming issues
Approx. 2 hours JBA
Approx. 1 hour BA
TOTAL TASK COST Varying upon need
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Estimated Costs by Deliverables
Below are approximate costs for other deliverables requested in the City’s RFP, available on a Time & Materials (As-Needed) basis.

Scope Element Price Notes
Pop-Up Events ~$3,600.00 Assumes two (2) up to two (2) hour workshops; travel costs included
Virtual Forum ~$2,455.00 Assumes one (1) virtual discussion up to three (3) hours
Advertising Fees & ~$1,265.00 Boosting up to five (5) posts at Configuration $200 per post
Web Content Development ~$1,910.00 Up to nine (9) hours of content development and maintenance support
Curation of Email Campaign ~$850.00 Limited to two (2) drafts/e-newsletter; includes issuing one (1) email newsletter to an existing
email list; City to generate newsletter content
Creation of Email
Campaign
~$1,050.00 Limited to two (2) drafts/enewsletter; Tripepi Smith to generate newsletter content with
City staff providing imagery and
details
Press Release/News Article ~$770.00 One (1) press release; approx. 500 words Social Media Posts ~$1,255.00 Development of up to five (5) social media posts; social media graphic design included
Video Production ~$10,450.00 Inclusive of one full-day shoot, equipment fees, travel costs
Quarterly Photoshop ~$5,500.00 Inclusive of one (1) full-day shoot.

Media Intelligence Services $495.00 - $825.00 Inclusive of scope below Graphic Design Website Hero Image - Limited to three (3) drafts per item:
$190.00 two (2) drafts, final
Print/Digital Short Format
Quarterly Newsletter -
~$1,175.00
Print/Digital Banner -
~$995.00
Print/Digital Flyer -
~$850.00
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Other Costs
Because Tripepi Smith offers a broad set of services, we have some other related fees that may come up during our engagement that we want to tell you about.

Equipment Fees
Tripepi Smith offers some services that require equipment, such as drone operations and video production.

As such, in those cases, the following rates apply:

Title Half Day Full Day
Video Equipment $400 $600
Drone Equipment N/A $500
$600 for a full day of video equipment use (includes full set of video equipment). Full day is defined as a shoot
lasting four (4) or more hours.
$400 for a half day of video equipment use. Half day is defined as anything up to four hours of video production.

All such expenses will be authorized by the organization prior to fee being assessed. $500/day drone fee applies and is not inclusive of the drone operator time (Drone Operator rate).

Print & Advertising Fees
Print costs, digital promotion, media placement
Client Pays
Directly
No Fees
Client Reimburses
TS 10 %
 Print Costs: Tripepi Smith is happy to use a printer of the client’s choosing for print production work, or to recommend a
printer with whom we have experience. Tripepi Smith typically has the printer bill the client directly for work. Tripepi Smith
makes no money on print services and has no economic interest in the selected print vendor other than ensuring quality and
fair pricing for our clients. If Tripepi Smith is asked to pay the bill for the client, we will apply a 10% agency fee to the
reimbursement expense.
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 Digital Advertising: Tripepi Smith is a Google Partner and Constant Contact Solution Provider and has Facebook Certified
staff. We consider digital platforms to be a cornerstone element of any outreach strategy; often this comes with digital
advertising fees. Tripepi Smith typically uses a client’s credit card to cover such fees, and those fees are impossible to
estimate at this time without our firm being engaged in the work with the team. If a Tripepi Smith credit card is used to run
the advertising campaign, then we will charge an additional 10% agency fee on all advertising charges to compensate for the
administrative overhead.
 Media Placement: Purchase fees for advertising media space is not included on Tripepi Smith advertising proposals. Usually,
clients contract directly with media, but in the event Tripepi Smith covers these fees, then we will charge an additional 10%
agency fee on all advertising charges to compensate for the administrative overhead.

Tripepi Smith Partnership Discounts
Tripepi Smith has financial interest in certain related entities. These partnerships allow Tripepi Smith to offer clients extra media reach or additional services at partner pricing. Partnerships include:

PublicCEO — www.PublicCEO.com
Digital news about public affairs, reaching over 10,000 California government executives.

Civic Business Journal — www.CivicBusinessJournal.com
Digital interest stories about the people in local government.

FlashVote — www.FlashVote.com
Planning, implementing, measuring civic surveys.

TS Talent Solutions — www.TSTalentSolutions.com
Talent search services for local government and related agencies #9..
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STANDARD AGREEMENT

FOR CONSULTANT SERVICES
THIS AGREEMENT, made and entered into in the City of Modesto, State of California, this 27th day of February, 2024 (“Effective Date”) by and between the CITY OF MODESTO, a municipal corporation of the State of California, hereinafter referred to as "City", and Serotonin Creative Consultancy, a California corporation, hereinafter referred to as "Consultant".

This Agreement is made with regard to the following recitals:

A. The City has determined that it is need of Communication and Marketing services for various City-wide initiatives.

B. Consultant represents that it is qualified, willing, and able to provide the services to prepare said document(s).

NOW, THEREFORE, in consideration of this agreement, and the mutual promises, covenants, and stipulations hereinafter contained, the parties agree as follows:

1. SCOPE OF SERVICES.

Consultant shall undertake and complete the scope of work as set forth and described in the documents attached hereto and referred to as Exhibit "A" or "Project". The Consultant shall perform the services as described in Exhibit “A” in a manner compatible with the standards of its profession and shall produce a fully complete project that is acceptable to City.

2. TERM OF AGREEMENT.

The term of the agreement shall be for a period of two (2) years, with three (3) one-year extension options at the sole discretion of CITY, for a total of up to five (5) years.

Year 1: February 27, 2024 through February 26, 2025
Year 2: February 27, 2025 through February 26, 2026
Year 3: February 27, 2026 through February 26, 2027
Year 4: February 27, 2027 through February 26, 2028
Year 5: February 27, 2028 through February 26, 2029
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Pricing as set forth in Section 1.c. above shall remain firm for the first two (2) years of the agreement.

Price increases for subsequent contract years, three, four and, five shall not exceed the Consumer Price Index (CPI) for West Urban Area in any one agreement year and shall be negotiated through the Purchasing Division.

Requests for price increases shall be submitted by CONTRACTOR in writing, sixty (60) days prior to the annual anniversary date of the agreement to be effective for the subsequent year.

3. COMPENSATION
Consultant agrees to accept an annual estimated amount $90,000 as full remuneration for performing all services and furnishing all staffing and materials for Modesto in accordance with Exhibit "A”.

The Compensation shall be paid pursuant in the manner and at the times set forth below:

City shall pay Consultant on a time and materials basis for Consultant’s actual costs for all work called for in Exhibit “A” to this Agreement. All work to be performed under this Agreement shall be billed at the hourly rates set forth in Exhibit “A” attached hereto. Consultant shall submit monthly invoices to City which include detailed tasks, hours worked, and billable rates for all work completed, and detailed receipts for any reimbursable expenses paid by Consultant and identified in Exhibit “A” or approved by the City in writing.

City shall pay Consultant Net 30 terms via CITY’s ePay Program.

4. OBLIGATIONS OF CONSULTANT.

Throughout the term of this Agreement, Consultant shall possess, or secure all licenses, permits, qualifications and approvals legally required to conduct business. Consultant warrants #9..
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that it has all of the necessary professional capabilities and experience, as well as all tools, instrumentalities, facilities, and other resources necessary to provide the City with the services contemplated by this Agreement. Consultant further warrants that it will follow the best current, generally accepted, and professional practices to make findings, render opinions, prepare factual presentations, and provide professional advice and recommendations regarding this project.

5. PERFORMANCE BY KEY EMPLOYEE.

Consultant has represented to City that Casey Hogue will be the person primarily responsible for the performance of the services referred to in this Agreement. City has entered into this Agreement in reliance on that representation by Consultant. Consultant therefore agrees that percent (15%) or more of the time to be devoted to the project that is the subject of this Agreement will be that of the above-named person.

6. OWNERSHIP OF DOCUMENTS/TITLE TO DATA.

Ownership of Documents
All reports, drawings, designs, graphics, working papers and other incidental work or materials furnished hereunder shall become and remain the property of the City, and may be used by City as it may require without any additional cost to City. No reports shall be used by the Consultant for purposes other than this contract without the express prior written consent of City.

Title to Data
If, as a part of the agreement, Consultant is required to produce data such as, but not limited to, drawings, plans, specifications, calculations, models, flow diagrams, visual aids and other related materials, the originals of all such data generated under this agreement will be delivered to City upon the completion or termination of services under the contract. It is understood and agreed that the documents and other materials, including but not limited to those described above, prepared pursuant to this Agreement are prepared specifically for the City and are not necessarily suitable for any future or other use.
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All materials, documents, data, or information obtained from the City data files or any City medium furnished to Consultant in the performance of this Agreement will at all times remain the property of the City. Such data or information may not be used or copied for direct or indirect use by Consultant after termination of this Agreement without written consent of the City.

7. NEWS AND INFORMATION RELEASE.

Consultant agrees that it will not issue any news releases in connection with either the award of this Agreement, or any subsequent amendment of or efforts under this Agreement, without first obtaining review and approval of said news releases from the City Manager.

8. CONFLICT OF INTEREST.

Consultant warrants that it presently has no interest and shall not acquire any interest, direct or indirect, which would create a “conflict of interest”, as that term is defined in the Political Reform Act (Gov. Code § 81000 et seq), for the Consultant in the performance of this Agreement.

Consultant warrants that, in performance of this Agreement, Consultant shall not employ any person having any such interest. Consultant understands that, if this Agreement is made in violation of Government Code § 1090 et seq., the entire Agreement is void and Consultant will not be entitled to any compensation for services performed. Consultant agrees to file a Statement of Economic Interests with the City Clerk at the start and end of this contract if so, required at the option of City.

9. AMENDMENTS.

This Agreement, including the Exhibits attached hereto, may be amended only by a writing signed by both Parties. City will not be responsible to pay any charges Consultant may incur in performing services not identified in Exhibit ‘A’ unless first authorized by the City in writing.

10. INDEPENDENT CONTRACTOR.

All acts of Consultant, its agents, officers, and employees and all others acting on behalf of Consultant relating to the performance of this Agreement, shall be performed as independent contractors and not as agents, officers, or employees of City. Except as City may specify in writing, #9..
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Consultant has no authority to bind or incur any obligation on behalf of City. Consultant has no authority or responsibility to exercise any rights or power vested in the City. It is understood by both Consultant and City that this Agreement shall not under any circumstances be construed or considered to create an employer-employee relationship or a joint venture. Consultant, its agents, officers, and employees are and, at all times during the terms of this Agreement, shall represent and conduct themselves as independent contractors and not as employees of City.

Consultant shall determine and control the method, details, and means of performing the work and services to be provided by Consultant under this Agreement. Consultant shall be responsible to City only for the requirements and results specified in this Agreement, and, except as expressly provided in this Agreement, shall not be subjected to City's control with respect to the physical action or activities of the Consultant in fulfillment of this Agreement. Consultant is permitted to provide services to others during the same period service is provided to City under this Agreement. If necessary, Consultant has the responsibility for employing other persons or firms to assist Consultant in fulfilling the terms and obligations under this Agreement.

If in the performance of this Agreement any third persons are employed by Consultant, such persons shall be entirely and exclusively under the direction, supervision, and control of Consultant. All terms of employment including hours, wages, working conditions, discipline, hiring, and discharging or any other term of employment or requirement of law shall be determined by the Consultant.

It is understood and agreed that as an independent contractor and not an employee of City neither the Consultant or Consultant's assigned personnel shall have any entitlement as a City employee, right to act on behalf of the City in any capacity whatsoever as an agent, or to bind the City to any obligation whatsoever. It is further understood and agreed that Consultant must issue W-2 forms or other forms as required by law for income and employment tax purposes for all of Consultant's personnel.

11. ASSIGNMENT.
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Neither this Agreement nor any portion thereof shall be subcontracted or assigned, other than noted in Exhibit ‘A’, without the express prior written consent of the City in each and every instance.

12. PATENT/COPYRIGHT MATERIALS.

Unless otherwise expressly provided in the contract, Consultant shall be solely responsible for obtaining the right to use any patented or copyrighted materials in the performance of this Agreement. Consultant shall furnish a warranty of such right to use to City at the request of City.

13. NOTICES.

Notice required by this Agreement shall be given in writing and shall be deemed given and effective upon delivery provided that such are delivered in accordance with the provisions of this Section. Notices shall be delivered either by: (a) personal delivery; (b) overnight courier service which obtains confirmation of delivery; or (c) certified mail, return receipt requested, if delivery is confirmed by a return receipt; or (d) by electronic transmission subject to reasonable proof that the notice was both transmitted and received. Each such notice shall be sent to the parties at the address respectively set forth below or to such other address as a party may designate by written notice given in accordance with the provisions of this Section:

FOR CONSULTANT: Name: Serotonin Creative Consultancy
Address: 309 Griswold Ave.

Modesto, CA 95350
Attention: Casey Hogue, Founder & Executive Creative Director Phone: (510) 697- 5626
Email: [email protected]
FOR CITY: Name: City of Modesto
Address: P.O. Box 642
Modesto, CA 95353
Attention: Forrest Ebbs
Phone: (209) 577- 9149
Email: [email protected]

14. INSURANCE REQUIREMENTS.
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The Consultant shall provide at its own expense and maintain at all times the following insurance with insurance companies licensed in the State of California and shall provide evidence of such insurance to the City as may be required by the Risk Manager of the City. The policies or certificates thereof shall provide that, thirty (30) days prior to cancellation or material change in the policy, notices of same shall be given to the Risk Manager of the City via PINS Advantage Insurance Program, for all of the following stated insurance policies.

In the event the certificates of insurance required hereunder do not provide for notice of cancellation to the certificate holder and/or additional insureds, the Consultant shall provide, and shall require its subcontractors to provide, as an express condition precedent to payment hereunder, an endorsement from their insurers providing that the additional insureds identified herein shall be provided 30 days’ notice of the cancellation on the policies of insurance required hereunder (10 days’ notice if the policies are cancelled for non-payment of premium). In addition, the named insured on all such policies shall provide to the additional insureds identified herein any notices of cancellation of said insurance policies within 5 business days of receipt of such notice. The Consultant shall, as a further express condition precedent to payment for work performed, affirm under penalty of perjury that the required insurance on the project remains in place and said insurance has not been cancelled. (a) General Liability insurance with a minimum limit of liability per occurrence of $1,000,000 for bodily injury and property damage. If Commercial General Liability Insurance or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to this project/location or the general aggregate limit shall be twice the required occurrence limit. This insurance shall indicate on the certificate of insurance the following coverages and indicate the policy aggregate limit applying to premises and operations; broad form contractual; independent consultants and subcontractors; products and completed operations as applicable. (b) Automobile Liability insurance with a minimum limit of liability per occurrence of $1,000,000 for bodily injury and property damage. This insurance shall cover any automobile for bodily injury and property damage.
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© Worker’s Compensation – in compliance with the statutes of the State of California, plus employer’s liability with a minimum limit of liability of $1,000,000. (d) Professional Liability insurance with a minimum limit of $1,000,000 per claim and policy aggregate. If coverage is on a claim made basis it shall be maintained for at least three (3) years following completion of the work.

If at any time any of said policies shall be unsatisfactory to the City, as to form or substance, or if a company issuing such policy shall be unsatisfactory to the City, the Consultant shall promptly obtain a new policy, submit the same to the Risk Manager for approval and submit a certificate thereof as hereinabove provided. Upon failure of the Consultant to furnish, deliver or maintain such insurance and certificates as above provided, this Agreement, at the election of the City, may be forthwith declared suspended or terminated. Failure of the Consultant to obtain and/or maintain any required insurance shall not relieve the Consultant from any liability under this Agreement, nor shall the insurance requirements be construed to conflict with or otherwise limit the obligations of the Consultant concerning indemnification. The City, its agents, officers, employees, and volunteers shall be named as an additional insured on all insurance policies required herein, except Workers’ Compensation and Professional Liability. The Workers’ Compensation insurer shall agree to waive all rights of subrogation against the City, its agents, officers, employees, and volunteers for losses arising from work performed by Consultant for the City. The Consultant’s insurance policy(ies) shall include a provision that the coverage is primary as respects the City; shall include no special limitations to coverage provided to additional insured; and, shall be placed with insurer(s) with acceptable Best’s rating of A: VII or with approval of the Risk Manager. The Consultant must deliver certificates evidencing existence of the insurance listed above to the City prior to the time the contract is signed.

CONSULTANT shall provide CITY with separate endorsements evidencing proof of the CITY’s additional insured status as to both the general liability and automobile liability insurance policies. In addition, CONSULTANT shall provide CITY with a Workers Compensation subrogation waiver by way of a separate endorsement. All endorsements referenced #9..
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above must include the applicable policy number.

For any claims related to this project, the CONSULTANT’S insurance coverage shall be primary insurance as respects the Entity, its officers, officials, employees, and volunteers. Any insurance or self-insurance maintained by the Entity, its officers, officials, employees, or volunteers shall be excess of the CONSULTANT’S insurance and shall not contribute with it.

15. TERMINATION OF AGREEMENT.

Termination for Default
In the event either party fails to perform under this AGREEMENT or breaches any condition contained herein, the other party shall notify in writing the breaching party of the nonperformance. Within 10 days after receipt of notification, the breaching party shall correct any nonperformance to the reasonable satisfaction of the non-breaching party, or such other time as may be identified in the notice. Failure to correct any non-performance shall allow the non-breaching party to terminate this AGREEMENT for cause.

Termination by City for Convenience
City may cancel this Agreement at any time, with or without cause, upon written notification to Consultant.

Post-Termination Procedure
Upon receipt of a written notice of termination, the Consultant shall:
a. Cease its work as directed in the notice of termination as of the termination date and see to it that its employees, subconsultants and agents are notified of such termination and act as specified in the notice of termination;
b. Terminate all orders and Subcontractors except as necessary to complete any portion of the work that is not terminated;
c. If directed in writing by the City to do so, assign all right, title and interest in subcontracts and materials in progress to City, in which #9..
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case the City will have the right at its discretion to settle, or pay any or all claims arising out of the termination of such subconsultants, but in no event shall recovery by any Consultant or subconsultant include lost profits for portions of the work not completed or undertaken, including materials not delivered;
d. Deliver or otherwise make available to the City all data, drawings, specifications, reports, estimates, summaries and such other information and material as may have been accumulated by the Consultant in performing the work whether completed or in process;
e. Settle outstanding liabilities and claims, subject to the approval of City; f. Complete performance of such part of the Project as has not been terminated;
g. Take such other actions as may be necessary, or as may be directed by the City for the protection and preservation of the Project and/or property related to the Project;
h. If City so requests, and at City’s cost, Consultant shall provide sufficient oral or written status reports to make City reasonably aware of the status of Consultant’s work on the project.
i. The Consultant understands and agrees that City may, in City’s sole discretion, refuse to pay Consultant for that portion of Consultant’s services which were performed by Consultant on the project prior to the termination date and which remain unacceptable and/or not useful to City as of the termination date.

City will pay Consultant for work actually completed prior to the receipt of the termination notice or otherwise completed in accordance with the notice of termination. The final #9..
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payment to the Consultant after termination for convenience shall be limited to amounts due and owing under the Agreement at time of termination, including the following:
a. The cost of settling and paying valid claims arising out of the termination of the Work such as subconsultant agreements or contracts for materials;
b. The Agreement price allocable to the portion of the Work properly performed or goods supplied to the work site by the Consultant as of the date of termination, as determined in accordance with the notice of termination, reduced by any sums previously paid to the Consultant.

16. INDEMNITY.

The Consultant shall hold the City, its agents, officers, employees, and volunteers, harmless from and save, defend and indemnify them against any and all claims, losses, liabilities, judgments or damages from every cause, including but not limited to injury to person or property or wrongful death, including reasonable costs and expenses of defense of any judicial or administrative action, arising directly or indirectly out of any negligent or intentional act or omission of Consultant, or its agents, officers, employees, or volunteers relating to or during the performance of its obligations under this Agreement.

Consultant’s obligation to defend, indemnify, and hold the City, its agents, officers, and employees harmless under the provisions of this paragraph is not limited to or restricted by any requirement in this Agreement for Consultant to procure and maintain a policy of insurance.

In the event that Consultant or any employee, agent, or subcontractor of Consultant providing services under this Agreement is determined by a court of competent jurisdiction or the California Public Employees Retirement System (PERS) to be eligible for enrollment in PERS as an employee of City, Consultant shall indemnify, defend, and hold harmless City for the payment of any employee and/or employer contributions for PERS benefits on behalf of #9..
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Consultant or its employees, agents, or subcontractors, as well as for the payment of any penalties and interest on such contributions, which would otherwise be the responsibility of City.

17. DISPUTE RESOLUTION.

Venue for all claims, controversies, or disputes arising out of, or relating to the formation of this Agreement, or the breach, termination execution, enforcement, interpretation, or validity of this Agreement, including the determination of the scope or applicability of this contract provision shall be in the Superior Court of Stanislaus County or the United States District Court for the Eastern District of California.

18. ATTORNEYS’ FEES.

If a party to this AGREEMENT brings any action, including an action for declaratory relief, to enforce or interpret the provision of this AGREEMENT, the prevailing party shall be entitled to reasonable attorneys’ fees in addition to any other relief to which that party may be entitled.

The court may set such fees in the same action or in a separate action brought for that purpose.

19. ENTIRE AGREEMENT.

This Agreement and its exhibits contain the entire understanding between Consultant and City. All previous proposals, offers and communications relative to this Agreement, whether oral or written, are hereby superseded except to the extent that they have been incorporated into this Agreement.

20. PARTIAL INVALIDITY.

If any provision in this Agreement is held by a court of competent jurisdiction to be invalid, void, or unenforceable, the remaining provisions shall nevertheless continue in full force without being impaired or invalidated in any way.

21. WAIVER.

The waiver by any party to this Agreement of a breach of any provision hereof shall be in writing and shall not operate or be construed as a waiver of any other or subsequent breach hereof unless specifically stated in writing.
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22. AUDIT.

The City’s duly authorized representative shall have access at all reasonable times to all reports, contract records, contract documents, contract files, and personnel necessary to audit and verify Consultant’s charges to City under this Agreement.

Consultant agrees to retain reports, records, documents, and files related to charges under this Agreement for a period of four (4) years following the date of final payment for Consultant services. City’s representative shall have the right to reproduce any of the aforesaid documents.

23. GOVERNING LAW.

This Agreement shall be governed according to the laws of the State of California.

24. HEADINGS NOT CONTROLLING.

Headings used in the Agreement are for reference purposes only and shall not be considered in construing this Agreement.

25. COMPLIANCE WITH LAWS.

Consultant shall insure compliance with all safety and hourly requirements for employees, in accordance with federal, state, and county safety and health regulations and laws.

Consultant shall fully comply with all applicable federal, state, and local laws, ordinances, regulations and permits.

26. CITY BUSINESS LICENSE.

Consultant will have a City of Modesto business license. #9..
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IN WITNESS WHEREOF, the City of Modesto, a municipal corporation, has authorized the execution of this Agreement for Consultant Services by its City Manager and attestation by its City Clerk under authority of Resolution No. 2024- _____ , adopted by the Council of the City of Modesto on the day of ________________ , 2024, and Serotonin Creative Consultancy has caused this agreement to be duly executed as of the Effective Date. #9..
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Exhibit A
Serotonin Creative Consultancy will work with the city to adjust priorities, the number and scope of specific deliverables and assets, and/or other scope elements to align total cost with the allocated budget of $90,000/year.

Due to the as-needed nature of this project, the monthly mix will vary based on planning and ongoing prioritization conversations.

YEAR 1 & 2 BUDGET: Not to Exceed $90,000/yr.
 Staff Time Estimate:
o Serotonin bills at a blended hourly rate of $150/hour including a volume discount for a contract of this scope, complexity, and duration.
 Expense Estimate: $20,000-$46,000. Includes:
o Social media and news media monitoring and analytics software licenses for consultants.
o Sub-consultant(s) for specialized services, such as bilingual creative consultation and transcreation (translation plus cultural adaptation to Spanish ongoing and periodically for other languages, if needed). o Mileage, supplies, shipping, and other out-of-pocket expenses required to complete tasks in line with the Scope of Work and in accordance with local, state, and federal laws (e.g. IRS mileage rate). o Incremental advertising or collateral production expenses not covered by existing advertising allocation, if needed to achieve engagement objectives.

Excludes: Separate paid media budget or other expenses covered elsewhere in the City’s budget
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STANDARD AGREEMENT

FOR CONSULTANT SERVICES
THIS AGREEMENT, made and entered into in the City of Modesto, State of California, this 27th day of February, 2024 (“Effective Date”) by and between the CITY OF MODESTO, a municipal corporation of the State of California, hereinafter referred to as "City", and 3fold Communications, a California corporation, hereinafter referred to as "Consultant".

This Agreement is made with regard to the following recitals:

A. The City has determined that it is need of Communication and Marketing services for various City-wide initiatives.

B. Consultant represents that it is qualified, willing, and able to provide the services to prepare said document(s).

NOW, THEREFORE, in consideration of this agreement, and the mutual promises, covenants, and stipulations hereinafter contained, the parties agree as follows:

1. SCOPE OF SERVICES.

Consultant shall undertake and complete the scope of work as set forth and described in the documents attached hereto and referred to as Exhibit "A" or "Project". The Consultant shall perform the services as described in Exhibit “A” in a manner compatible with the standards of its profession and shall produce a fully complete project that is acceptable to City.

2. TERM OF AGREEMENT.

The term of the agreement shall be for a period of two (2) years, with three (3) one-year extension options at the sole discretion of CITY, for a total of up to five (5) years.

Year 1: February 27, 2024 through February 26, 2025
Year 2: February 27, 2025 through February 26, 2026
Year 3: February 27, 2026 through February 26, 2027
Year 4: February 27, 2027 through February 26, 2028
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Year 5: February 27, 2028 through February 26, 2029
Pricing as set forth in Section 1.c. above shall remain firm for the first two (2) years of the agreement.

Price increases for subsequent contract years, three, four and, five shall not exceed the Consumer Price Index (CPI) for West Urban Area in any one agreement year and shall be negotiated through the Purchasing Division.

Requests for price increases shall be submitted by CONTRACTOR in writing, sixty (60) days prior to the annual anniversary date of the agreement to be effective for the subsequent year.

3. COMPENSATION
Consultant agrees to accept an annual estimated amount of $90,000 as full remuneration for performing all services and furnishing all staffing and materials for Modesto in accordance with Exhibit "A”.

The Compensation shall be paid pursuant in the manner and at the times set forth below:

City shall pay Consultant on a time and materials basis for Consultant’s actual costs for all work called for in Exhibit “A” to this Agreement. All work to be performed under this Agreement shall be billed at the hourly rates set forth in Exhibit “A” attached hereto. Consultant shall submit monthly invoices to City which include detailed tasks, hours worked, and billable rates for all work completed, and detailed receipts for any reimbursable expenses paid by consultant and identified in Exhibit “A” or approved by the City in writing.

City shall pay Consultant Net 45 Days via manual check.

4. OBLIGATIONS OF CONSULTANT.

Throughout the term of this Agreement, Consultant shall possess, or secure all licenses, permits, qualifications and approvals legally required to conduct business. Consultant warrants #9..
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that it has all of the necessary professional capabilities and experience, as well as all tools, instrumentalities, facilities, and other resources necessary to provide the City with the services contemplated by this Agreement. Consultant further warrants that it will follow the best current, generally accepted, and professional practices to make findings, render opinions, prepare factual presentations, and provide professional advice and recommendations regarding this project.

5. PERFORMANCE BY KEY EMPLOYEE.

Consultant has represented to City that Carolyn Hopkins-Vasquez will be the person primarily responsible for the performance of the services referred to in this Agreement. City has entered into this Agreement in reliance on that representation by Consultant. Consultant therefore agrees that twenty percent (20%) or more of the time to be devoted to the project that is the subject of this Agreement will be that of the above-named person.

6. OWNERSHIP OF DOCUMENTS/TITLE TO DATA.

Ownership of Documents
All reports, drawings, designs, graphics, working papers and other incidental work or materials furnished hereunder shall become and remain the property of the City, and may be used by City as it may require without any additional cost to City. No reports shall be used by the Consultant for purposes other than this contract without the express prior written consent of City.

Title to Data
If, as a part of the agreement, Consultant is required to produce data such as, but not limited to, drawings, plans, specifications, calculations, models, flow diagrams, visual aids and other related materials, the originals of all such data generated under this agreement will be delivered to City upon the completion or termination of services under the contract. It is understood and agreed that the documents and other materials, including but not limited to those described above, prepared pursuant to this Agreement are prepared specifically for the City and are not necessarily suitable for any future or other use.
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All materials, documents, data, or information obtained from the City data files or any City medium furnished to Consultant in the performance of this Agreement will at all times remain the property of the City. Such data or information may not be used or copied for direct or indirect use by Consultant after termination of this Agreement without written consent of the City.

7. NEWS AND INFORMATION RELEASE.

Consultant agrees that it will not issue any news releases in connection with either the award of this Agreement, or any subsequent amendment of or efforts under this Agreement, without first obtaining review and approval of said news releases from the City Manager.

8. CONFLICT OF INTEREST.

Consultant warrants that it presently has no interest and shall not acquire any interest, direct or indirect, which would create a “conflict of interest”, as that term is defined in the Political Reform Act (Gov. Code § 81000 et seq), for the Consultant in the performance of this Agreement.

Consultant warrants that, in performance of this Agreement, Consultant shall not employ any person having any such interest. Consultant understands that, if this Agreement is made in violation of Government Code § 1090 et seq., the entire Agreement is void and Consultant will not be entitled to any compensation for services performed. Consultant agrees to file a Statement of Economic Interests with the City Clerk at the start and end of this contract if so, required at the option of City.

9. AMENDMENTS.

This Agreement, including the Exhibits attached hereto, may be amended only by a writing signed by both Parties. City will not be responsible to pay any charges Consultant may incur in performing services not identified in Exhibit ‘A’ unless first authorized by the City in writing.

10. INDEPENDENT CONTRACTOR.

All acts of Consultant, its agents, officers, and employees and all others acting on behalf of Consultant relating to the performance of this Agreement, shall be performed as independent contractors and not as agents, officers, or employees of City. Except as City may specify in writing, #9..
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Consultant has no authority to bind or incur any obligation on behalf of City. Consultant has no authority or responsibility to exercise any rights or power vested in the City. It is understood by both Consultant and City that this Agreement shall not under any circumstances be construed or considered to create an employer-employee relationship or a joint venture. Consultant, its agents, officers, and employees are and, at all times during the terms of this Agreement, shall represent and conduct themselves as independent contractors and not as employees of City.

Consultant shall determine and control the method, details, and means of performing the work and services to be provided by Consultant under this Agreement. Consultant shall be responsible to City only for the requirements and results specified in this Agreement, and, except as expressly provided in this Agreement, shall not be subjected to City's control with respect to the physical action or activities of the Consultant in fulfillment of this Agreement. Consultant is permitted to provide services to others during the same period service is provided to City under this Agreement. If necessary, Consultant has the responsibility for employing other persons or firms to assist Consultant in fulfilling the terms and obligations under this Agreement.

If in the performance of this Agreement any third persons are employed by Consultant, such persons shall be entirely and exclusively under the direction, supervision, and control of Consultant. All terms of employment including hours, wages, working conditions, discipline, hiring, and discharging or any other term of employment or requirement of law shall be determined by the Consultant.

It is understood and agreed that as an independent contractor and not an employee of City neither the Consultant or Consultant's assigned personnel shall have any entitlement as a City employee, right to act on behalf of the City in any capacity whatsoever as an agent, or to bind the City to any obligation whatsoever. It is further understood and agreed that Consultant must issue W-2 forms or other forms as required by law for income and employment tax purposes for all of Consultant's personnel.

11. ASSIGNMENT.
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Neither this Agreement nor any portion thereof shall be subcontracted or assigned, other than noted in Exhibit ‘A’, without the express prior written consent of the City in each and every instance.

12. PATENT/COPYRIGHT MATERIALS.

Unless otherwise expressly provided in the contract, Consultant shall be solely responsible for obtaining the right to use any patented or copyrighted materials in the performance of this Agreement. Consultant shall furnish a warranty of such right to use to City at the request of City.

13. NOTICES.

Notice required by this Agreement shall be given in writing and shall be deemed given and effective upon delivery provided that such are delivered in accordance with the provisions of this Section. Notices shall be delivered either by: (a) personal delivery; (b) overnight courier service which obtains confirmation of delivery; or (c) certified mail, return receipt requested, if delivery is confirmed by a return receipt; or (d) by electronic transmission subject to reasonable proof that the notice was both transmitted and received. Each such notice shall be sent to the parties at the address respectively set forth below or to such other address as a party may designate by written notice given in accordance with the provisions of this Section:

FOR CONSULTANT: Name: 3fold Communications
Address: 2031 K Street
Sacramento, CA 95811
Attention: Jaime Von Sassan, President/CEO
Phone: (916) 969-6681
Email: [email protected]
FOR CITY: Name: City of Modesto
Address: P.O. Box 642
Modesto, CA 95353
Attention: Forrest Ebbs
Phone: (209) 577- 9149
Email: [email protected]

14. INSURANCE REQUIREMENTS.
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The Consultant shall provide at its own expense and maintain at all times the following insurance with insurance companies licensed in the State of California and shall provide evidence of such insurance to the City as may be required by the Risk Manager of the City. The policies or certificates thereof shall provide that, thirty (30) days prior to cancellation or material change in the policy, notices of same shall be given to the Risk Manager of the City via PINS Advantage Insurance Program, for all of the following stated insurance policies.

In the event the certificates of insurance required hereunder do not provide for notice of cancellation to the certificate holder and/or additional insureds, the Consultant shall provide, and shall require its subcontractors to provide, as an express condition precedent to payment hereunder, an endorsement from their insurers providing that the additional insureds identified herein shall be provided 30 days’ notice of the cancellation on the policies of insurance required hereunder (10 days’ notice if the policies are cancelled for non-payment of premium). In addition, the named insured on all such policies shall provide to the additional insureds identified herein any notices of cancellation of said insurance policies within 5 business days of receipt of such notice. The Consultant shall, as a further express condition precedent to payment for work performed, affirm under penalty of perjury that the required insurance on the project remains in place and said insurance has not been cancelled. (a) General Liability insurance with a minimum limit of liability per occurrence of $1,000,000 for bodily injury and property damage. If Commercial General Liability Insurance or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to this project/location or the general aggregate limit shall be twice the required occurrence limit. This insurance shall indicate on the certificate of insurance the following coverages and indicate the policy aggregate limit applying to premises and operations; broad form contractual; independent consultants and subcontractors; products and completed operations as applicable. (b) Automobile Liability insurance with a minimum limit of liability per occurrence of $1,000,000 for bodily injury and property damage. This insurance shall cover any automobile for bodily injury and property damage.
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(c) Worker's Compensation - in compliance with the statutes of the State of California, plus employer's liability with a minimum limit of liability of $1,000,000. (d) Professional Liability insurance with a minimum limit of $1,000,000 per claim and policy aggregate. If coverage is on a claim made basis it shall be maintained for at least three (3) years following completion of the work.

If at any time any of said policies shall be unsatisfactory to the City, as to form or substance, or if a company issuing such policy shall be unsatisfactory to the City, the Consultant shall promptly obtain a new policy, submit the same to the Risk Manager for approval and submit a certificate thereof as hereinabove provided. Upon failure of the Consultant to furnish, deliver or maintain such insurance and certificates as above provided, this Agreement, at the election of the City, may be forthwith declared suspended or terminated. Failure of the Consultant to obtain and/or maintain any required insurance shall not relieve the Consultant from any liability under this Agreement, nor shall the insurance requirements be construed to conflict with or otherwise limit the obligations of the Consultant concerning indemnification. The City, its agents, officers, employees, and volunteers shall be named as an additional insured on all insurance policies required herein, except Workers' Compensation and Professional Liability. The Workers' Compensation insurer shall agree to waive all rights of subrogation against the City, its agents, officers, employees, and volunteers for losses arising from work performed by Consultant for the City. The Consultant's insurance policy(ies) shall include a provision that the coverage is primary as respects the City; shall include no special limitations to coverage provided to additional insured; and, shall be placed with insurer(s) with acceptable Best's rating of A: VII or with approval of the Risk Manager. The Consultant must deliver certificates evidencing existence of the insurance listed above to the City prior to the time the contract is signed.

CONSULTANT shall provide CITY with separate endorsements evidencing proof of the CITY’s additional insured status as to both the general liability and automobile liability insurance policies. In addition, CONSULTANT shall provide CITY with a Workers Compensation subrogation waiver by way of a separate endorsement. All endorsements referenced #9..
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above must include the applicable policy number.

For any claims related to this project, the CONSULTANT’S insurance coverage shall be primary insurance as respects the Entity, its officers, officials, employees, and volunteers. Any insurance or self-insurance maintained by the Entity, its officers, officials, employees, or volunteers shall be excess of the CONSULTANT’S insurance and shall not contribute with it.

15. TERMINATION OF AGREEMENT.

Termination for Default
In the event either party fails to perform under this AGREEMENT or breaches any condition contained herein, the other party shall notify in writing the breaching party of the nonperformance. Within 10 days after receipt of notification, the breaching party shall correct any nonperformance to the reasonable satisfaction of the non-breaching party, or such other time as may be identified in the notice. Failure to correct any non-performance shall allow the non-breaching party to terminate this AGREEMENT for cause.

Termination by City for Convenience
City may cancel this Agreement at any time, with or without cause, upon written notification to Consultant.

Post-Termination Procedure
Upon receipt of a written notice of termination, the Consultant shall:
a. Cease its work as directed in the notice of termination as of the termination date and see to it that its employees, subconsultants and agents are notified of such termination and act as specified in the notice of termination;
b. Terminate all orders and Subcontractors except as necessary to complete any portion of the work that is not terminated;
c. If directed in writing by the City to do so, assign all right, title and interest in subcontracts and materials in progress to City, in which #9..
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case the City will have the right at its discretion to settle, or pay any or all claims arising out of the termination of such subconsultants, but in no event shall recovery by any Consultant or subconsultant include lost profits for portions of the work not completed or undertaken, including materials not delivered;
d. Deliver or otherwise make available to the City all data, drawings, specifications, reports, estimates, summaries and such other information and material as may have been accumulated by the Consultant in performing the work whether completed or in process;
e. Settle outstanding liabilities and claims, subject to the approval of City; f. Complete performance of such part of the Project as has not been terminated;
g. Take such other actions as may be necessary, or as may be directed by the City for the protection and preservation of the Project and/or property related to the Project;
h. If City so requests, and at City's cost, Consultant shall provide sufficient oral or written status reports to make City reasonably aware of the status of Consultant's work on the project.
i. The Consultant understands and agrees that City may, in City's sole discretion, refuse to pay Consultant for that portion of Consultant's services which were performed by Consultant on the project prior to the termination date and which remain unacceptable and/or not useful to City as of the termination date.

City will pay Consultant for work actually completed prior to the receipt of the termination notice or otherwise completed in accordance with the notice of termination. The final #9..
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payment to the Consultant after termination for convenience shall be limited to amounts due and owing under the Agreement at time of termination, including the following:
a. The cost of settling and paying valid claims arising out of the termination of the Work such as subconsultant agreements or contracts for materials;
b. The Agreement price allocable to the portion of the Work properly performed or goods supplied to the work site by the Consultant as of the date of termination, as determined in accordance with the notice of termination, reduced by any sums previously paid to the Consultant.

16. INDEMNITY.

The Consultant shall hold the City, its agents, officers, employees, and volunteers, harmless from and save, defend and indemnify them against any and all claims, losses, liabilities, judgments or damages from every cause, including but not limited to injury to person or property or wrongful death, including reasonable costs and expenses of defense of any judicial or administrative action, arising directly or indirectly out of any negligent or intentional act or omission of Consultant, or its agents, officers, employees, or volunteers relating to or during the performance of its obligations under this Agreement.

Consultant's obligation to defend, indemnify, and hold the City, its agents, officers, and employees harmless under the provisions of this paragraph is not limited to or restricted by any requirement in this Agreement for Consultant to procure and maintain a policy of insurance.

In the event that Consultant or any employee, agent, or subcontractor of Consultant providing services under this Agreement is determined by a court of competent jurisdiction or the California Public Employees Retirement System (PERS) to be eligible for enrollment in PERS as an employee of City, Consultant shall indemnify, defend, and hold harmless City for the payment of any employee and/or employer contributions for PERS benefits on behalf of #9..
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Consultant or its employees, agents, or subcontractors, as well as for the payment of any penalties and interest on such contributions, which would otherwise be the responsibility of City.

17. DISPUTE RESOLUTION.

Venue for all claims, controversies, or disputes arising out of, or relating to the formation of this Agreement, or the breach, termination execution, enforcement, interpretation, or validity of this Agreement, including the determination of the scope or applicability of this contract provision shall be in the Superior Court of Stanislaus County or the United States District Court for the Eastern District of California.

18. ATTORNEYS’ FEES.

If a party to this AGREEMENT brings any action, including an action for declaratory relief, to enforce or interpret the provision of this AGREEMENT, the prevailing party shall be entitled to reasonable attorneys’ fees in addition to any other relief to which that party may be entitled.

The court may set such fees in the same action or in a separate action brought for that purpose.

19. ENTIRE AGREEMENT.

This Agreement and its exhibits contain the entire understanding between Consultant and City. All previous proposals, offers and communications relative to this Agreement, whether oral or written, are hereby superseded except to the extent that they have been incorporated into this Agreement.

20. PARTIAL INVALIDITY.

If any provision in this Agreement is held by a court of competent jurisdiction to be invalid, void, or unenforceable, the remaining provisions shall nevertheless continue in full force without being impaired or invalidated in any way.

21. WAIVER.

The waiver by any party to this Agreement of a breach of any provision hereof shall be in writing and shall not operate or be construed as a waiver of any other or subsequent breach hereof unless specifically stated in writing.
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22. AUDIT.

The City's duly authorized representative shall have access at all reasonable times to all reports, contract records, contract documents, contract files, and personnel necessary to audit and verify Consultant's charges to City under this Agreement.

Consultant agrees to retain reports, records, documents, and files related to charges under this Agreement for a period of four (4) years following the date of final payment for Consultant services. City's representative shall have the right to reproduce any of the aforesaid documents.

23. GOVERNING LAW.

This Agreement shall be governed according to the laws of the State of California.

24. HEADINGS NOT CONTROLLING.

Headings used in the Agreement are for reference purposes only and shall not be considered in construing this Agreement.

25. COMPLIANCE WITH LAWS.

Consultant shall insure compliance with all safety and hourly requirements for employees, in accordance with federal, state, and county safety and health regulations and laws.

Consultant shall fully comply with all applicable federal, state, and local laws, ordinances, regulations and permits.

26. CITY BUSINESS LICENSE.

Consultant will have a City of Modesto business license. #9..
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IN WITNESS WHEREOF, the City of Modesto, a municipal corporation, has authorized the execution of this Agreement for Consultant Services by its City Manager and attestation by its City Clerk under authority of Resolution No. 2024 - _____ , adopted by the Council of the City of Modesto on the day of ________________ , 2024, and 3fold Communications has caused this agreement to be duly executed as of the Effective Date. #9..
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Exhibit A
The proposed cost breakdown includes services, external budgets, resources, and more to ensure our marketing solutions are complete, competent, and compelling. 3fold uses a blended hourly rate across our team of $200. This ensures the City has access to the full spectrum of the team without incurring additional costs based on seniority of expertise.

Year 1
Team Phase Task
Director of Client
Strategy, Account
Manager, Planning
Director
Review and Planning
Initial client meetings to
understand needs, expectations,
and priorities.
• Project kickoff
• Work plan development
• Client brief development
Consultants, VP of
Insights, Planning
Director
Review of existing messaging and
current marketing strategies
• Research and development
• Client review meetings
• Editing
VP of Insights,
Planning Director
Develop persona-centric
messaging and strategies.
• Messaging development
• Strategy development
• Client review meetings
• Editing
Director of Media,
Jr. Art Director,
Planning Director,
Account Manager,
Copywriter
Campaign
Development
Social media campaign
development
• Creative brief development
• Creative concepting
• Media planning
• Client review meetings
• Editing
Director of Media,
Media Coordinator,
Account Manager
Graphic Design
Digital designs for social media
Begin print designs for potential
outdoor advertising.
• Campaign production
• Client review meetings
• Editing
Director of Media,
Media Coordinator,
Account Manager
Campaign Execution
and Monitoring
Social media campaign
• Campaign management
• Client meetings
• Monthly reporting and
recommendations for optimization, when
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needed
Production
Manager, Jr.

Art Director,
Copywriter, Account
Manager
Audio and Video
Content
Production for promotional videos
and podcast content planning
• Production management
(sourcing, procurement,
negotiation)
• Content production
Client meetings
Account Manager,
Production Manager
Launch crowd sourcing campaign
for video content.
• Campaign production
Campaign launch
Jr. Art Director,
Copywriter, Graphic
Designer
Graphic Design
Continued design support
• As-needed graphic design
services
• Client meetings
• Editing
Jr. Art Director,
Copywriter, Account
Manager
Review and Updates
Update the City’s brand guide, as
needed.
• Brand refinement, including
copy and visual identity
requirements.
• Client meetings
Editing
Director of Media,
Media Planner,
Media Coordinator
Digital Advertising
Expansion
Incorporate additional channels
into social media campaign.
• Media planning
Production
Manager, Account
Manager
Collaboration and
Exploration
Initiate collaborations with local
influencers and podcasters
• Explore local radio spots and
partnerships.
• Production management
Content production
Production
Manager, Account
Manager
Content Production
Continue video and podcast
production.
• Content production
Production
Manager, Media
Coordinator,
Account Manager
Outdoor Campaigns
Plan outdoor installations
• Production management
Content production
Account Manager,
Director of Client
Strategy
Reporting and
Optimizations
Regular meetings to discuss
metrics and strategies.
• Business review
Account Manager,
Director of Client
Strategy
Monthly reporting on social media
campaign performance
• Day-to-day management
Reporting
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YEAR 2
Team Phase Task
Consultants,
Planning Director,
Account Manager,
Director of Client
Strategy
Scaling and
Expanding
• Based on Y1 performance,
scale the most effective
campaigns
Director of Media,
Media Coordinator,
Account Manager,
Director of Client
Strategy
Continuous
Monitoring
• Media monitoring to track
city
mentions and trending topics
Production
Manager, Media
Planner, Account
Manager, Jr. Art
Director, Copywriter
New Content
Production
• Additional video, podcast, or
content production
Account Manager,
Director of Media,
Director of Client
Strategy
Regular Updates
and Meetings
• Continuous updates to the
brand guide, regular
meetings,
and monthly performance
reports
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RFP No. 2324-36 - Public Relations and Marketing
Services for the City of Modesto
Max
Score 3Fold Communications
BCDH Tripepi SmithArcher and Hound AdvertisingNeverBoringSerotoninCreativeSociallyinVerdinWe Use Them Requirements - Primary Selection Criteria - 100 total points possible Proposals should provide a straightforward and concise
presentation adequate to satisfy the requirements of the RFP.

Emphasis should be on the quality, completeness, and clarity of contents. Responsiveness to the RFP will be the principal basis for evaluation 30 26 22 26 25 21 25 18 23 20
Experience in conducting assignments of similar scope 20 17 13 19 18 12 15 10 17 8 Proposal clarity in expressing the understanding of the City needs and in defining a defined plan for satisfying these needs; 20 16 12 16 14 12 13 8 13 11 Proposer’s prior record of performance with city or others; References 15 13 7 15 12 9 13 5 11 7
Cost 15 3 4 11 3 8 15 6 3 3
Total Score 100 75 59 87 72 62 81 48 66 48
Ranking 3 7 1 4 6 2 9 5 8
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RFP 2324-36 Request for Proposals:

Public Relations and Marketing Services for the City of Modesto Proposal Release: Wednesday, October 18, 2023
Proposal Due: Wednesday, November 1, 2023
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PROJECT OVERVIEW
The City of Modesto is currently recruiting for the Senior Executive Team-level position of Public Relations and Legislative Affairs Manager. This position will act as the lead Public Information Officer for the City, and directs the overall work program of the marketing, media relations and crisis communications, community engagement affairs, and website and social media functions.

The City’s Community & Media Relations (CMR) team is comprised of three full-time staff. One staff member (the vacant position) is responsible for the overall marketing and communications program, including setting goals and priorities; the two full-time team member is responsible for graphic design and digital content, scheduling, and coordinating with various departments, and writing content for the City’s official blog.

At this time, the City has six official social media channels, in addition to the main website (www.modestogov.com) on Facebook, Twitter, YouTube, Instagram, LinkedIn, and Nextdoor. The CMR team also coordinates and monitors content and analytics on Facebook, Twitter, Instagram, and Youtube for Parks, Police, and Fire departments (16 total social media channels).

The City has the following helpful tools to drive priorities and work products:
• City of Modesto Brand Standards (August 2023)
• City of Modesto Communications Plan (January 2023)
• Community Engagement Plan (November 2021)

TRANSMITTAL LETTER
This letter must contain an expression of the proposer's interest in the work, a summary statement regarding the qualifications of the proposer to do the work, and a brief summary of any information about the project team or the proposer that may be useful or informative to the City.

The proposal should be signed by an officer authorized to bind the proposing firm. Indicate the name of the organization submitting the proposal, its mailing address, telephone number, and identify the primary point of contact.

Acknowledge that the proposer agrees to be bound by the representations in their proposal during the term of the agreement in addition to a statement that the proposal is valid for a period of 90 days. #9..
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SCOPE OF WORK
The Consultant will perform the following tasks on an as-needed basis, and will report directly to the City Manager and/or Deputy City Manager:

Adver�sing
• Review exis�ng messaging and develop new messaging, update crea�ve ads and visual designs, increase target audiences, and deliver messaging for the online digital campaign. • Develop digital adver�sing campaigns for social media pla�orms (e.g. Facebook, LinkedIn, Instagram, and/or Google) that target intended audiences, increase awareness of city services and work, and drive increased traffic to the City website. • Explora�on and execu�on of addi�onal print and digital adver�sing opportuni�es including but not limited to public transporta�on, kiosks, radio, television, publica�ons, billboards, etc. • Produc�on of promo�onal videos, including scrip�ng, filming, edi�ng, mo�on graphics, and other video and photo-oriented requests.
• Produc�on of promo�onal audio content such as a regular podcast or radio adver�sing.

Repor�ng and Consulta�on
• Conduct regular mee�ngs (Weekly, Bi-Weekly) via phone, video conference, or in person to discuss metrics, strategies, and campaigns.
• Review of current marke�ng and adver�sing strategies. • Conduct media monitoring to track city men�ons as well as trending topics. • Provide monthly reports on social media pla�orm performance.

Graphic Design
• Develop digital and print adver�sing messaging and designs that support the City’s marke�ng campaigns.
• Graphic design support for various projects, such as but not limited to print ads in publica�ons, posters, brochures, social media graphics, website graphics, etc. All content must follow ADA guidelines.
• Update the City of Modesto and Branding Guide to include any addi�ons or edits that may arise, such as template formats or sub-brand logo usage.
• On-Call graphic design services as needed.

PROPOSAL CONTENTS

CITY OF MODESTO EXPECTATIONS
The City reserves the right to amend, withdraw and cancel this RFP. The City reserves the right to reject all responses to this RFP at any time prior to contract execution. The City reserves the right to request or obtain additional information about any and all proposals. #9..
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The selected Consultant is expected to have a complete understanding of City, State, and Federal procedures and manuals and all applicable laws and regulations necessary to complete the Scope of Work.

This RFP provides guidance but may not represent the exact form of the final project scope, pending negotiations between the selected Consultant and the City. Experience in performing similar services will be a heavily weighted factor in the selection process. Quality of performance on public relation and marketing services, ability to meet schedules and budgets, and ability to communicate effectively with City staff, other consultants, community members and the public will be some of the attributes and factors considered.

COST OF RFP PREPARATION
The City shall not be liable for any pre-contractual expenses incurred by any consultant preparing a submittal or portions thereof or by any selected consultant. Each consultant shall protect, defend, indemnify, and hold harmless the City from any and all liability, claims, or expenses whosoever incurred by, or on behalf of, the entity participating in the preparation of its response to this RFP. Pre-contractual expenses are defined as expenses incurred by consultants, if any, in:
• Preparing the Proposal and related information in response to this RFP. • Negotiations with the City of any matter related to this procurement. • Costs associated with interviews, meetings, travel, or presentations. • All other expenses incurred by a proposer/consultant prior to the date of award and a formal notice to proceed.

PROPOSAL FORMAT
Proposals should be submitted via electronic mail to [email protected]. The Proposal shall contain an acknowledgment of receipt of all amendments and/or addenda to the RFP.

PROPOSAL CONTENT
The City requires the proposer to submit a concise proposal clearly addressing all of the requirements outlined in this RFP; it must contain information covering the following topics:

Cover Letter
The cover letter shall be signed by a person authorized by the Proposer to execute a contract with the City. It shall include: the legal name of the company; the name, address and telephone number of the principal person representing the firm; the firm’s current annual dollar volume of work; and a summary of the Proposal, including a brief description of the proposed team. It shall make a commitment to accept the terms and conditions in the RFP and the Standard Agreement for Professional Services (Attachment A), including acknowledgment of receipt of all amendments and/or addenda to the RFP. #9..
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The letter shall also identify a single person for possible contact during the RFP review process regarding contract language.

Project Understanding and Approach
This section should demonstrate an understanding of the scope of services. It should describe the general approach, organization, and staffing required for the services requested. Also, describe the firm’s understanding of key issues and its approach to resolving those issues. All sub-consultants and their roles must be identified. The consultant shall include an organizational chart identifying key personnel responsible for accomplishing all aspects of the work.

Qualifications of Consultant Staff and Sub-consultant Staff This section should include a list of key personnel to be assigned to the proposed RFP and qualifications for each person to be used, including sub-consultant personnel. An organizational chart or similar graphic shall also be provided that clearly shows the function each person will be expected to fulfill. It is imperative that the key personnel providing the requested services have the background, experience, and qualifications to provide the services described in this RFP. The City reserves the right to approve all key personnel individually and all sub-consultants for work on this contract.

If sub-consultants or joint consultants are proposed, describe any relevant association with the proposed sub-consultants. Provide examples of past projects on which the lead firm has worked with each subconsultant. Indicate the percentage of the fee allocated for each participating consultant and/or subconsultant.

After the contract is signed, the consultant may not replace key staff without written agreement by the City.

Experience of Firm
This section should include the relevant experience of the principal firm. Include project descriptions, status of the services, costs and dollar value of services provided. Clearly identify the role of key staff identified herein and identify a minimum of three (3) current and recent client references including contact information (phone numbers and emails). The focus shall be on experience, analysis, and documentation for similar services. Only recent similar services completed in the past ten years should be included in this section. During evaluation of proposals, completed services on which the key staff proposed for this RFP had a significant role in the project will be considered to have more weight than those that did not include such personnel. Any other details that the principal firm wishes to convey about itself or its proposed subcontractors should be placed in this section.

Cost, Schedule & Deadlines
The following elements shall be included in describing the budget allocation in the Consultant Proposal:
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• An overall cost proposal, including a breakdown of costs by Activity listed in the scope of work section of this RFP;
• Person hours allocated to each step and total hours allocated for services objectives and overall services (including sub-contractors), or flat costs by tasks with a “not to exceed” figure for each task;
• A breakdown of the employees and professionals to be assigned to each project objective and the hourly rates and person-hour costs assigned (please indicate total number of hours for each project team member along with total hours for each project objective and the entire project), or flat costs by tasks with a “not to exceed” figure for each task; • Personnel charge rates of the firm;
• Classification as to whether or not employees are reimbursed by hourly rate or salary; and, • List of any subcontractors who may provide technical or other assistance and breakdown of hours/costs associated with the sub-consultants;
• Any proposals for additions to, modifications of or exceptions from the Scope of Work shall be clearly stated in the proposal and fully explained in the appropriate section(s), with costs specifically broken out in this section. The City is open to innovative and/or customized measures, but reserves the right to evaluate such proposals in full prior to execution of a contract in order to ensure that all the needs of the project and the City are met; and, • A detailed schedule, listing sufficient activities to demonstrate an understanding of the process involved in delivering the services of this type.

Sample City Agreement
A sample of the City agreement is included in Exhibit A which defines the City’s terms and conditions for these contractual services. Include in your proposal any proposed changes to the these terms and conditions as part of your proposal.

INSURANCE REQUIREMENTS
Insurance Type or Requirement Requirement
General Liability $1,000,000
Automobile $1,000,000
Worker’s Compensation (if there are
employees of the business)
$1,000,000
Professional Liability or Errors and Omissions $1,000,000 and $2,000,000 aggregate Waiver of Subrogation Form Required
Additional Insured Endorsement Additional Named Insured language required: The City of Modesto, its officers,
officials, employees, agents and volunteers
are to be covered as additional insureds.
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CONFIDENTIALITY
If any of the submittals, or any portion of the submittals, are considered confidential by the respondent, such documents should be submitted with a single copy in a separate sealed envelope clearly marked “Confidential” on the outside of the envelope.

All information and documents, excluding the confidential financial information, submitted in response to this RFP are subject to the California Public Records Act, https://www.ftb.ca.gov/your-rights/californiapublic-records-act.html, California Government Code §§ 6250 through 6276.48) (“CPRA”), which mandates the disclosure of documents in the possession of the City upon the request of any person, unless the content of the document falls within a specific exemption category of the CPRA. On each page that contains information that the respondent believes is exempt from mandatory disclosure under CPRA, respondent shall include the following separate legend:
“CONFIDENTIAL – NOT FOR PUBLIC DISTRIBUTION”
“THIS PAGE CONTAINS INFORMATION THAT IS EXEMPT FROM MANDATORY DISCLOSURE UNDER THE CALIFORNIA PUBLIC RECORDS ACT.”
Should the City receive a request to review confidentially labeled information, the City will notify the respondent of the request and delay the access to the materials for seven (7) days after notification to respondent to allow respondent to act in protection of its labeled information. Failure to so act shall constitute a complete waiver.

All responses will be considered public records that are subject to public disclosure. In the event a respondent considers its submittal as a proprietary trade secret or otherwise exempt from disclosure under the CPRA, the respondent must designate its submittal as confidential. The City will withhold designated applications from public disclosure only if permitted by applicable law. The City will not be responsible or liable for disclosure of any information, including without limitation those marked confidential, if disclosure is deemed by the City to be required by law, or by a court of competent jurisdiction.

EVALUATION CRITERIA
The following is an outline of the procedures the City will use in the selection process:
• Establish a Screening and Selection Committee.
• Screening and Selection Committee reviews and evaluates the proposals submitted by the prospective consultants.
• Proposers may be required to participate in an oral interview. The oral interview will be a panel comprised of members of the selection committee.
• Negotiations may take place with the primary firm on the final scope of work, the final contract proposal, and the proposal price.
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• If a contract cannot be negotiated for this service, the negotiations with the designated consultant shall be terminated in writing and negotiations shall be started with the next highest rated consultant.
• The selection committee will make a recommendation to the awarding authority.

CONSULTANT EVALUATION CRITERIA
The City intends to engage the most qualified consultant available for this assignment. It is imperative the consultant’s proposal fully address all aspects of the RFP. It must provide the City staff with clearly expressed information concerning the consultant’s understanding of the City’s specific requirements and qualifying the proposer to conduct this study in a thorough and efficient manner.

The following criteria shall be used in evaluation of the proposer’s offer of services:
• Proposals should provide a straightforward and concise presentation adequate to satisfy the requirements of the RFP. Emphasis should be on the quality, completeness, and clarity of contents. Responsiveness to the RFP will be the principal basis for evaluation; • Consultant’s experience in conducting assignments of similar scope; • Methodology to be employed in conducting the services; • Proposer’s support organization and in-house quality control and quality assurance methods;
• Proposal clarity in expressing the understanding of the City needs and in defining a defined plan for satisfying these needs;
• Proposer’s prior record of performance with city or others; • Availability to work with City.

The selection committee will make a recommendation to the awarding authority. The acceptance of the proposal will be evidenced by written Notice of Award from the City’s Director of Finance to the successful Proposer.

PROPOSED TIMELINE
Release of Request for Proposal: Wednesday, October 18, 2023 Questions Due by: Wednesday, October 25, 2023
Proposals Due by: Wednesday, November 1, 2023
Selected Firm Notified Week of November 13, 2023
Anticipated Contract Award during December 2023
The City of Modesto assumes no responsibility for delay in the delivery of any proposal(s). All costs associated with the preparation and delivery of any proposal(s) shall be borne by the proposer(s). #9..
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Please direct your proposal to:

DeAnna Christensen, Director of Finance
City of Modesto P.O. Box 642 Modesto CA 95353
Each proposal shall be submitted electronically by email on Wednesday, November 1st no later than 5:00PM.

Should you have any questions, please direct them to [email protected]. All questions will be gathered and issued out to all parties in the form of an addendum to this request for proposal.

I hope this opportunity will be of interest to you and look forward to your response.

Sincerely,

DeAnna Christensen
Director of Finance
Attachment:

Exhibit A – Sample City Agreement
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STANDARD AGREEMENT

FOR CONSULTANT SERVICES
THIS AGREEMENT, made and entered into in the City of Modesto, State of California, this day of , 2023, (“Effective Date”) by and between the CITY OF MODESTO, a municipal corporation of the State of California, hereinafter referred to as "City", and (CONSULTANT), a California corporation, hereinafter referred to as "Consultant".

This Agreement is made with regard to the following recitals:

A. The City has determined that an should be prepared
for the City to .

B. Consultant represents that it is qualified, willing and able to provide the services to prepare said document(s).

NOW, THEREFORE, in consideration of this agreement, and the mutual promises, covenants, and stipulations hereinafter contained, the parties agree as follows:

1. SCOPE OF SERVICES.

Consultant shall undertake and complete the scope of work as set forth and described in the documents attached hereto and referred to as Exhibit "A" or "Project".

2. TERM OF AGREEMENT.

The term of the contract shall be for a period of two (2) years, with three (3) oneyear extension options at the sole discretion of CITY, for a total of up to five (5) years.

Year 1: XXXX through XXXXX
Year 2: XXXX through XXXXX
Year 3: XXXX through XXXXX
Year 4: XXXX through XXXXX
Year 5: XXXX through XXXXX
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Pricing as set forth in Section 1.c. above shall remain firm for the first two (2) years of the contract.

Price increases for subsequent contract years, three, four and, five shall not exceed the Consumer Price Index (CPI) for West Urban Area in any one contract year and shall be negotiated through the Purchasing Division. Requests for price increases shall be submitted by CONTRACTOR in writing, sixty (60) days prior to the annual anniversary date of the contract to be effective for the subsequent year.

3. COMPENSATION.

Consultant agrees to accept a sum not to exceed $__________ (maximum compensation) as full remuneration for performing all services and furnishing all staffing and materials for Modesto in accordance with Exhibit "A" , except that additional services may be compensated as described below.

The Compensation shall be paid pursuant in the manner and at the times set forth below:

City shall pay Consultant on a time and materials basis for Consultant’s actual costs for all work called for in Exhibit “A” to this Agreement. All work to be performed under this Agreement shall be billed at the hourly rates set forth in Exhibit “B” attached hereto. Consultant shall submit monthly invoices to City which include detailed tasks, hours worked, and billable rates for all work completed, and detailed receipts for any reimbursable expenses paid by Consultant and identified in Exhibit “B” or approved by the City in writing.

City shall pay Consultant [TO BE DETERMINED BY RFQ RESPONSE IN FINAL AGREEMENT, EITHER “Net 30 terms via CITY’s ePay Program” or “Net 45 Days via manual check”.]

3. OBLIGATIONS OF CONSULTANT.
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Throughout the term of this Agreement, Consultant shall possess, or secure all licenses, permits, qualifications and approvals legally required to conduct business. Consultant warrants that it has all of the necessary professional capabilities and experience, as well as all tools, instrumentalities, facilities and other resources necessary to provide the City with the services contemplated by this Agreement. Consultant further warrants that it will follow the best current, generally accepted and professional practices to make findings, render opinions, prepare factual presentations, and provide professional advice and recommendations regarding this project.

4. PERFORMANCE BY KEY EMPLOYEE.

Consultant has represented to City that will be
the person primarily responsible for the performance of the services referred to in this Agreement. City has entered into this Agreement in reliance on that representation by Consultant. Consultant therefore agrees that percent ( %) or more of the time to be devoted to the project that is the subject of this Agreement will be that of the above-named person.

5. OWNERSHIP OF DOCUMENTS/TITLE TO DATA.

Ownership of Documents
All reports, drawings, designs, graphics, working papers and other incidental work or materials furnished hereunder shall become and remain the property of the City, and may be used by City as it may require without any additional cost to City. No reports shall be used by the Consultant for purposes other than this contract without the express prior written consent of City.

Title to Data
If, as a part of the agreement, Consultant is required to produce data such as, but not limited to, drawings, plans, specifications, calculations, models, flow diagrams, visual aids and other related materials, the originals of all such data generated under this agreement will be delivered to City upon the completion or termination of services under the contract. It is understood and agreed that the #9..
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documents and other materials, including but not limited to those described above, prepared pursuant to this Agreement are prepared specifically for the City and are not necessarily suitable for any future or other use.

All materials, documents, data or information obtained from the City data files or any City medium furnished to Consultant in the performance of this Agreement will at all times remain the property of the City. Such data or information may not be used or copied for direct or indirect use by Consultant after termination of this Agreement without written consent of the City.

6. NEWS AND INFORMATION RELEASE.

Consultant agrees that it will not issue any news releases in connection with either the award of this Agreement, or any subsequent amendment of or efforts under this Agreement, without first obtaining review and approval of said news releases from the City Manager.

7. CONFLICT OF INTEREST.

Consultant warrants that it presently has no interest and shall not acquire any interest, direct or indirect, which would create a “conflict of interest”, as that term is defined in the Political Reform Act (Gov. Code § 81000 et seq), for the Consultant in the performance of this Agreement.

Consultant warrants that, in performance of this Agreement, Consultant shall not employ any person having any such interest. Consultant understands that, if this Agreement is made in violation of Government Code § 1090 et seq., the entire Agreement is void and Consultant will not be entitled to any compensation for services performed. Consultant agrees to file a Statement of Economic Interests with the City Clerk at the start and end of this contract if so required at the option of City.

8. AMENDMENTS.

This Agreement, including the Exhibits attached hereto, may be amended only by a writing signed by both Parties. City will not be responsible to pay any charges Consultant may incur in performing services not identified in Exhibit ‘A’ unless first authorized by the City in writing #9..
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9. INDEPENDENT CONTRACTOR.

All acts of Consultant, its agents, officers, and employees and all others acting on behalf of Consultant relating to the performance of this Agreement, shall be performed as independent contractors and not as agents, officers, or employees of City. Except as City may specify in writing, Consultant has no authority to bind or incur any obligation on behalf of City. Consultant has no authority or responsibility to exercise any rights or power vested in the City. It is understood by both Consultant and City that this Agreement shall not under any circumstances be construed or considered to create an employer-employee relationship or a joint venture. Consultant, its agents, officers and employees are and, at all times during the terms of this Agreement, shall represent and conduct themselves as independent contractors and not as employees of City.

Consultant shall determine and control the method, details and means of performing the work and services to be provided by Consultant under this Agreement. Consultant shall be responsible to City only for the requirements and results specified in this Agreement, and, except as expressly provided in this Agreement, shall not be subjected to City's control with respect to the physical action or activities of the Consultant in fulfillment of this Agreement. Consultant is permitted to provide services to others during the same period service is provided to City under this Agreement. If necessary, Consultant has the responsibility for employing other persons or firms to assist Consultant in fulfilling the terms and obligations under this Agreement.

If in the performance of this Agreement any third persons are employed by Consultant, such persons shall be entirely and exclusively under the direction, supervision, and control of Consultant. All terms of employment including hours, wages, working conditions, discipline, hiring, and discharging or any other term of employment or requirement of law shall be determined by the Consultant.
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It is understood and agreed that as an independent contractor and not an employee of City neither the Consultant or Consultant's assigned personnel shall have any entitlement as a City employee, right to act on behalf of the City in any capacity whatsoever as an agent, or to bind the City to any obligation whatsoever. It is further understood and agreed that Consultant must issue W-2 forms or other forms as required by law for income and employment tax purposes for all of Consultant's personnel.

10. ASSIGNMENT.

Neither this Agreement nor any portion thereof shall be subcontracted or assigned, other than noted in Exhibit ‘A’, without the express prior written consent of the City in each and every instance.

11. PATENT/COPYRIGHT MATERIALS.

Unless otherwise expressly provided in the contract, Consultant shall be solely responsible for obtaining the right to use any patented or copyrighted materials in the performance of this Agreement. Consultant shall furnish a warranty of such right to use to City at the request of City.

12. NOTICES.

Notice required by this Agreement shall be given in writing and shall be deemed given and effective upon delivery provided that such are delivered in accordance with the provisions of this Section. Notices shall be delivered either by: (a) personal delivery; (b) overnight courier service which obtains confirmation of delivery; or (c) certified mail, return receipt requested, if delivery is confirmed by a return receipt; or (d) by electronic transmission subject to reasonable proof that the notice was both transmitted and received. Each such notice shall be sent to the parties at the address respectively set forth below or to such other address as a party may designate by written notice given in accordance with the provisions of this Section:

FOR CONSULTANT: Name:
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Address:

Attention:

Phone: ( )
Facsimile: ( )
FOR CITY: Name: City of Modesto
Address: P.O. Box 642
Modesto, CA 95353
Attention:

Phone: (209)
Facsimile: (209)

13. INSURANCE REQUIREMENTS.

The Consultant shall provide at its own expense and maintain at all times the following insurance with insurance companies licensed in the State of California and shall provide evidence of such insurance to the City as may be required by the Risk Manager of the City. The policies or certificates thereof shall provide that, thirty (30) days prior to cancellation or material change in the policy, notices of same shall be given to the Risk Manager of the City via PINS Advantage Insurance Program, for all of the following stated insurance policies.

In the event the certificates of insurance required hereunder do not provide for notice of cancellation to the certificate holder and/or additional insureds, the Consultant shall provide, and shall require its subcontractors to provide, as an express condition precedent to payment hereunder, an endorsement from their insurers providing that the additional insureds identified herein shall be provided 30 days’ notice of the cancellation on the policies of insurance required hereunder (10 days’ notice if the policies are cancelled for non-payment of premium). In addition, the named insured on all such policies shall provide to the additional insureds identified herein any notices of cancellation of said insurance policies within 5 business days of receipt of such notice. The Consultant shall, as a further express condition precedent to payment for work performed, affirm under penalty of perjury that the required insurance on the project remains in place and said insurance has not been cancelled. #9..
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(a) General Liability insurance with a minimum limit of liability per occurrence of $1,000,000 for bodily injury and property damage. If Commercial General Liability Insurance or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to this project/location or the general aggregate limit shall be twice the required occurrence limit. This insurance shall indicate on the certificate of insurance the following coverages and indicate the policy aggregate limit applying to: premises and operations; broad form contractual; independent consultants and subcontractors; products and completed operations as applicable. (b) Automobile Liability insurance with a minimum limit of liability per occurrence of $1,000,000 for bodily injury and property damage. This insurance shall cover any automobile for bodily injury and property damage.
(c) Worker's Compensation - in compliance with the statutes of the State of California, plus employer's liability with a minimum limit of liability of $1,000,000. (d) Professional Liability insurance with a minimum limit of $1,000,000 per claim and policy aggregate. If coverage is on a claim made basis it shall be maintained for at least three (3) years following completion of the work.

If at any time any of said policies shall be unsatisfactory to the City, as to form or substance, or if a company issuing such policy shall be unsatisfactory to the City, the Consultant shall promptly obtain a new policy, submit the same to the Risk Manager for approval and submit a certificate thereof as hereinabove provided. Upon failure of the Consultant to furnish, deliver or maintain such insurance and certificates as above provided, this Agreement, at the election of the City, may be forthwith declared suspended or terminated. Failure of the Consultant to obtain and/or maintain any required insurance shall not relieve the Consultant from any liability under this Agreement, nor shall the insurance requirements be construed to conflict with or otherwise limit the obligations of the Consultant concerning indemnification. The City, its agents, officers, employees, and volunteers shall be named as an additional #9..
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insured on all insurance policies required herein, except Workers' Compensation and Professional Liability. The Workers' Compensation insurer shall agree to waive all rights of subrogation against the City, its agents, officers, employees, and volunteers for losses arising from work performed by Consultant for the City. The Consultant's insurance policy(ies) shall include a provision that the coverage is primary as respects the City; shall include no special limitations to coverage provided to additional insured; and, shall be placed with insurer(s) with acceptable Best's rating of A: VII or with approval of the Risk Manager. The Consultant must deliver certificates evidencing existence of the insurance listed above to the City prior to the time the contract is signed.

CONSULTANT shall provide CITY with separate endorsements evidencing proof of the CITY’s additional insured status as to both the general liability and automobile liability insurance policies. In addition, CONSULTANT shall provide CITY with a Workers Compensation subrogation waiver by way of a separate endorsement. All endorsements referenced above must include the applicable policy number.

For any claims related to this project, the CONSULTANT’S insurance coverage shall be primary insurance as respects the Entity, its officers, officials, employees, and volunteers. Any insurance or self-insurance maintained by the Entity, its officers, officials, employees, or volunteers shall be excess of the CONSULTANT’S insurance and shall not contribute with it.

14. TERMINATION OF AGREEMENT.

Termination for Default
In the event either party fails to perform under this AGREEMENT or breaches any condition contained herein, the other party shall notify in writing the breaching party of the nonperformance. Within 10 days after receipt of notification, the breaching party shall correct any nonperformance to the reasonable satisfaction of the non-breaching party, or such other time as may be #9..
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identified in the notice. Failure to correct any non-performance shall allow the non-breaching party to terminate this AGREEMENT for cause.

Termination by City for Convenience
City may cancel this Agreement at any time, with or without cause, upon written notification to Consultant.

Post-Termination Procedure
Upon receipt of a written notice of termination, the Consultant shall:
a. Cease its work as directed in the notice of termination as of the termination date and see to it that its employees, subconsultants and agents are notified of such termination and act as specified in the notice of termination;
b. Terminate all orders and Subcontractors except as necessary to complete any portion of the work that is not terminated;
c. If directed in writing by the City to do so, assign all right, title and interest in subcontracts and materials in progress to City, in which case the City will have the right at its discretion to settle, or pay any or all claims arising out of the termination of such subconsultants, but in no event shall recovery by any Consultant or subconsultant include lost profits for portions of the work not completed or undertaken, including materials not delivered;
d. Deliver or otherwise make available to the City all data, drawings, specifications, reports, estimates,summaries and such other information and material as may have been accumulated by the Consultant in performing the work whether completed or in process;
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e. Settle outstanding liabilities and claims, subject to the approval of City; f. Complete performance of such part of the Project as has not been terminated;
g. Take such other actions as may be necessary, or as may be directed by the City for the protection and preservation of the Project and/or property related to the Project;
h. If City so requests, and at City's cost, Consultant shall provide sufficient oral or written status reports to make City reasonably aware of the status of Consultant's work on the project.
i. The Consultant understands and agrees that City may, in City's sole discretion, refuse to pay Consultant for that portion of Consultant's services which were performed by Consultant on the project prior to the termination date and which remain unacceptable and/or not useful to City as of the termination date.

City will pay Consultant for work actually completed prior to the receipt of the termination notice or otherwise completed in accordance with the notice of termination. The final payment to the Consultant after termination for convenience shall be limited to amounts due and owing under the Agreement at time of termination, including the following:
a. The cost of settling and paying valid claims arising out of the termination of the Work such as subconsultant agreements or contracts for materials;
b. The Agreement price allocable to the portion of the Work properly performed or goods supplied to the work site by the Consultant as of the date of termination, as determined in accordance with the notice of #9..
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termination, reduced by any sums previously paid to the Consultant.

15. INDEMNITY.

The Consultant shall hold the City, its agents, officers, employees, and volunteers, harmless from and save, defend and indemnify them against any and all claims, losses, liabilities, judgments or damages from every cause, including but not limited to injury to person or property or wrongful death, including reasonable costs and expenses of defense of any judicial or administrative action, arising directly or indirectly out of any negligent or intentional act or omission of Consultant, or its agents, officers, employees, or volunteers relating to or during the performance of its obligations under this Agreement.

Consultant's obligation to defend, indemnify, and hold the City, its agents, officers, and employees harmless under the provisions of this paragraph is not limited to or restricted by any requirement in this Agreement for Consultant to procure and maintain a policy of insurance.

In the event that Consultant or any employee, agent, or subcontractor of Consultant providing services under this Agreement is determined by a court of competent jurisdiction or the California Public Employees Retirement System (PERS) to be eligible for enrollment in PERS as an employee of City, Consultant shall indemnify, defend, and hold harmless City for the payment of any employee and/or employer contributions for PERS benefits on behalf of Consultant or its employees, agents, or subcontractors, as well as for the payment of any penalties and interest on such contributions, which would otherwise be the responsibility of City.

16. DISPUTE RESOLUTION.

Venue for all claims, controversies, or disputes arising out of, or relating to the formation of this Agreement, or the breach, termination execution, enforcement, interpretation, or validity of this Agreement, including the determination of the scope or applicability of this contract provision #9..
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shall be in the Superior Court of Stanislaus County or the United States District Court for the Eastern District of California.

17. ATTORNEYS’ FEES.

If a party to this AGREEMENT brings any action, including an action for declaratory relief, to enforce or interpret the provision of this AGREEMENT, the prevailing party shall be entitled to reasonable attorneys’ fees in addition to any other relief to which that party may be entitled.

The court may set such fees in the same action or in a separate action brought for that purpose.

18. ENTIRE AGREEMENT.

This Agreement and its exhibits contain the entire understanding between Consultant and City. All previous proposals, offers and communications relative to this Agreement, whether oral or written, are hereby superseded except to the extent that they have been incorporated into this Agreement.

19. PARTIAL INVALIDITY.

If any provision in this Agreement is held by a court of competent jurisdiction to be invalid, void, or unenforceable, the remaining provisions shall nevertheless continue in full force without being impaired or invalidated in any way.

20. WAIVER.

The waiver by any party to this Agreement of a breach of any provision hereof shall be in writing and shall not operate or be construed as a waiver of any other or subsequent breach hereof unless specifically stated in writing.

21. AUDIT.

The City's duly authorized representative shall have access at all reasonable times to all reports, contract records, contract documents, contract files, and personnel necessary to audit and verify Consultant's charges to City under this Agreement. #9..
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Consultant agrees to retain reports, records, documents, and files related to charges under this Agreement for a period of four (4) years following the date of final payment for Consultant services. City's representative shall have the right to reproduce any of the aforesaid documents.

22. GOVERNING LAW.

This Agreement shall be governed according to the laws of the State of California.

23. HEADINGS NOT CONTROLLING.

Headings used in the Agreement are for reference purposes only and shall not be considered in construing this Agreement.

24. COMPLIANCE WITH LAWS.

Consultant shall insure compliance with all safety and hourly requirements for employees, in accordance with federal, state, and county safety and health regulations and laws.

Consultant shall fully comply with all applicable federal, state, and local laws, ordinances, regulations and permits.

25. CITY BUSINESS LICENSE.

Consultant will have a City of Modesto business license. #9..
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IN WITNESS WHEREOF, the City of Modesto, a municipal corporation, has authorized the execution of this Agreement by its City Manager and attestation by its City Clerk under authority of Resolution No. 2023- , adopted by the Council of the City of Modesto on the day of ________________ , 2023, and (CONSULTANT) has caused this agreement to be duly executed as of the Effective Date.

CITY OF MODESTO, (CONSULTANT),
a municipal corporation a California corporation*
By ___________________________ By ________________________________ JOSEPH P. LOPEZ, City Manager Name Title
By ________________________________
Name Title
ATTEST: (Seal)
By ___________________________
DIANE NAYARES-PEREZ, CMC, City Clerk
Consultant’s Federal ID #______________
APPROVED AS TO FORM:

By ________________________________
JOSE M. SANCHEZ, City Attorney
APPROVED AS TO FORM:

By ________________________________
CHRISTINA ALGER, Director of Human Resources
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1 Response Proposal
to RFP 2324-36
October 2023
3fold Communications
Marketing & Strategy
2031 K STREET
Sacramento, CA 95811
916.839.9371

PUBLIC RELATIONS AND

MARKETING SERVICES
City of
Modesto
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Jamie Von Sossan, President + CEO
3fold Communications
2031 K Street, Sacramento CA 95811
E: [email protected] | P: 916.839.9371
Point of Contact: Taylor Toledo, VP of Insights
3fold Communications
2031 K Street, Sacramento CA 95811
E: [email protected] | P: 209.598.4493 (cell)
City of Modesto Team,
3fold + Modesto.

The City of Modesto has a spirit of community
and an aspiration for improving the lives
of residents ingrained into your ethos. This
resonates with us profoundly. We’ve built this
same spirit into the foundation of our own
agency, driven by a mission to “contribute to
thriving communities” in everything we do.

Since our founding in 2004, 3fold
Communications has had the privilege of
working with numerous cities and public
agencies up and down California. This work
has built a deep understanding of and value
for the unique tapestry of challenges and
opportunities that cities face.

Our portfolio mirrors the scale and scope of
Modesto’s ambitions.

Each member of our proposed team has the
experience and the dedication to help transform
Modesto’s narrative. Most importantly, all of us
at 3fold are eager to contribute to and support
your growth story.

For nearly 20 years, our agency has partnered
with communities like the City of Modesto
on behalf of its citizens. We have worked
closely with leaders and team members who
demonstrate the passion and expertise a city
needs to continue building toward the kind of
reputation you aspire to.

Our partnership.

We know today’s residents want more than
a reliable city government. They want their
communities to have meaning and purpose.

They want to be part of something important
and live in a place that is prosperous and
thriving. They want to be heard, appreciated,
and included. This is a perfect starting point
for the City of Modesto, as this is what public
service is all about.

As your agency partner, we will weave your
team’s innovation and passion into your culture
and brand positioning. We will help you tell
your story of community, unity, and vision in
ways that connect and inspire your residents
and stakeholders.
3fold specializes in public relations for public
agencies and cities, including communications,
marketing, and media. We have developed
expertise in using customized combinations of
resources, tools, and partnerships to support
key initiatives across numerous sectors.

We look forward to working with
your team to expand Modesto’s
reputation as an exceptional civil
service provider and one of the
state’s top-choice destinations.

Thank you for your
consideration.
3fold Communications will perform the services and adhere to the requirements described in this RFP, including any addenda.
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Table of Contents
01 Project Understanding and Approach
01 The Big Picture
03 Our Approach
05 Organization and Staffing
06 What We Know: The Key Issues
07 Who You Need to Reach
12 Advertising Strategy
14 Reporting and Consultation
16 Graphic Design Services
19 Qualifications
23 Our Experience
23 About Us
23 Our “Why”
25 Relevant Experience
32 References
33 Cost, Schedule, and Deadlines
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1 The Big Picture
We’ve observed that public perceptions of
cities often hinge on their interactions during
critical moments when something goes amiss.

These moments can erode trust, lead to a loss
of support, and even tighten budget constraints
when long-term sentiments haven’t been
cultivated into a foundation of goodwill.

The ripple effects touch everything – from
resident relationships to how a city is viewed
as a place to live, work, and thrive. With its
distinctive identity and mission, Modesto is
an exciting partnership for us because we
can meet you at your mission, “Committing
to delivering exceptional public services and
building partnerships that promote economic
prosperity and engaged neighborhoods. ”
At 3fold, our unwavering passion for public
services is rooted in our commitment to the
well-being and progress of the City of Modesto.

We are inspired by Modesto’s strategic plan,
which reflects a city dedicated to communitydriven goals. With approximately 200,000 residents spread across 45 square miles,
Modesto’s unique challenges and opportunities
drive our mission to make a meaningful impact.

In examining the City of Modesto’s strategic
plan, it is evident that your objectives under
the banner of “Economic Vitality” are aimed at
fostering a thriving community today and laying
a solid foundation for future generations.

The city’s vision includes retaining and
attracting residential, commercial, and industrial
development to meet the evolving needs
of its residents, establishing a vibrant and
economically sustainable business climate, and
positioning downtown Modesto as a regional
destination.

Additionally, there is a clear focus on
communication, branding, and community
engagement through developing a City of
Modesto communication plan and branding
campaign, training community members to
become ambassadors of the city’s brand,
and engaging stakeholders in creating a
comprehensive community marketing strategy.

Project Understanding
and Approach
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2 Our team recognizes the significance of these
objectives and the transformative impact they
can have on Modesto’s economic landscape.

Our extensive experience working with cities
with similar goals equips us to offer valuable
insights and strategies to support Modesto in
achieving these objectives.

Here is how we can leverage our marketing
and communications expertise to help the
City of Modesto:

Strategic Branding and Identity Building
We will collaborate with the city to create a
compelling and recognizable brand identity
for Modesto.

Through a strategic branding campaign, we
will develop a cohesive visual and messaging
strategy that resonates with residents, visitors,
and potential investors, establishing Modesto
as an attractive and desirable destination for
businesses and individuals.

Downtown Revitalization
Our team has a proven track record of
revitalizing public agencies and transforming
them into vibrant regional hubs.

We will work closely with local businesses
and community stakeholders to develop and
implement initiatives that enhance downtown
Modesto’s appeal, making it a sought-after
destination for commerce, culture, and
entertainment.

Community Engagement and
Ambassadors Program
We will engage the community through
innovative outreach campaigns, fostering
a sense of pride and ownership among
residents.

We will create a network of advocates who
actively promote the city’s unique offerings and
opportunities by training community members
to serve as ambassadors of Modesto’s brand.

Comprehensive Marketing Strategy
Our expertise is crafting comprehensive
marketing strategies aligning with the city’s
objectives.

We will collaborate with stakeholders to
develop a tailored marketing plan that leverages
various channels, including digital, print,
social media, and events, to effectively convey
Modesto’s strengths, opportunities, and vision
for the future.

Communication Plan Development
To ensure transparent and effective
communication, we will work with the city to
develop and implement a City of Modesto
communication plan.

This plan will serve as a road map for clear
and consistent messaging, facilitating
communication with residents, businesses, and
external partners.

We are committed to supporting the City of
Modesto’s pursuit of economic vitality, a thriving
business environment, and a recognizable city
identity through these initiatives. Our extensive
experience and dedication to communitydriven goals make us a valuable partner in transforming Modesto’s vision into a reality.

We can create a brighter and more prosperous
future for the city and its residents, together.
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3 Our Approach
Demonstrated Expertise in Public Sector
Marketing
With a proven track record of success in both
the public sector and analogous industries,
our agency confidently navigates the unique
challenges cities and public agencies face.
• Our portfolio is rich with compelling case
studies and success stories that illustrate
our expertise in addressing the diverse
challenges public entities encounter, leaving
a tangible impact.
• Our team understands the intricate
regulatory and compliance complexities
inherent in public sector projects, assuring
strict adherence to all necessary guidelines.
• Our prestigious certifications and
partnerships, including our CMAS contract
holder status and recognition as a trusted
state and local government supplier,
underscore our unwavering commitment to
the public sector.

Innovative and Data-Driven Approaches
At the core of our approach lies innovation
and data-driven precision. Our agency is
known for crafting marketing strategies
that consistently yield tangible, measurable
outcomes in the public sector and related
industries.
• We take pride in our capacity to stimulate
engagement and accomplish objectives
effectively.
• Proficiency in data analytics empowers us
to optimize campaigns precisely, ensuring a
dynamic strategy that aligns with the city’s
and its residents’ ever-changing needs.
• Employing cutting-edge technology
and advanced tools, we expertly target
audiences, boost engagement, and monitor
progress, positioning us as leaders in the
industry.
• Our ability to stay abreast of industry trends
and swiftly adapt our methods to embrace
emerging best practices underscores our
unwavering commitment to the City of
Modesto’s enduring success.

Comprehensive and Collaborative Services
Our agency is your trusted partner for
comprehensive and collaborative services,
offering a holistic solution for all of Modesto’s
marketing requirements.
• From the initial stages of strategy
development to seamless execution, we
provide a full spectrum of services, ensuring
that every aspect of your project receives
expert attention.
• Collaboration is ingrained in our approach,
reflecting our seamless interaction with
diverse stakeholders, including government
departments, community organizations, and
contractors.
• We are dedicated to achieving unified
objectives and harnessing collective
expertise for success.
• Our unwavering commitment to crafting
tailored solutions that align with the city’s
distinct needs and aspirations sets us apart.
• We acknowledge that each project is unique
and adapt our strategies accordingly. Our
portfolio proudly showcases successful
collaborations with similar entities,
underscoring our ability to thrive within
intricate ecosystems and deliver remarkable
collective achievements.
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4 Flexibility and Adaptability
Flexibility is intrinsic to our approach,
allowing us to swiftly respond to evolving
circumstances while maintaining a steadfast
course toward Modesto’s goals and
objectives.
• We understand that the landscape of
public services is dynamic, and we embrace
change as an opportunity for growth.
• Our agency’s adaptability ensures that
we remain agile, adjusting strategies
when necessary to meet emerging
challenges. However, this adaptability never
compromises our unwavering commitment
to the city’s overarching direction.
• We remain resolute in pursuing Modesto’s
aspirations, combining the ability to pivot
with a dedicated focus on achieving lasting
success.
• Our goal is to ensure that Modesto’s journey
is not only productive but also responsive to
the ever-changing needs of its community,
positioning the city for a prosperous future.
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5 Jamie Von Sossan
President + CEO, Managing Partner
Executive Staff
Kara Ricks
Vice President of Operations
Isabel Matick
Traffic Manager
Mariah Rowden
Accountant
Cameron Gallad
Jr. Account Executive
Andy Galloway-Long
Account Executive
Lucy Arias
Account Executive
Carolyn Hopkins-Vasquez
Director of Client Services
Gordon Fowler
Co-Founder/Partner + Senior Consultant
Angela Criser
Co-Founder/Partner + Senior Consultant
Operations
Account Services
Insights Department
Taylor Toledo
Vice President of Insights
Sara Crackel
Planning Director
Christie Pierce
Media Director
Madison Torres
Media Coordinator
Darrell Chambers
Campaign Manager
Maria Ratinova
Graphic Designer
Sarah England
Production Manager
Daniel Downey
Copywriter
Z LaFrance
Jr. Art Director
Education and
Workforce
Development
Public Sector and
Resident Services
Community and
Public Health
Essential Expertise for Modesto:
• Multicultural youth and
family outreach
• School and employer
partnerships
Essential Expertise for Modesto:
• Community partnerships
• Resident outreach
• Internal team alignment
• Nonprofit engagement
Essential Expertise for Modesto:
• Health services partnerships
• Multicultural resident
outreach
• Initiative storytelling
Focus Area
Focus Area
Focus Area
Organization and Staffing to Support the City of Modesto NeKayla Higginbotham
Media Intern
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6 What We Know: The Key Issues
Economic Development and Attractiveness
Modesto faces competition in attracting residential, commercial, and industrial development. The city must contend with neighboring regions that offer similar opportunities for growth. The challenge lies in differentiating Modesto and making it a more attractive destination for businesses and residents.

Community Engagement and Trust
Building community trust and engagement requires overcoming skepticism from past experiences or lack of transparency. Residents may hesitate to engage with city initiatives or trust the government’s ability to deliver on promises.
2 Building public trust
In 2020, the City received $800,000 in CARES
funding. It deployed the Community Health and
Assistance Team (CHAT) to complement the Modesto
Police Department’s intake and processing of
homeless residents, resulting in cross-departmental
collaboration and cooperation. This effort earned the
city a Helen Putnam award in 2023.

Continuing crime and public safety issues
U.S. Best News has given the City of Modesto a 4.5/10
for safety. In 2023, Modesto had a higher crime rate
than the national average.
1 2
Economic Disparities
Modesto grapples with economic disparities, with some neighborhoods facing greater challenges than others. Bridging these disparities and ensuring equitable access to economic opportunities and resources is complex.

Income inequality
The GINI for Modesto was higher
than the national average of

0.478. In other words, Modesto’s
wages are distributed less evenly
than the national average.

Low educational attainment
The most common educational
levels obtained by the working
population in 2021 were Some
college (18.4%), High School or
Equivalent (15.9%).

Poor transportation access
StanRTA has limited run times
that makes it difficult for
residents in certain areas of
Modesto to commute to and
from work during certain parts
of the day increasing barriers to
3financial independence. 1
Slow population growth trends
Between 2020 and 2021, the
population of Modesto, CA, grew
from 214,485 to 217,728, a

1.51% increase, and its median
household income grew from
$62,182 to $67,011, a 7.77%
increase.

Incremental business growth
Despite a dip in the Spring of
2021, the total number of active
Modesto business licenses
has steadily increased and
consistently achieved new highs
each month.

Slowly rising unemployment
rates
By the end of 2021, Modesto
had recovered much of its
employment, matching the
State of California as a whole
on unemployment. Rising
interest rates in the latter part of
2022 and into 2023 have been
associated with widespread
increases in unemployment. 1 2 3
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7 Who You Need to Reach
Meet Dr. Mitchell
Meet Dr. Alex Mitchell, a 42-year-old business owner who swapped his stethoscope for the challenges of entrepreneurship. Born and raised in the Central Valley, family ties anchor him to the region. Alex currently runs an outpatient clinic in Lathrop dedicated to supporting individuals with mental health challenges—a testimony to his unwavering commitment to community welfare.

Though his heart beats for Lathrop, he’s been scouting cities with favorable business environments, and Modesto stands out. He sees the potential in Modesto, recognizing its growth potential. However, the city’s visible infrastructure issues, such as dilapidated buildings and homelessness, make him pause.

Alex isn’t merely seeking a new location; he’s in search of a permanent home for his clinic—a place where he can make a lasting impact and eventually pass the torch when he retires. He gravitates towards governments that support businesses and actively guide and nurture them. With the proper infrastructure and governmental backing, Alex is ready to plant his business’s roots deeply in Modesto and watch it flourish.

Initial
Awareness
Research and
Information
Gathering
Initial
Contact and
Inquiry
Application
and
Paperwork
Business
Setup and
Launch
Continued
Support and
Growth
Becoming
a Loyal
Resident
Curiosity, optimism,
slight apprehension.

Lack of information on
business incentives,
finding reliable sources.
“What incentives does
Modesto offer? How
business-friendly is
the city?”
Gather initial
information about
Modesto’s business
environment.

Deploy targeted
ads focusing on
Modesto’s businessfriendly policies.

Create informational
webinars and events to
provide insights about
the city’s business
environment.

Interest, determination,
some overwhelm due to
the volume of data.

Navigating bureaucracy,
understanding specific
requirements, and
assessing fit.
“How does the licensing
process work? What are
the tax breaks? Are there
special incentives?”
Gain a deep
understanding of
Modesto’s offerings for
businesses.

Develop a userfriendly marketing
guide dedicated to
business services.

Offer downloadable
sheets and FAQs about
starting and relocating
businesses in Modesto.

EMOTIONS PAIN POINTS QUESTIONS GOALS OPPORTUNITIES
Anticipation,
hopefulness, anxiety.

Waiting time,
potential for unclear or
insufficient responses.
“Who do I speak to?
How long will the
process take?”
Establish a personal
connection and get
clarity on the process.

Offer a dedicated
helpline for
business inquiries.

Send automated
acknowledgments with
estimated response
times and ensure
timely follow-up.

Frustration,
determination,
impatience.

Bureaucratic red tape,
potential for missing or
unclear requirements.
“Did I fill out everything
correctly? When will I
hear back?”
Successfully submit
all necessary
documentation and get
approval.

Provide a clear,
step-by-step checklist
for businesses. Offer
online submission
and tracking for
applications.

Excitement, pride,
nervousness.

Ensuring compliance
managing initial
operations in a new
city.
“Are there local
partnerships I can
leverage? Any local
networking events?”
Establish the business
successfully and
integrate into the local
business community.

Organize welcome
events for new
businesses. Create
platforms for local
networking and
partnerships.

Contentment, ambition,
trust.

Staying updated
with any changes
in city policies
seeking expansion
opportunities.
“How can I grow
further? Are there
any new incentives or
programs?”
To sustain and expand
the business, becoming
a loyal Modesto
business resident.

Develop regular
newsletters highlighting
city updates, new
incentives, and success
stories. Facilitate
workshops and growthfocused events for
businesses.

Satisfaction, belonging,
loyalty.

Ensuring a strong
connection between
the business and the
community.
“How can I give back?
How can my business
further support Modesto?”
Deeply integrate the
business into the Modesto
community, ensuring
long-term success and
mutual benefit.

Highlight successful
businesses in city
publications, encouraging
a sense of community.

Offer platforms for
businesses to collaborate
with community initiatives
and give back.

Customer Journey:

Inquiry to Business Success
Potential Investors and Business Owners
Attracting business investment can catalyze economic development. By showcasing the city’s potential, assets, or untapped opportunities, Modesto can bring in new businesses or encourage expansion to generate employment and boost the local economy. #9..
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8 Meet Mr. and Mrs. Garcia
Elena and Rafael Garcia are a Hispanic couple in their mid-30s, juggling work, two kids, and preparing for a third. From their roots in Hughson, they found their way to Modesto after Rafael began working at Gallo Winery. They invested in a home near Modesto Junior College, hoping to lay down lasting roots.

Their ties to the community are strengthened by their involvement in the local church, where they’ve learned the value of empathy and understanding. However, the increasing signs of gang activity and a rise in homelessness concern them.

They’re looking for more action from the city. Moving back to Hughson is on their minds, but they’re reluctant to disrupt their children’s lives. They seek assurance from Modesto—a signal that the city is actively working to create a safer environment for all its residents.

Initial
Awareness
Seeking
Information
Engaging
with Services
Observing
Changes and
Impact
Advocacy
and
Continued
Support
Becoming
Advocates
for the City’s
Efforts
Concern, curiosity.

Need help knowing where
to start, overwhelmed by
the number of services.
“What public safety
services does Modesto
offer? Where do I find
information?”
Gain an understanding
of available public safety
resources.

Regularly distribute
information about public
safety services via
mailers, local news, or
community boards. Ensure
the city website has an
easily accessible section
dedicated to public safety.

Determination, slight
frustration.

Finding specific, actionable
information.
“How do these services
directly benefit our area?
Who can we talk to for more
details?”
Understand specific services
that address their concerns.

Provide clear and concise
brochures or infographics
about specific public
safety initiatives. Organize
community outreach sessions
where residents can interact
with public safety officers
and officials.

EMOTIONS PAIN POINTS QUESTIONS GOALS OPPORTUNITIES
Apprehension, hope.

Interacting with
bureaucracy, potential
wait times.
“Will our concerns be
taken seriously? How long
until we see changes?”
Communicate their
concerns and see them
addressed.

Offer feedback forms and
provide regular updates on
actions taken in response.

Spotlight testimonials from
residents who have had
positive interactions with
public safety services.

Anticipation, cautious
optimism.

Waiting to see tangible
results, fear of being
overlooked.
“Are measures being
implemented in our area?
Are other neighborhoods
seeing improvements?”
Witness noticeable
improvements in public
safety.

Share regular updates
about ongoing initiatives,
perhaps through a
monthly public safety
newsletter. Celebrate
milestones and
improvements through
local media.

Satisfaction, pride.

Ensuring continued
engagement and not
feeling complacent.
“How can we continue
supporting these efforts?
How can we get our
neighbors involved?”
Promote public safety
initiatives and engage the
broader community.

Recognize and highlight
community advocates in
city publications. Organize
and promote communitybuilding events that
underscore the importance
of public safety.

Commitment, enthusiasm.

Ensuring that new
initiatives continue to align
with community needs.
“How can we share our
positive experiences? How
do we ensure the city
remains responsive?”
Actively promote and
support the city’s public
safety efforts, encouraging
others to do the same.

Facilitate platforms where
residents can share their
success stories. Create
community ambassador
programs that empower
residents to become
champions for public safety
initiatives.

Customer Journey:

Rooted in Community and Seeking Assurance
Residents and Community Members
It’s crucial to rebuild trust and create a sense of community pride. By engaging directly with residents, the city can improve its image and motivate residents to participate actively in community revitalization efforts.
#9..
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9 Meet Sam Harvey
Sam Harvey is a 58-year-old Southern Californian with a deep passion for classic cars and a soft spot for the movie “American Graffiti.” The vibrant car culture of Modesto beckons him, making it a top entry on his bucket list.

As someone who enjoys traveling, Sam is ready to embark on a road trip to the city. However, he’s been looking for a hotel that guarantees safety and quality amenities for an extended stay. Moreover, he’s curious about what else Modesto might offer - from mouth-watering eateries to tranquil public parks. Sam wishes the city’s tourism opportunities were better advertised; it would undoubtedly ease his planning. He’s hopeful to hit the road and make his way to Modesto by the end of 2024.

Initial
Awareness
Research and
Information
Gathering
Booking a
Place to Stay
Creating an
Itinerary
Final
Preparations
Ready to Hit
the Road
Excitement, anticipation.

Limited knowledge of
Modesto’s offerings
outside of classic cars.
“What sparked my interest
in Modesto in the first
place? Where can I start
my research?”
Start planning the trip and
gather basic information
about Modesto.

Promote Modesto’s
connection to “American
Graffiti” and the classic
car culture prominently on
tourism platforms.

Curiosity, slight frustration.

Need help finding
comprehensive information
on accommodations,
attractions, and amenities.
“Which hotels are safe and
comfortable? What other
attractions does Modesto
offer?”
Identify potential places to
stay and visit.

Develop a comprehensive
tourism guide for Modesto
with detailed sections on
accommodations, attractions,
restaurants, and parks.

Highlight reviews and
testimonials.

EMOTIONS PAIN POINTS QUESTIONS GOALS OPPORTUNITIES
Apprehension, hope.

Concerns about safety and
comfort, need for clarity
about amenities.
“Will the hotel meet my
expectations? Is it centrally
located?”
Secure a hotel that feels
safe and offers good
amenities.

Partner with local hotels
to offer package deals
for tourists. Showcase
video tours of popular
accommodations on the
tourism site.

Enthusiasm, slight
overwhelm.

Not knowing how to
maximize the visit,
potential fear of missing
out.
“Which spots are a mustvisit? Are there any local
events during my visit?”
Develop a schedule for
planned activities and
spontaneous exploration.

Create sample itineraries
on the tourism website.

Promote local events and
highlight “hidden gems” of
Modesto.

Eager anticipation, mild
anxiety.

Worries about overlooked
details.
“Do I have all my bookings
in place? Is my vehicle
prepared for the journey?”
Ensure everything is set
for a smooth trip.

Offer downloadable
checklists for travelers on
the tourism site. Provide
reminders about popular
spots or events happening
during their stay.

Eager anticipation, mild
anxiety.

Worries about overlooked
details.
“Do I have all my bookings
in place? Is my vehicle
prepared for the journey?”
Ensure everything is set for
a smooth trip.

Offer downloadable
checklists for travelers on
the tourism site. Provide
reminders about popular
spots or events happening
during their stay.

Customer Journey:

Planning to Prepared
Tourists and Visitors
Contrary to popular belief, cities with unattractiveness issues can still be transformed into tourist destinations. By spotlighting hidden gems, cultural events, or even the city’s history and resilience, Modesto can work towards building a new narrative that attracts visitors. #9..
- 454 -
10 Meet Isabella Martinez
Isabella Martinez, a 29-year-old graduate student from Stanislaus State in Turlock, is stepping into the next phase of her life.

She’s contemplating buying a house in Modesto with a new job at Kaiser.

Affordability is one of many factors for her. While some acquaintances hail from Modesto, their tales of a lackluster youth, marked by safety concerns and limited activities, give her pause.

Isabella wonders if settling in Modesto might limit her social and personal growth.

For her to truly invest, she wishes the city’s offerings were more transparent and that its narratives leaned more towards opportunities than criticisms.

Initial
Awareness
Research and
Information
Gathering
Property
Visits and
Exploration
Social
Integration
and
Exploration
Making the
Decision
Becoming a
Permanent
Resident
Curiosity, anticipation.

Limited knowledge about
Modesto’s residential
areas and lifestyle
opportunities.
“Where should I begin?
What’s Modesto really
like?”
Gather initial information
about Modesto’s housing
market and lifestyle.

Advertise Modesto’s
diverse neighborhoods
and lifestyle perks through
targeted social media
campaigns and local
publications.

Interest, slight overwhelm.

Sifting through vast
information, distinguishing
between dated perceptions
and current realities.
“Which neighborhoods are
safe and vibrant? What’s the
social scene like?”
Gain a comprehensive
understanding of Modesto’s
housing options and social
opportunities.

Design a user-friendly city
portal detailing housing
options and safety statistics
and spotlighting local events,
venues, and attractions.

EMOTIONS PAIN POINTS QUESTIONS GOALS OPPORTUNITIES
Excitement, apprehension.

Physical exhaustion from
property visits, information
overload.
“Can I picture myself living
here? Are amenities easily
accessible?”
Identify potential homes
and get a feel for
neighborhoods.

Collaborate with
realtors to offer guided
neighborhood tours,
emphasizing each area’s
unique features and
benefits.

Hope, uncertainty.

Integrating into a new
community and finding
social circles.
“Where can I meet likeminded individuals? What
activities can I engage in
during weekends?”
Experience the city’s social
scene and gauge personal
growth opportunities.

Promote community
events, workshops, and
local groups through a
city-sponsored events
calendar. Highlight
testimonials of young
professionals who have
successfully integrated
into the Modesto
community.

Determination, anxiety.

Commitment fears,
second-guessing
decisions.
“Is this the right decision
for my future? How will
this affect my career and
personal life?”
Commit to purchasing a
property and settling in
Modesto.

Share success stories
of young professionals
who’ve made Modesto
their home, focusing on
their journeys and the
benefits they’ve reaped.

Relief, optimism.

Handling the logistics of
moving and adjusting to a
new environment.
“Have I made the right
choice? How do I make this
place truly home?”
Smoothly transition into
Modesto life and start
building a home.

Provide new residents with
a welcome kit featuring
essential information about
the city, a list of community
events, and discounts for
local businesses.

Customer Journey:

Apprehensive Student to Permanent Resident
Potential Residents
Families and individuals looking to relocate might be swayed by marketing highlighting Modesto’s affordability, community programs, schools, and growth potential. Even amidst challenges, there are always aspects of a city that can appeal to newcomers.
#9..
- 455 -
11 Meet Laura Diaz
At 43, Laura Diaz stands at the helm of a nonprofit she’s passionately built in Modesto over the last two decades.

Her organization’s mission is clear: disrupt the school-to-prison pipeline by equipping students with financial literacy and practical social skills and introducing them to career paths early on. A Bill and Melinda Gates Foundation grant beckons, promising the chance to expand her reach and impact by bolstering her team. Yet, despite her dedication, Laura holds reservations. She wonders if Modesto’s current infrastructure can handle such an expansive partnership.

Knowing the potential benefits, she seeks collaboration with city officials and committees to strengthen her application. For Laura, this isn’t just about the grant; it’s about joining hands with the City to uplift student graduation rates and diminish crime. She’s seeking a steadfast ally within the City’s ranks who understands her vision and can provide the requisite support to realize it.

Initial
Consideration
Initial
Outreach and
Communication
Presentation
and Proposal
Submission
Ongoing
Communication
and Feedback
Formal
Partnership
and
Agreement
Application
Submission
and Awaited
Outcome
Hope, excitement.

Uncertainty about
the city’s support and
infrastructure capabilities.
“Will the city back my
application? Do they see
the potential benefits?”
Identify key city officials
and committees that
align with her nonprofit’s
mission.

The city could have clear
online documentation
about potential
partnerships, showing its
openness to collaborations
with local nonprofits.

Nervousness, anticipation.

Finding the right contacts
and drafting the first proposal
for collaboration.
“Who do I approach first?
What’s the best way to
present my proposal?”
Get a foot in the door with
the city officials.

The city can maintain an
up-to-date directory of
department heads and
committee chairs, complete
with contact information.

EMOTIONS PAIN POINTS QUESTIONS GOALS OPPORTUNITIES
Determination, slight
anxiety.

Ensuring accurate data
and projections, presenting
a compelling case.
“How can I make my
proposal irresistible?
Are there gaps I’ve
overlooked?”
Submit a strong proposal
that showcases the mutual
benefits.

The city could organize
workshops or webinars
detailing successful
collaboration case
studies to guide potential
collaborators.

Patience, slight frustration.

Waiting for feedback,
potential lack of
communication or clarity
from city officials.
“What’s the status of
my proposal? Are there
any concerns I need to
address?”
Maintain an open line
of communication with
the city and address any
concerns promptly.

The city can employ a
dedicated liaison for such
partnerships, ensuring
smooth communication
and feedback.

Relief, joy.

Ensuring all legal and
logistical issues are sorted.
“What are the terms of
our collaboration? How
will responsibilities be
divided?”
Establish a strong,
symbiotic partnership with
the city.

The city can publicize the
partnership, showcasing
its commitment to local
initiatives and enhancing
community trust.

Hope, anxiety.

The waiting period and
potential for rejection.
“Will the combined strength
of my nonprofit and the city
be enough to secure the
grant?”
Win the grant and bring
positive change to Modesto.

Sharing success stories or
testimonials from previous
collaborations could boost
morale and foster optimism.

Customer Journey:

Planning to Prepared
Governmental and Non-Profit Organizations
Building partnerships with governmental agencies, NGOs, and community organizations can be instrumental in tackling challenges like high crime rates and economic development. Modesto can secure grants, initiatives, and partnerships that drive change by showcasing the city’s willingness to collaborate and dedication to transformation.
#9..
- 456 -
12 Advertising Strategy
Understanding that the City of Modesto faces
unique challenges, we’ve created a strategy that
leverages our insights from the above personas
and journeys and past successes with cities
with similar infrastructures and pain points.

Our plan focuses on impactful, cost-effective
solutions, placing Modesto in a position to
transform its narrative.

Strategy for Advertising Services
Reviewing and Updating Messaging
• We will create persona-centric messaging
targeting Dr. Mitchell, the Garcias, Sam,
Isabelle, and Laura. Each message will
address their pain points directly, making
them feel heard.
• For instance, focusing on improved
infrastructure for Dr. Mitchell or highlighting
new public safety initiatives for the Garcias.

Creative Ads
• Crowdsource artwork from local artists
or students, emphasizing a communitybuilding approach. This not only keeps costs low but also fosters local pride and
involvement.

Digital Advertising Campaigns on Social
Media
Platform Selection
• Facebook and Instagram: Ideal for the
Garcias, Sam, and Laura due to their age
demographics.
• LinkedIn: Targeting Dr. Mitchell and
professionals like Isabelle.
• TikTok and Snapchat: For a younger
audience, perhaps to entice potential
students or young professionals.

Campaign Approach
• Geo-targeting: Ensure ads are shown to
residents and nearby regions.
• Storytelling Ads: Showcase resident
testimonials discussing recent positive
changes in Modesto.
• Engagement Boosters: Polls, AMAs (Ask
Me Anything) with city officials, or quizzes
about Modesto’s attractions.

Budget Allocation
• Majority to Facebook + Instagram due to the
broad demographic reach.
• A smaller portion to LinkedIn, TikTok, and
Snapchat.
#9..
- 457 -
13 Exploring Additional Advertising
Opportunities
• Local Radio Spots: Budget-friendly way to
reach a diverse audience.
• Collaborations with Local Influencers:

Engage Modesto’s influencers to share
positive stories and updates, providing a
more organic reach.
• Outdoor Campaigns: Instead of expensive
billboards, collaborate with local businesses
to create window displays or murals about
city developments.

Promotional Videos + Audio Content
Production
Videos
• Crowdsourcing: Host a competition for local
film students or enthusiasts to make short
promotional videos about Modesto. This
ensures a fresh perspective and reduces
costs.
• Topics: Highlight improved city areas,
showcase initiatives like Laura’s, or discuss
the rich history related to “American Graffiti”
for enthusiasts like Sam.

Audio Content
• Podcasts: Collaborate with local podcasters
or create a city-sponsored podcast
discussing updates, interviewing city
officials, and residents.
• Local Radio Collaboration: Regular
segments discussing city improvements,
upcoming events, or spotlighting local
businesses or personalities.

The above strategy ensures we make the most
of the City’s budget by prioritizing community
involvement, maximizing digital ad campaigns,
and ensuring each personas feels seen and
heard. This organic and targeted approach will
help redefine Modesto’s narrative, addressing
concerns while flexibly highlighting the city’s
potential.
#9..
- 458 -
14 Reporting and
Consultation
In the rapidly evolving world of media and
digital marketing, consistent communication
and thorough reporting are essential. We
understand the diverse needs of Modesto’s
residents and are committed to tailoring our
strategies to resonate with each persona we’ve
identified. Here’s how we plan to keep the City
of Modesto consistently informed and engaged.

Meeting Frequency + Modes
Weekly Check-ins
• A brief virtual meeting or call to discuss
immediate tasks, answer queries, and share
minor updates. These check-ins will ensure
we’re on track and aligned with the city’s
objectives.

Monthly Strategy Meetings
• A deeper dive into our campaign progress.

This will be a 1-2 hour in-person or virtual
session, per the city’s convenience, to
evaluate metrics, discuss the content
calendar for the upcoming month, and
brainstorm innovative ideas.

Annual Business Review
• An in-depth annual analysis where we
assess the year’s performance, discuss the
successes and learnings, and lay out the
strategy for the following year.

Regular strategy reviews ensure we remain
agile and responsive to the dynamic needs
of Modesto’s residents and audiences. By
consistently analyzing our campaigns, we can:
• Optimize content to better resonate with our
target personas.
• Adjust our strategies based on real-time
feedback and emerging trends.
• Identify opportunities or challenges early on,
ensuring proactive responses.

Additionally, 3fold will handle media monitoring,
which is crucial for reputation management. By
keeping an ear to the ground, we can
• Address concerns raised by residents
swiftly.
• Celebrate and amplify positive feedback
and stories.
• Stay updated on external factors or news
that might impact our campaigns.
#9..
- 459 -
15 Sample Monthly Media Platform
Performance Report Metrics
Every month that the City of Modesto has an
active media campaign, 3fold will provide an indepth report outlining:
• Engagement metrics: Likes, shares,
comments, and overall engagement rates.
• Reach and impressions: How many people
saw our content, and how often.
• Follower growth: Analysis of follower
demographics and growth rate.
• Top-performing content: What resonated
the most with our audiences.
• Recommendations: Based on the data, what
we suggest moving forward.
• Any ad spend and its return on investment
(ROI).

Week 1:

Campaign launch, weekly check-in.

Week 2-4:

Weekly check-ins.

End of Month:

Monthly strategy meeting and
report delivery.

Week 1-4:

Weekly check-ins.

End of Month:

Monthly strategy meeting and
report delivery.

Week 1-3:

Weekly check-ins.

Week 4:

Quarterly review, weekly
check-in, and monthly strategy
meeting.

End of Month:

Monthly report delivery.

Month 1 Month 2-5 Month 6
Sample Reporting Schedule
(6-month campaign)
#9..
- 460 -
16 Graphic Design Services
Recognizing the integral role that graphic design
plays in communicating a city’s ethos, values,
and vision, we’ve curated a comprehensive
strategy that’s not only effective and impactful
but ADA-compliant. We aim to become the City
of Modesto’s steadfast design partner, guiding
and supporting every visual narrative created.

Design isn’t just about aesthetics; it’s a tool for
communication. Effective design can:
• Drive engagement: Visual content increases
message retention
• Build trust: Consistent design builds brand
recognition and assures the residents of the
city’s professionalism
• Enhance accessibility: Design, when ADAcompliant and inclusive, ensures everyone can access city communications, irrespective
of their abilities
Design Capabilities
Our in-house team of design professionals is
expert in concepting, developing, and producing
industry-responsive, beautiful, and effective
marketing materials. From annual report
designs to event activations to video and
photography, we have the staff and capabilities
to make it happen for the City of Modesto.

While you might have a set of specific projects
to complete in a certain amount of time, rush
projects emerge. Don’t worry - we have an
internal routing system that prioritizes escalated
and critical projects so your work is done
quickly without compromising the integrity
of the product or its effectiveness. Standard
turnaround times vary based on the project.

Depending on Modesto’s available content,
data, and direction, we can take on a project
from start to finish, come in at the middle, or
finesse the end - it’s up to your team. Below
is a non-exhaustive list of our graphic design
capabilities.

Creative concepts
Infographics
Brochures
Annual Reports
Digital ads
Flyers
Interactive PDFs
Website graphics
Video production
Photography
Motion graphics
Social media graphics
Presentations and PowerPoints
ADA Compliance Standards
At 3fold, we prioritize inclusivity in every facet
of our work, fully recognizing the importance
of ADA (Americans with Disabilities Act)
compliance in graphic design. Our designs
aren’t just aesthetically appealing; they cater
to all audiences, ensuring that individuals with
disabilities can access, understand, and engage
with our content seamlessly.

We continuously educate our team about the
latest ADA standards, from color contrast
ratios and font choices to image descriptions
and layout considerations. By melding these
guidelines with innovative design, we meet legal
requirements and foster a more inclusive digital
world.
#9..
- 461 -
17 Updating Branding
The City of Modesto’s brand is nearly
as important to your residents as your
infrastructure, politics, and support systems. It
communicates who you are and where you plan
to go, builds trust, and creates community. A
solid brand and resulting brand guidelines are
imperative to your marketing success. A welldeveloped brand can:

Communicate Your Value: According to a
recent study by Nielsen, it takes consumers
just 10 seconds to form a first impression of
a brand’s logo. Still, it takes 507 impressions
before they remember the brand. A solid visual
identity aids in faster recognition and recall,
enhancing familiarity and trust.

Inspire Your Growth: Brands with a solid visual
identity outperform the S&P 500 index by 200%
over ten years. The goal of brand identity should
be strong and sustained long-term growth
that builds trust and social capital to foster
engagement, relationships, and success.

Engage Your Community: Emotionally
connected customers and constituents have a
306% higher lifetime value, tend to recommend
brands at a rate of 71%, and stay loyal for an
average of 5.1 years compared to customers
with lower emotional connections.

We would employ our brand development
methodology to partner with the City of
Modesto to update your brand as needed and
the resulting brand guidelines.

Research and Analysis
• Understand the current brand perception,
target audience, and competitive landscape
• Gather feedback from internal stakeholders,
customers, and potential users
• Identify the strengths and weaknesses of
the current logo design
Define Objectives
• Clarify the goals of the logo redesign, such
as modernization, better representation, or
broader appeal
• Set clear metrics to measure success, like
improved brand recognition, increased
customer engagement, or enhanced
emotional connection
Creative Brief
• Develop a creative brief that outlines design
requirements, including desired symbolism,
colors, typography, and style
• Align the brief with Modesto’s core values,
mission, and audience preferences
Concept Development
• Brainstorm multiple logo concepts that
reflect Modesto’s essence and resonate with
diverse audiences
• Encourage inclusivity by considering cultural
sensitivities and avoiding elements that
might unintentionally exclude certain groups
Design and Iteration
• Transform selected concepts into visual
designs that meet the creative brief’s criteria
• Iterate and refine designs based on
feedback form a diverse group of
stakeholders, including internal team
#9..
- 462 -
18 members, external consultants, and
community representatives
Accessibility and Diversity Check-ins
• Ensure the redesigned logo is accessible to
people with disabilities, considering color
contrast and readability
• Validate the logo design is culturally
competent and doesn’t inadvertently
exclude any group
Testing and Feedback
• Test the redesigned City logo with a diverse
set of users to gauge their reactions and
emotional responses
• Gather feedback on the logo’s appeal,
clarity, and alignment with Modesto’s
message
Finalize and Document
• Select the logo that best aligns with the
City’s objectives and resonates with the
target audiences
• Prepare comprehensive brand guidelines
that outline logo usage, colors, sizes, and
variations
Launch and Measure Performance
• Introduce the logo internally and provide
resources and training to ensure consistent
logo implementation across all touch points
• Monitor key metrics such as brand
recognition surveys, focus groups, and social
media engagement
• Analyze changes in customer sentiment,
loyalty, and overall market perception
• Track any increase in Modesto’s brand
visibility, website traffic, or sales that can be
attributed to the logo redesign
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19 Our Qualifications
We’re thrilled to introduce a powerhouse team tailored to the unique needs of the City of Modesto.

With decades of collective experience, our professionals have seamlessly integrated with public agency departments and committees across various projects. Each member boasts a portfolio that includes assignments mirroring the scale and scope of what Modesto envisions. Recognizing the significance of maintaining a consistent and qualified project team, we are committed to ensuring stability in our team lineup. We pledge not to replace any key staff without obtaining a prior written agreement from the City after the contract is finalized. This underscores our dedication to providing the City of Modesto with a steadfast, experienced, and committed team throughout the project’s duration.

Your Key Team
Gordon Fowler
Senior Partner
Role: Communications strategist
Gordon is the Founder and Senior Partner of 3fold with 35 years of communications experience with government, political, nonprofit, entrepreneurial start-ups, and Fortune 100 companies in strategic brand building and storytelling, internal, stakeholder, and crisis communications. He leads 3fold’s consulting work with marketing and communication leaders to launch ideas and strategies that hit goals and get noticed, to align internal teams to produce efficient and practical work and to grow leaders in the roles to higher visibility and value externally and within their organizations. He is a frequently requested speaker and travels nationally to share his insights.

HE/HIM
Angela Criser
Partner
Role: Brand strategist
Angela has over 20 years of experience in brand positioning, creative direction, content creation, strategic storytelling, and internal communications. As part of 3fold’s consulting team, she works with clients needing thoughtful and humanizing messaging and communications strategies designed to connect and engage customers, internal teams, and key stakeholders. In addition, Angela focuses on delivering comprehensive and well-rounded systems that ensure our client’s biggest, most audacious goals have an achievable and clear pathway to success.

SHE/HER
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20 Taylor Toledo
VP of Insights
Role: Research and development
Taylor Toledo is an award-winning marketing strategist specializing as the agency’s education and workforce development subject matter expert for the past several years. As 3fold’s Vice President of Insights and Analytics, she oversees the research and planning, creative, media, and business partnerships divisions.

She is directly responsible for connecting 3fold’s client work to audience beliefs, motivations, and challenges, ensuring the agency’s education and workforce, healthcare, and public agency client partners tell their stories through creativity and data. Her relevant work experience includes community college systems, statewide workforce initiatives, and CTE promotions.

Taylor is also a Modesto native. Born and raised within a few blocks from the Vintage Faire Mall, she spent 18 years in Modesto and is deeply familiar with the city’s landscape, structures, and development opportunities. She has family in Modesto, Escalon, Oakdale, and Ripon, and stays in touch with the communities she formed there.

SHE/HER
Carolyn Hopkins-Vasquez
Director of Client Services
Role: Account supervision
Carolyn Hopkins-Vasquez brings nearly two decades of marketing and management experience to the 3fold team. She earned her MA in media theory, focusing on representation and diversity in mass media. Her career spans industries from the arts to hospitality, including building a boutique beer company into an award-winning global entity. As 3fold’s Director of Client Services, she manages and supports the most brilliant team of Account Executives anywhere, developing solutions for clients and their communities and expertly navigating and building relationships.

SHE/HER
Andy Galloway-Long
Account Executive
Role: Account management
Andy Galloway-Long has more than a decade’s experience in marketing, content strategy, and publication. His training includes an undergraduate degree in journalism, and a Master of Business Administration focused on sustainable enterprise. His experience spans the gamut of in-house, agency, for-profit, and nonprofit. Andy has led projects covering brand redevelopment, organic social media strategy and execution, annual report design and production, paid media campaigns encompassing heritage and digital platforms, and developing and managing lead generation and recruitment campaigns statewide.

HE/HIM
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21 Lilly Wyatt
Founder and CEO of SociosPR (Sub-Consultant)
Role: Public relations and community outreach
Lilly, the principal of SociosPR, boasts an extensive background in journalism, marketing, and public relations, having collaborated with major networks like NBC, ABC, Univision, and Telemundo. As an alumna of San Francisco State University, she holds a degree in broadcast journalism and has achieved notable roles, including serving as the sole bilingual spokesperson for the California Governor’s Office of Emergency Services. During her tenure at CalOES, she managed communications during crises, furthering her expertise at the American Red Cross before founding SociosPR in 2016. Her firm is celebrated among the top PR agencies in Sacramento, with Lilly’s individual contributions being acknowledged through Emmy and Telly awards. Moreover, Lilly’s commitment to community shines through her board positions with the Sacramento Metro Chamber Foundation, the Children’s Miracle Network, and the Public Relations Society of America.

SHE/HER
Christie Pierce
Media Director
Role: Media strategist
Christie is internationally certified by the Digital Marketing Institute and a 4-time recipient of the American Advertising Federation’s Public Service Club Achievement Award. He has a M.S. in Strategic Communication from Columbia University and a certificate of completion from the Haas School of Business, the University of California Berkeley for Social Global Entrepreneurship. Christie earned his experience through 10+ years working in media and planning paid media campaigns statewide, nationally, and across 13 international markets, including China, Mexico, and Brazil. As 3fold’s Media Director, he oversees all client media campaigns’ strategy, management, and performance.

HE/HIM
Z LaFrance
Art Director
Role: Graphic design
Z LaFrance is a designer with almost a decade of experience. Their expertise ranges from digital, print, and motion design to concepting campaigns and art-directing commercial shoots. Z started at 3fold as a production designer and has been delivering high-quality, detail-oriented work while learning new programs and sharpening skills, leading them to become our Art Director in only three years. In addition, they use their out-of-3fold time on freelance work for the Sacramento LGBTQ+ community and personal creative endeavors like sewing, quilting, and screen-printing.

THEY/THEM
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22 Project Organizational Chart
Your Account
Executive. Responsible
for implementing
strategies with the
team and delivering
results.

Angela and Gordon collaborate closely
to develop key messaging and branding
strategies.

As VP of Insights, Taylor and Gordon
collaborate to align messaging with consumer
insights and research. She then ensures the
messaging strategy resonates with the target
audience(s).
+ GORDON
FOWLER
ANGELA
CRISER
TAYLOR
TOLEDO

CAROLYN
HOPKINSVASQUEZ
ANDY
GALLOWAYLONG
As Director of Client Strategy, Carolyn
oversees the project and creative teams to
ensure all strategies align with client goals.

Your Media Director.

Responsible for
identifying media
opportunities to
connect with diverse
audiences.

CHRISTIE
PIERCE
Your Art Director.

Responsible for
creating the designs
that connect and
engage diverse
audiences.

Z

LAFRANCE
Your PR specialist.

Responsible for
identifying earned
media and community
outreach opportunities.

LILLY
WYATT
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23 Our Experience
About Us
3fold Communications is more than an
independent strategic communications
agency; we are a dynamic force for change
and innovation in California. With 19 years
of unwavering commitment to excellence, we
have grown into a majority women-owned and
certified California micro, small business in the
heart of Sacramento.

Our team, consisting of 20 dedicated
professionals, is structured for success and
poised to exceed your expectations.

What truly sets us apart is our multidisciplinary
approach. Each team member brings a unique
skill set that perfectly complements the services
sought in this RFP.

When building a solid foundation for your
project, we have specialists in research and
insights, strategic facilitation, market research,
and persona development ready to dive in.

Our roster includes experts in public agency
and city brand development, leadership
development, internal communications, and
crisis communications strategy to meet your
needs.

Our creative team is second to none, excelling in
concepting, design, copywriting, and production.

Our internal communications specialists are
also ready to strategically implement plans,
provide communications training, and offer
media training as necessary.

Our “Why”
Founded in 2004 with a mission of “contributing
to thriving communities,” our agency’s DNA is
infused with a deep commitment to making the
world a better place, one community at a time.

Our journey over the past 19 years has been a
testament to our unwavering dedication to this
mission.

We firmly believe that communities are the
heart and soul of any society, and their wellbeing hinges on access to essential pillars— healthcare, education, workforce development,
and public services. Our commitment to
contributing to thriving communities aligns
perfectly with clients like the City of Modesto
who share this vision.
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24 Our approach to client service is rooted in
the belief that the best work emerges when
organizations and their teams are united
by a shared purpose and a crystal-clear
understanding of how each role contributes
to their mission. We don’t view our clients as
partners; we see them as fellow architects of
positive change.

Our commitment to personalized client attention
runs deep. We understand that every client
has unique challenges, goals, and aspirations.

That’s why we don’t offer one-size-fits-all
solutions. Instead, we take the time to listen,
learn, and understand your organization’s
nuances. We tailor our strategies and services
to align seamlessly with your vision, ensuring
every action we take is a step toward your
success.

In summary, 3fold’s ethos, philosophy,
and approach are grounded in a profound
belief in the power of thriving communities,
a commitment to shared purpose, and a
dedication to personalized client attention. With
clients like Modesto, who are at the forefront
of creating positive change, we are not just
partners but fellow advocates for a brighter
future.
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25 Relevant Experience
Aligning Citywide
Communications:

The City of Fairfield
The City of Fairfield, California, a
diverse and thriving city with over
116,000 residents, aimed to provide
easily accessible information, deliver
timely and responsive communication
to the media, and transparently engage with
the public. Maintaining community pride and a
positive self-image was essential for Fairfield’s
reputation as a desirable place to live and work.

To achieve these goals, the City partnered
with 3fold to develop a comprehensive
communications plan that would align with the
City’s mission and core values.

In close collaboration with the City’s
communications manager, 3fold conducted
meetings with the communications team, City
Manager, and department leaders to assess
existing procedures and communication
requirements. A thorough review of current
plans, research, marketing materials, and
outreach channels was conducted. Using this
information, 3fold created a comprehensive
communications plan with clear messaging,
designated roles and responsibilities, and
streamlined processes to effectively and
consistently meet constituent needs.

Implementing the communications
plan led to significant outcomes for the
City of Fairfield. With a central communications strategy, the City achieved the following results:

Maintaining Trust and Goodwill: The City
demonstrated its commitment to transparency,
engagement, and information sharing across all
communication channels. This approach fostered trust and goodwill among residents and business owners.

Strengthening Communications: By
standardizing the approach and engagement
strategy for all department communication
representatives, the City improved
communications between departments and
the communications team. This alignment
facilitated smoother collaboration and
enhanced internal communication.

Protecting and Promoting the City’s Brand:

By implementing protocols and procedures
outlined in the communications plan, the
City effectively protected and promoted its
brand, ensuring consistent messaging and
engagement across all communications
representatives.
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26 Aligning Community
Partners Under a Single
Strategy: The City of
Sacramento
Homelessness is a pressing issue affecting
cities worldwide, including the City of
Sacramento. With an estimated 3,665
individuals experiencing homelessness on
any night in 2018, the City recognized the
need for a comprehensive and coordinated
approach to address this issue. However, a
lack of cohesive messaging and a clear plan
resulted in confusion and frustration among
constituents. The City partnered with 3fold to
develop a unified communications structure and
messaging platform.

To address the challenges faced by the City
of Sacramento in communicating its homeless
strategy, 3fold conducted extensive research,
including interviews with key stakeholders,
website audits, social media audits, and a
review of earned media. The research revealed
a need for more unified messaging, trust,
and partnerships between the City and the
community. Based on these findings, 3fold
defined the City’s communication goals.

It recommended a set communications
framework focusing on reframing the issue of
homelessness, establishing a shared community
vision, and uniting stakeholders through
messaging.

Implementing the recommended
communications plan yielded
significant results for the City of
Sacramento:

Building Trust and Partnerships: By
adopting a unified messaging approach,
the City was able to build greater trust and
foster partnerships between the City and the
community in addressing homelessness.

Establishing a Shared Community Vision:

Through clear and consistent messaging,
the City successfully established a shared
community vision for addressing homelessness
internally and with the public.

Unified Messaging for Leadership: The City’s
leadership, including officials and the media,
benefited from unified messaging, ensuring
consistent communication and representation of
the City’s homeless strategy.

By aligning messaging, establishing a shared
vision, and unifying stakeholders around the
issue of homelessness, the City of Sacramento
strengthened its communication efforts, built
trust, and fostered collaboration in addressing
the pressing issue of homelessness within the
community.
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27 Inspiring Children to Fight
for Their Communities:

Health Education Council’s
“A Park for Everyone”
children’s book
For more than 30 years, the Health Education
Council has worked to promote healthy
communities and neighborhoods. Decisions
that determine health are largely determined
by where we live, work, play, pray, shop, and
grow old. Living near welcoming parks and
public spaces provides residents with places to
play, connect, learn, refresh and be physically
active—all good for improving health outcomes.

However, far too many community parks
are not welcoming or safe. As part of its
mission, HEC wanted to find a way to not
only demonstrate the success of their Invest
Health project in Roseville, California for grant
providers and funders, but also inspire the next
generation of youth, particularly those living in
communities that are under-funded and undermaintained, to be empowered as community leaders now and in the future.
3fold came up with the idea to do a children’s
book designed to tell this story. Using grant
reports, funding applications, and community
meeting notes, we crafted a fictional narrative
aimed at reaching kids between the ages of 5
and 8. The goal for this was to reach children at
an age when they are learning to understand
and engage in the world, as well as to give
parents a tool for talking with their children
about the struggles facing their neighborhoods
and find opportunities for change.
“I’m sorry, Nina,” she said.
“There are people I don’t know on the field.

Let’s have a dance party instead!”
“When I visit my friends in other neighborhoods,
we go to their parks.”
They have happy trees and green grass.

They have colorful playgrounds with lots of kids and dogs playing.

They have playing fields full of teams and cheering families. #9..
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28 Transforming Rural
Public Transportation:

Nevada County Public
Transportation,
Rebranding
Public transportation is a vital resource to many
Americans, with the majority of its systems
serving the country’s rural communities
(1,308 rural versus 945 urban public transport
systems). These smaller rural systems serve
as lifelines for communities across the United
States, including Nevada County, where nearly
70% of its residents live in unincorporated
portions of the county. (Source: Nevada County
Executive Report)
Nevada County, a thriving set of communities
nestled in the foothills of Northern California,
centered between the Sacramento Region
and Lake Tahoe had a fairly well-utilized but
outdated public transportation system, looking
to refresh its image and increase ridership,
leaving behind its outdated Gold Country Stage
name and branding.

After a thorough research and discovery phase,
3fold rebranded Gold Country Stage into
Nevada County Connects.

AFTER REBRANDING,

NEVADA COUNTY CONNECTS

RIDERSHIP INCREASED
16% IN 2022
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29 To truly figure out how to solve the system’s
outdated branding and perception challenges,
we had to immerse ourselves in the community
and the experience of riding Gold Country
Stage. Our creative team took a boots-onthe-ground approach, riding every fixed route line and exploring the on-demand
services throughout the county. Meanwhile,
our team conducted independent research
and held multiple stakeholder interviews with
county staff, elected officials, and community
members.

With a vision to align the brand’s simplicity
and efficiency with an updated map and
signage, 3fold embarked on a creative
journey to revolutionize how Nevada County
Connect communicated with its riders and the
community. We focused on:
• Streamlined simplicity: Significantly
reducing the visual “clutter” displayed on
original maps and embracing the minimalist
essence of the brand to enhance clarity
• Consistent integration: Leveraging the
stylistic elements of the updated map to
promote Nevada County Connects across
various platforms to create cohesive brand
messaging
• Brand Perception: Few residents were
aware that Gold Country Stage was a
public service of Nevada County and
negatively affected their perception of the
former brand
Impact:

The collaborative partnership between Nevada
County and 3fold Communications yielded not
only modern, beautiful, and functional design
solutions but also engendered a positive effect
on ridership, enhancing connectivity for a broad
spectrum of community members to access
vital services, employment opportunities, and
recreational pursuits. These outcomes stand
in marked contrast to the prevailing trend of
diminishing national public transportation
ridership, as reported by CNBC.
“Working with 3fold
Communications has been a
fantastic experience. We hired
them for a transit system
marketing project which
included the development and
implementation of a communitybased initiative.

Throughout the project Carolyn
provided great leadership and
direction when our team was
unfocused, laughter when
enduring design challenges, and an
understanding of our diverse local
culture and how that is driving the
project.
3fold was the perfect partner for
our proiect.”
– RobinVan Valkenburgh,
Transit Services Manager
at Nevada County Transit
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30 Removing Recycling
Confusion for Sacramento
County residents:

County of Sacramento,
SacGreenTeam Organics
Recycling Campaign
Sacramento County residents were confused
about what recyclables could be placed in the
curbside recycling cart.

Per cart checks, customers continue to
“wishcycle” by putting unacceptable items in
the recycling cart, thinking that may be sorted
for recycling at a processing facility.

To add to the confusion, since July 1, 2022,
the SacGreenTeam’s curbside customers are
required to put organic material into their green
waste cart instead of their trash cart.
21,000

WEBSITE VISITS
80%

NEW WEBSITE USERS
15%

OF RESIDENTS GAVE ORGANICS

RECYCLING A TRY
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31 To cut through the confusion we utilized two
types of Social Norm marketing to influence
positive behavior change.

1. “Static norms” – These are the types of
actions we believe our community and family
and friends are all doing. In practice, it’s best to
use static norms to show that a majority of a
group are performing the same action.

2. “Dynamic norms” – A dynamic norm displays
a shift in actions: how a behavior is becoming
increasingly common. When we are seeing
shifts but still not at a place where we can
point to a static norm or majority, we utilized
encouraging messaging to illuminate those
shifts.

Impact
3fold’s campaign cut through the clutter, shifted
behavior, and broke the “wishcycle”.
21,000 people visited RecycleReboot.com
during the campaign to learn tips, tricks, and
how to incorporate organics recycling into their
routines.

Nearly 80 percent of those people were new
users, meaning roughly 15 percent of the
SacGreenTeam’s customer base sought out
additional information and were willing to give
organics recycling a try.

Proposal for City of Sacramento
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32 References
Robin Van
Valkenburgh
Nevada County, Transit
Services Division
Phone: 530-477-0103
Robin.vanvalkenburgh@
co.nevada.ca.us
Debbie
Oto-Kent
Health Education Council
Founder, Chief Executive
Officer (CEO)
Phone: 916-556-3344
[email protected]
Brenda
Bongiornio
County of Sacramento,
Department of Waste
Management & Recycling
Public Information Officer
Phone: 916-216-5825
[email protected]
OTHER RECENT CLIENTS WE’VE
WORKED WITH ON SIMILAR PROJECTS:

California Mobility Center
California School Boards Association
California State University, Fullerton
City of Fairfield
County of Sacramento Department of
Waste Management & Recycling
County of Santa Clara Public Health
Department
Los Rios Colleges
Los Rios Colleges, Office of Workforce
Development
Los Rios Colleges Foundation
Nevada County
Public Library Partnership
Sacramento Metro Chamber
Sacramento Region Community
Foundation
San Diego College of Continuing Education
San Diego and Imperial Counties
Community College Consortium
Santa Barbara Community College District
Southern California Library Cooperative
Yolo County Children’s Alliance
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33 Cost, Schedule
and Deadlines
Cost Proposal
Our intention in working with the City of Modesto is to make your resources go farther. Our proposed cost breakdown includes services, external budgets, resources, and more to ensure our marketing solutions are complete, competent, and compelling.
3fold uses a blended hourly rate across our team of $200. This ensures the City has access to the full spectrum of the team without incurring additional costs based on seniority of expertise. Additionally, we are adept at fitting within public agency payment systems and structures.

The following cost proposal is an estimate based on the City of Modesto’s stated scope of work and our experience working with the outreach needs of systems like yours. This budget serves as a starting point; upon contract award, we’re happy to identify updated budgets to better align with the City’s priorities.

Major Phases of Work Schedule + Associated Cost
Year 1 (2023-24)
TOTAL HOURS - 715 | TOTAL YEAR 1 BUDGET: $368,000
Services: $143,000 | Gross Media: $125,000 estimated | Production Budget: $100,000 estimated Team Phase Task Hours/Cost
Quarter 1 TOTAL Q1 HOURS: 193 / $38,600
Director of Client
Strategy, Account
Manager, Planning
Director
Review and Planning
Initial client meetings to
understand needs, expectations,
and priorities
• Project kickoff
• Work plan development
• Client brief development
25 hours
($5,000)
Consultants, VP of
Insights, Planning
Director
Review of existing messaging and
current marketing strategies
• Research and development
• Client review meetings
• Editing
54 hours
($10,800)
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34 VP of Insights,
Planning Director
Develop persona-centric
messaging and strategies
• Messaging development
• Strategy development
• Client review meetings
• Editing
46 hours
($9,200)
Director of Media,
Jr. Art Director,
Planning Director,
Account Manager,
Copywriter
Campaign
Development
Social media campaign
development
• Creative brief development
• Creative concepting
• Media planning
• Client review meetings
• Editing
47 hours
($9,400)
Director of Media,
Media Coodinator,
Account Manager
Graphic Design
Digital designs for social media
Begin print designs for potential
outdoor advertising
• Campaign production
• Client review meetings
• Editing
21 hours
($4,200)
Quarter 2 TOTAL HOURS: 318 ($63,600)
Director of Media,
Media Coodinator,
Account Manager
Campaign Execution
and Monitoring
Social media campaign
• Campaign management
• Client meetings
• Monthly reporting and
recommendations for
optimization, when needed
160 hours
($32,000)
Production
Manager, Jr.

Art Director,
Copywriter, Account
Manager
Audio and Video
Content
Production for promotional videos
and podcast content planning
• Production management
(sourcing, procurement,
negotiation)
• Content production
• Client meetings
60 hours
($12,000)
Account Manager,
Production Manager
Launch crowd sourcing campaign
for video content
• Campaign production
• Campaign launch
36 hours
($7,200)
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35 Jr. Art Director,
Copywriter, Graphic
Designer
Graphic Design
Continued design support
• As-needed graphic design
services
• Client meetings
• Editing
20 hours
($4,000)
Jr. Art Director,
Copywriter, Account
Manager
Review and Updates
Update the City’s brand guide, as
needed
• Brand refinement, including
copy and visual identity
requirements
• Client meetings
• Editing
42 hours
($8,400)
Quarter 3 TOTAL Q1 HOURS: 76 ($15,200)
Director of Media,
Media Planner,
Media Coordinator
Digital Advertising
Expansion
Incorporate additional channels
into social media campaign
• Media planning
20 hours
($4,000)
Production
Manager, Account
Manager
Collaboration and
Exploration
Initiate collaborations with local
influencers and podcasters
• Explore local radio spots and
partnerships
• Production management
• Content production
24 hours
($4,800)
Production
Manager, Account
Manager
Content Production
Continue video and podcast
production
• Content production
32 hours
($6,400)
Quarter 4 TOTAL Q1 HOURS: 128 ($25,600)
Production
Manager, Media
Coordinator,
Account Manager
Outdoor Campaigns
Plan outdoor installations
• Production management
• Content production
28 hours
($5,600)
Account Manager,
Director of Client
Strategy
Reporting and
Optimizations
Regular meetings to discuss
metrics and strategies
• Business review
24 hours
($4,800)
Account Manager,
Director of Client
Strategy
Monthly reporting on social media
campaign performance
• Day-to-day management
• Reporting
76 hours
($15,200)
•
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36 Year 2 (2024-25)
Estimated timetable based on Y1 performance; we will refine upon contract award to pace quarterly.

TOTAL HOURS - 500 | TOTAL YEAR 2 BUDGET: $250,000
Services: $100,000 | Gross Media: $100,000 estimated | Production Budget: $50,000 estimated Team Phase Task Hours/Cost
Consultants,
Planning Director,
Account Manager,
Director of Client
Strategy
Scaling and
Expanding
• Based on Y1 performance,
scale the most effective
campaigns
80 hours
($16,000)
Director of Media,
Media Coordinator,
Account Manager,
Director of Client
Strategy
Continuous
Monitoring
• Media monitoring to track city
mentions and trending topics
120 hours
($24,000)
Production
Manager, Media
Planner, Account
Manager, Jr. Art
Director, Copywriter
New Content
Production
• Additional video, podcast, or
content production $50,000
Account Manager,
Director of Media,
Director of Client
Strategy
Regular Updates
and Meetings
• Continuous updates to the
brand guide, regular meetings,
and monthly performance
reports
300 hours
($60,000)
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Thank You
Thank you for the chance to introduce ourselves.

We hope this proposal showed you our passion and
commitment to the City of Modesto and its future. We
can’t wait to build meaningful work alongside you.
#9..
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PUBLIC RELATIONS AND

MARKETING SERVICES
Proposal submitted to: City of Modesto
Proposal submitted by: Tripepi Smith
Date of Submittal: November 7, 2023
Valid for 90 days
Submitted By:

Ryder Todd Smith, Co-Founder & President
Jennifer Vaughn, Director
#9..
- 483 -
City of Modesto / Proposal: RFP #2324-36
2 LETTER OF TRANSMITTAL
Thank you for the opportunity to present Tripepi Smith’s offerings in response to the City of Modesto’s interest in garnering support for public relations and marketing services specific to the City. Tripepi Smith will adhere to the provisions described in the RFP without modification.

I affirm that I am the contact person responsible for this response and have the authority to bind Tripepi Smith for this proposal, which is valid for 90 days after submission.

Regards,
Ryder Todd Smith
Tripepi Smith & Associates
Co-Founder & President
[email protected] • (626) 536-2173
PO Box 52152, Irvine, CA 92619
#9..
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City of Modesto / Proposal: RFP #2324-36
3 TABLE OF CONTENTS
LETTER OF TRANSMITTAL...........................................................................................................2 COVER LETTER.............................................................................................................................4 PROJECT UNDERSTANDING AND APPROACH .........................................................................5 QUALIFICATIONS OF CONSULTANT STAFF AND SUB-CONSULTANT STAFF.........................7 EXPERIENCE OF FIRM .................................................................................................................8 COST, SCHEDULE & DEADLINES..............................................................................................15 APPENDIX A: RESUMES.............................................................................................................20

#9..
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City of Modesto / Proposal: RFP #2324-36
4 COVER LETTER
Tripepi Smith is pleased to submit this proposal in response to the City’s Request for Proposals for Public Relations and Marketing Services. Our team has a proven track record in assisting municipalities with their Public Information Officer responsibilities. In alignment with the City’s objectives and goals, we propose a Time & Materials approach that offers flexibility to meet the City’s unique needs.

Tripepi Smith is a team of more than 50 communication experts—robust enough to offer experienced and effective professionals for the job, yet small enough to be nimble and responsive. We offer a spectrum of skills that allows us to match the appropriate resource to the task at hand, letting us execute faster and reduce engagement costs. The result: we have the ability to tell a complete story across mediums, all within our one team. The City will need only one communications partner. We’ve identified a multi-faceted team to fulfill the City’s outreach needs. However, we are prepared to bring on any other Tripepi Smith teammate to contribute to best capturing Modesto’s story.

This proposal contains an explanation of Tripepi Smith’s understanding of the City’s goals, as well as our approach to partnering in accomplishing them. We also review the experience of our firm and the proposed project team, as well as provide an overview of approximate costs for the City to consider.

Lastly, we provide the City with a selection of references geographically approximate to the City, including many that have been served by the very members of our proposed project team for Modesto, as well others who have requested similar services.

Financial Disclosure
Tripepi Smith is privately held and owned by Ryder and Nicole Smith. Each owns 50% of the company’s equity. There are no other investors. Tripepi Smith has never filed for bankruptcy nor had a legal claim made against the firm. The firm has been profitable every year since 2009 and carries substantial financial reserves equivalent to one month of total revenue.

Authorization
I affirm that I have the legal authorization to bind Tripepi Smith into agreements with the City and to make the statements below on behalf of the firm. I have received all the amendments/addenda and agree to the City’s terms and conditions in its RFP and Standard Agreement for Professional Services.

This proposal is valid for 90 days from the date of submission.

We look forward to the opportunity to help tell the story of Modesto and highlight your status as a center of art and innovation for the benefit of your residents, customers, businesses and visitors.

Regards,
Ryder Todd Smith
Tripepi Smith & Associates
Co-Founder & President
[email protected] • (626) 536-2173
PO Box 52152, Irvine, CA 92619
Ryder is the main contact person throughout the RFP review process. #9..
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PROJECT UNDERSTANDING AND APPROACH
Per the City’s RFP, Modesto is seeking a partner in developing and executing on an “overall work program of the marketing, media relations and crisis communications, community engagement affairs, and website and social media functions.“
Tripepi Smith understands that we would be reporting directly to the City Manager in partnership with the Community & Media Relations team performing duties on an as-needed basis. These needs will vary from advertising across a variety of mediums and platforms (radio, television, print, digital) and may extend into video and audio needs including script work, filming and editing. The City may also tap into graphic design needs to support marketing campaigns and various projects ranging from social media and websites to posters and brochures. Tripepi Smith will also make the necessary updates to the City’s Branding Guide as new templates or edits arise. Additionally, we will be called upon for weekly project management and consulting that includes reports on metrics to demonstrate key performance indicators and media monitoring.

We propose a fixed team to partner with the City in weekly meetings to provide the foundation for strategic direction on communication and media efforts. We will also tap into additional team members when necessary for the special projects such as graphic design, videography, animation or translation. Our team has expertise in website development and maintenance, ADA compliance, digital advertising placements and other requirements needed to successfully promote City initiatives.

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6 Tripepi Smith’s Approach
Tripepi Smith has extensive experience with all aspects of the requested scope of work, and a track record of success in helping public sector clients educate and engage various stakeholder groups.

Tripepi Smith can confidently execute on each area of Modesto’s request.

General Project Management
Tripepi Smith begins all engagements with a kickoff meeting with the client to: introduce personnel to one another, define Key Performance Indicators (metrics, goals and timelines); review project management processes and tools; and ensure each team member has a full understanding of their responsibilities.

Tripepi Smith primarily uses the following tools to manage projects:

Google Workspace for email, creating real-time collaborative documents and instant messaging
Zoom or Google Meet for conference calls
Hootsuite and Sprout Social for social media management Meltwater for social media and media monitoring
Kantata for project/task management, internal project status updates and time entry Dropbox File Management: full cross-team file access, client file review and/or transfer These project management tools enable project manager(s) to quickly determine a project’s budget status, review the schedule of tasks and send rapid notifications to the whole team if issues arise.

Quality Assurance
Tripepi Smith abides by a rigorous procedure of internal review before a draft deliverable ever makes it to a client. Principals, Directors and Senior Business Analysts are all in the upper echelon of the workflow, providing quality assurance of work products created by the rest of the team. Clients then have opportunities to provide feedback–via Dropbox, Google Workspace, email and/or phone calls– on each iteration of a given deliverable.
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7 QUALIFICATIONS OF CONSULTANT STAFF AND SUBCONSULTANT STAFF Tripepi Smith employs over 50 staff members with expertise in all facets of communication and outreach. We don’t anticipate needing to sub-contract any services.

Senior Business Analyst Kaitlyn Wu will act as the City’s Account Manager, overseeing all aspects of the engagement. Principal Jon Barilone will act a strategic advisor provide his cell phone number to staff and remain available 24/7 to answer questions, develop strategies and otherwise advance the engagement. Business Analyst Peter Johnson will serve as Project Manager handling logistics, coordination and project management. Junior Business Analyst Mia Valenzuela will fulfill client requests as assigned. Resumes for this team are included in Appendix A at the back of this proposal.

This core project team will have dedicated availability to steer the Modesto engagement. This also parlays into dedicated time to support the City on immediate notice and under time constraints. Of course, Tripepi Smith is a collaborative firm with many skillsets available. Any Tripepi Smith staff member may be brought onto Modesto’s project team to assist with the City’s needs. Tripepi Smith may assign or swap resources as needed to address client-specific needs or to leverage certain expertise when needed, but only after City approval.

Visit www.TripepiSmith.com/Our-Team to meet the rest of the Tripepi Smith team.

Jon Barilone
Principal
Kaitlyn Wu
Sr. Business Analyst
Peter Johnson
Business Analyst
Mia Valenzuela
Jr. Business Analyst
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8 EXPERIENCE OF FIRM
Projects of Similar Scope
Tripepi Smith has had the privilege of providing communication support to almost 200 public agencies throughout California (see next page). The following are just some sample engagements that align with the services and scope the City has requested in its RFP.

1. Tripepi Smith has supported the PIO at the City of American Canyon for a few years now.

Initially, the City engaged Tripepi Smith to provide a range of services, namely on-demand crisis communications support and an audit of its Vision website. Tripepi Smith now provides services spanning a platforms review of the City’s current communication platforms, tapping into our policy strategy expertise, graphic design, writing support, video production, event management and facilitation for community forums, photography, media outreach, social media management, communications and leadership strategy, metrics reporting, website content updates, copywriting services and quarterly planning meetings with executive staff.

Project Team: Principal Jon Barilone, Senior Business Analyst Kaitlyn Wu, Business Analyst Kalee Cummings, Junior Business Analyst Kayla Cao

2. Tripepi Smith has worked with the City of Hercules since 2021. The City first engaged Tripepi Smith to educate voters on a lighting and land use measure. Several years later, it pursued ongoing communication support in the form of social media management and monitoring, content creation and metric reporting. Hercules also looks to Tripepi Smith for strategic outreach advice, engaging in bi-weekly and quarterly discussions about communication opportunities across the City. Lastly, Tripepi Smith conducted an express communications assessment evaluating City outreach tools and protocols, as well as recommendations for optimizing them.

Project Team: Director Jennifer Vaughn, Creative Director Kevin Bostwick, Senior Business Analyst Melanie James, Business Analysts Peter Johnson and Cailyn Thompson and Junior Business Analyst Mia Valenzuela

3. Tripepi Smith has supported the City of Napa since late 2019. While the City originally engaged us for retainer services focused on social media creation and management, content writing and website support, the City quickly expanded our engagement to include ad hoc graphic design support, video editing, infographic design and HR outreach and promotion. In addition to drafting, scheduling and monitoring social media across all City platforms, Tripepi Smith has drafted written content such as letters from the City Manager, press releases and radio scripts. We have also completed detailed financial infographics that outlined the potential effects of COVID19 on City finances (one of these infographics was featured in a MarketWatch article), wrote and #9..
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9 designed its 2020 State of the City booklet, edited videos that told the story of local business and City support throughout the pandemic, conducted voter outreach and more.

Project Team: Principal Jon Barilone, Senior Business Analyst Kaitlyn Wu, Business Analyst Kalee Cummings, Junior Business Analyst Kayla Cao
Client References
Description
City of Orinda
David Biggs
City Manager
925.253.4222
[email protected]
22 Orinda Way, Orinda, CA 94563
Social media management and monitoring, graphic design, strategic communications plan, dashboard reporting, quarterly flyer, media intelligence services, metrics reporting, website review content, news articles.

Period: 2021 to present
Dollar Value of Services Provided: $80,000/year | $5,220/monthly retainer | $17,360 available for annual T&M work
Project Team: Kaitlyn Wu, Skyler Addison
City of Hercules
Dante G. Hall
City Manager
510.799.8200
[email protected]
111 Civic Drive, Hercules, CA 94547
Strategic communications support, written content development (press releases, news articles), social media management, graphic design, email newsletter design, language translation, photography, ballot measure outreach/education, digital metrics gathering and analysis
Period: 2021 to present
Dollar Value of Services Provided: $80,000/year | $6,550/monthly retainer
Project Team: Jennifer Vaughn, Peter Johnson, Mia Valenzuela City of Foster City
Louis Sun
Public Works Director
650.286.3253
[email protected]
610 Foster City Blvd, Foster City, CA
94404

Levee Improvements Project: Website development and content updates, social media content development and monitoring, weekly e-newsletter production, monthly metrics reporting, constituent hotline and email inquiry management, event planning and facilitation, graphic design support, animated video production, development of press releases and other content, project management/weekly check-in calls.

Period: 2021 to present
Dollar Value of Services Provided: NTE: $133,408.80/year | $6,825/monthly retainer
Project Team: Jen Nentwig, Melanie Moore, Ethan de la Pena, Melanie James
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10 Description
City of American Canyon
Jen Kansanback
Communications Manager
707.647.5355
[email protected]
4381 Broadway, American Canyon, CA
94503

Strategic communications support, crisis communications support, social media management, written content (press releases, articles), media relations, photography, videography, graphic design, annual reports, e-newsletters, website content support, website technical support, metrics gathering and analysis
Period: 2018 to present
Dollar Value of Services Provided: $157,000.00 for annual T&M work Project Team: Jon Barilone, Kaitlyn Wu, Kalee Cummings, Kayla Cao Firm Background & Experience
Tripepi Smith excels at public affairs. We work in a complex environment where successful communications go hand-in-hand with marketing and technical expertise. As a full-service public affairs and creative services firm, Tripepi Smith delivers strategy, outreach and design tailored for local government, public agencies, nonprofits and private companies—each strongly represented in our client list.

At Tripepi Smith, experienced Directors and Analysts drive strategy and implement messaging. Fulltime creative professionals generate compelling branding, websites, design, social media, photography and video. The collaboration between Creative Services and Analysts keeps communications engaging and on-message, and a diversity of skillsets and expertise allows Tripepi Smith to offer clients exactly the level of service they need.

Additionally, printing, niche website development needs or for mailing, we may use subcontractors.

These are often determined at the time of the need, so it is difficult to predict who that will be.

However, here is a list of potential firms or people we routinely subcontract with:
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11 InfoSend – Print and Mail House Services
DLS Printer Services – High-end Printing for Collateral Emily Baker – Voiceover Work
FlashVote – Scientific Surveying
Grounded in civic affairs: Co-founder and CFO Nicole
Smith is a 2nd-generation civic affairs professional (her father was a city manager for 30 years). Meanwhile, cofounder and president of Tripepi Smith, Ryder Todd Smith, brings over a decade of public agency marketing
and communications experience to the table.

Legal Structure and Financial Matters
Tripepi Smith is a California S Corporation. Ownership is equally split between Co-Founders Nicole D. Smith and
Ryder Todd Smith.

Tripepi Smith has been incorporated since 2002 and has
generated a profit every year it has been in operation.

We have never had a legal claim filed against us and
have never failed to fulfill a contract commitment.

Implementing Strategy & Engaging
Audiences
Tripepi Smith recognizes the important interplay of public affairs and design. It’s about presenting ideas that advance communities and public institutions. An important corollary to this is providing the creative services that can build materials to engage audiences and make ideas resonate. Tripepi Smith’s multi-faceted design team enables us to reach these goals and lead effective creative strategy.

Strategic
Tripepi Smith is a provider of technology, communications and public affairs services. We leverage our skills and experiences in each of these areas to deliver efficient, technologically driven communication solutions that reflect our deep understanding of local government. Our team has a strong record of working with public agencies, joint powers authorities and not-for-profit organizations throughout California to better engage and connect with their stakeholders and community.
“…solutions that reflect
our deep understanding
of local government.”
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12 Creative
Tripepi Smith’s creative professionals have worked with public and private clients on imagery, colors and graphic design in an array of projects. Our firm offers creative services that address not only traditional media such as print, websites, logo design and advertising but also non-traditional marketing services around email campaigns, social media, blogging, SEO, video production and more. This integrated approach to content development makes the process more efficient and more effective for clients.

Content x Distribution = IMPACT
Tripepi Smith was born in the digital era and brings significant technical skills to the table. Members of our team carry technical certifications in Hootsuite Social Media Marketing, Facebook Blueprint, Google Advertising, Google Analytics and Twitter Flight School, among others. We take digital platforms seriously and recognize how critical it is to not only develop great visuals and messaging, but to ensure the audiences we want to reach actually see that content. Without content distribution, there is no impact.
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13 Some of Our Clients
Tripepi Smith has been selected to work with approximately 200 local government agencies to help with their communications. We can provide you with contacts at any of these clients if desired and are confident you will find them to be quite happy with our services. Public agency clients we are actively supporting are bolded.

California City
Management
Foundation
City of Aliso Viejo
City of American Canyon
City of Azusa
City of Bellflower
City of Burlingame
City of Claremont
City of Coronado
(City of) Culver City
City of Cupertino
(City of) Daly City
City of Danville
City of Duarte
City of El Cerrito
City of Fountain Valley
City of Foster City
City of Fullerton
City of Gilroy
City of Grover Beach
City of Hawaiian
Gardens
City of Huntington
Beach
City of Indian Wells
City of Industry
City of Irvine
City of La Cañada
Flintridge
City of La Palma
City of La Puente
City of La Verne
City of Lake Forest
City of Laguna Hills
City of Laguna Niguel
City of Lancaster
City of Livermore
City of Lomita
City of Lynwood
City of Manhattan Beach
City of Manteca
City of Martinez
City of Millbrae
City of Morgan Hill
City of Murrieta
City of Napa
City of Norwalk
City of Orange
City of Orinda
City of Palm Desert
City of Palmdale
City of Paramount
City of Pismo Beach
City of Placentia
City of Pomona
City of Rancho Palos
Verdes
City of Rancho Mirage
City of Riverbank
City of Rolling Hills
Estates
City of Santa Ana
City of Santa Clarita
City of Santa Cruz
City of Santa Paula
City of Saratoga
City of Stanton
City of South Gate
City of Tracy
City of Vallejo
City of Vista
City of Walnut
(City of) Yuba City
Town of Windsor
County of Merced
County of Fresno
County of Sonoma
County of Santa Barbara
County of Kings
California Contract Cities
Association
CalChoice Energy CCA
California Joint Powers
Insurance Authority
Citrus Heights Water
District
Claremont McKenna
College
Costa Mesa Sanitary
District
El Toro Water District
Independent Cities
Association
Independent Cities
Finance Authority
Inland Empire Utilities
Agency
Institute for Local
Government
League of California
Cities
Municipal Management
Association of
Northern California
Municipal Management
Association of
Southern California
Orange County City
Manager Association
Orange County
Sanitation District
Palmdale Water District
Rowland Water District
San Gabriel Valley City
Managers’ Association
South Orange County
Wastewater Authority
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14 Team Tripepi Smith – Org Chart
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15 COST, SCHEDULE & DEADLINES
Per the City’s request, Tripepi Smith proposes a Time & Materials approach for this work to allow the City the flexibility to “ramp up” and “ramp down” efforts according to budget and priorities. Tripepi Smith staff will provide these services based on the hourly personnel rates listed below. However, some services, such as those identified in the Ongoing table on the next page may be suited for a monthly Retainer that allows the City to sustain communication efforts, with other elements, such as for graphic design, videography, digital advertising and photography being better suited for a Time & Materials (As-Needed) arrangement. 2023-24 Standard Hourly Rates
Title Hourly - Standard Hourly – Retainer
Principal $350 $295
Director $240 $215
Art/Creative Director $240 $215
Senior Business Analyst $190 $165
Business Analyst $130 $110
Junior Business Analyst $105 $90
Senior Videographer/Animator $190 $165
Senior Photographer $160 $135
Videographer/Photographer $120 $100
Senior Graphic Designer $175 $145
Graphic Designer $120 $100
Junior Graphic Designer $105 $90
Web Developer $195 $165
Drone Operator $195 $165
Council Chamber A/V Operator $105 $90
Billing
Time at Tripepi Smith is billed in 15-minute increments – i.e. we invoice our time in the following examples:

1.25, .75, 4 or 6.5 hours. Terms are net 30 days.
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16 Retainer Discount
When client monthly retainers exceed six-thousand-seven-hundred fifty dollars ($6,750) a month, they have access to our reduced Hourly – Retainer rates noted above. Otherwise, any ad hoc work done outside the scope of the Retainer would be at the Hourly – Standard rates.

Annual Increase
Tripepi Smith will increase the hourly rates and retainer fees for all resources by five percent (5%) or the national BLS Consumer Price Index — whichever is higher — each year on the anniversary of the contract, starting on the first anniversary of any contract when the contract duration is longer than one year. Otherwise, new rates will be negotiated with each new contract renewal period.

Ongoing Services
Below are approximate costs for an ongoing scope of services requested by the City. We recommend the following scope to initiate a strategy for the team to integrate with the City and establish a flow of work so when other projects arise, we can act swiftly with experience under our belts. We recommend pursuing these services on a Retainer basis in order to sustain outreach momentum. Tripepi Smith will clearly note and seek authorization for all services.

Deliverable Quantity/Notes
Project Management Leverages Senior Business Analyst (SBA), Business Analyst (BA) and Junior Business Analysts (JBAs)
Conduct weekly client checkin calls, provide check-in call recap outlining action items
and deadlines, advise on
media relations and strategy
Max. of 60 minutes per call plus
Approx. 11 hours monthly
TOTAL TASK COST $2,390.00
Media Intelligence Services Leverages SBA, BA, JBA
Search news and social media
for key terms and issues
impacting the City
Includes weekly email digest & monthly analytics
Fixed Monthly Rate
TOTAL TASK COST $495.00
Metric & Analytic Reporting Leverages JBAs
Produce regular report on key
performance metrics for external
communication channels: social
media, email, media mentions,
etc.
1 report per month (PDF file)
Approx. 7 hours monthly JBA
TOTAL TASK COST $735.00
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17 Deliverable Quantity/Notes
Quarterly Communication
Strategy
Leverages JBA and BA with oversight from SBA
Quarterly meeting with Dept.
heads to plan next year of
communication opportunities
Keeping centralized “Content
Calendar” updated throughout
the year for staff’s reference
Max. of 2 hours per meeting
Leverages Google Sheets
Approx. 7 hours JBA
Approx. 5 hours BA
Approx. 3 hours SBA
$1,955.00
City Council Agenda
Scanning
Leverages JBA with
support from BA
Monitor agendas to flag
upcoming issues
Approx. 2 hours JBA
Approx. 1 hour BA
TOTAL TASK COST $305.00
TOTAL MONTHLY COST $5,880.00

Estimated Costs by Deliverable
Below are approximate costs for other deliverables requested in the City’s RFP, available on a Time & Materials (As-Needed) basis.

Scope Element Price Notes
Pop-Up Events ~$3,600.00 Assumes two (2) up to two (2) hour workshops; travel costs included
Virtual Forum ~$2,455.00 Assumes one (1) virtual discussion up to three (3) hours
Advertising Fees &
Configuration
~$1,265.00 Boosting up to five (5) posts at
$200 per post
Web Content Development ~$1,910.00 Up to nine (9) hours of content development and maintenance
support
Curation of Email
Campaign
~$850.00 Limited to two (2) drafts/enewsletter; Includes issuing one (1) email newsletter to an existing
email list; City to generate
newsletter content
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18 Creation of Email
Campaign
~$1,050.00 Limited to two (2) drafts/enewsletter; Tripepi Smith to generate newsletter content with
City staff providing imagery and
details
Press Release/News Article ~$770.00 One (1) press release; approx. 500 words
Social Media Posts ~$1,255.00 Development of up to five (5) social media posts; social media graphic
design included
Video Production ~$10,450.00 Inclusive of one full-day shoot, equipment fees, travel costs
Quarterly Photoshop ~$5,500.00 Inclusive of one (1) full-day shoot.

Media Intelligence Services $495.00 - $825.00 Inclusive of scope below Graphic Design Website Hero Image -
$190.00

Print/Digital Short Format
Quarterly Newsletter -
~$1,175.00

Print/Digital Banner -
~$995.00

Print/Digital Flyer -
~$850.00
Limited to three (3) drafts per item:
two (2) drafts, final
Other Costs
Because Tripepi Smith offers a broad set of services, we have some other related fees that may come up during our engagement that we want to tell you about.

Equipment Fees
Tripepi Smith offers some services that require equipment, such as drone operations and video production.

As such, in those cases, the following rates apply:

Title Half Day Full Day
Video Equipment $400 $600
Drone Equipment N/A $500
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19 $600 for a full day of video equipment use (includes full set of video equipment). Full day is defined as a shoot lasting four (4) or more hours.
$400 for a half day of video equipment use. Half day is defined as anything up to four hours of video production.

All such expenses will be authorized by the organization prior to fee being assessed. $500/day drone fee applies and is not inclusive of the drone operator time (Drone Operator rate).

Print & Advertising Fees
Title
Client Pays
Directly Client Reimburses TS
Print costs, digital promotion, media placement No Fees 10% Print Costs: Tripepi Smith is happy to use a printer of the client’s choosing for print production work, or to recommend a printer with whom we have experience. Tripepi Smith typically has the printer bill the client directly for work. Tripepi Smith makes no money on print services and has no economic interest in the selected print vendor other than ensuring quality and fair pricing for our clients. If Tripepi Smith is asked to pay the bill for the client, we will apply a 10% agency fee to the reimbursement expense.

Digital Advertising: Tripepi Smith is a Google Partner and Constant Contact Solution Provider and has Facebook Certified staff. We consider digital platforms to be a cornerstone element of any outreach strategy; often this comes with digital advertising fees. Tripepi Smith typically uses a client’s credit card to cover such fees, and those fees are impossible to estimate at this time without our firm being engaged in the work with the team. If a Tripepi Smith credit card is used to run the advertising campaign, then we will charge an additional 10% agency fee on all advertising charges to compensate for the administrative overhead.

Media Placement: Purchase fees for advertising media space is not included on Tripepi Smith advertising proposals. Usually, clients contract directly with media, but in the event Tripepi Smith covers these fees, then we will charge an additional 10% agency fee on all advertising charges to compensate for the administrative overhead.

Tripepi Smith Partnership Discounts
Tripepi Smith has financial interest in certain related entities. These partnerships allow Tripepi Smith to offer clients extra media reach or additional services at partner pricing. Partnerships include:

PublicCEO — www.PublicCEO.com
Digital news about public affairs, reaching over 10,000 California government executives.

Civic Business Journal — www.CivicBusinessJournal.com
Digital interest stories about the people in local government.

FlashVote — www.FlashVote.com
Planning, implementing, measuring civic surveys.

TS Talent Solutions — www.TSTalentSolutions.com
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20 APPENDIX A: RESUMES
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21 JON BARILONE
TRIPEPI SMITH – PRINCIPAL 03/15 – PRESENT
● Provide key account project management, strategy and support for communication and marketing initiatives ● Develop content, direct staff and manage timely deliverables to ensure results for clients ● Mentor talent and provide innovative leadership on new marketing efforts and platforms CONNECTED LEARNING ALLIANCE – COMMUNITY MANAGER 09/11 – 03/15 ● Lead development and reporting of metrics for measuring growth of a distributed, international community ● Oversaw all aspects (programming, production, etc.) of webinar series that reached over 135 countries CORINTHIAN COLLEGES – SOCIAL MEDIA SPECIALIST 07/09 – 09/11 ● Grew and managed online communities that spanned three brands with over 30,000+ total members ● Developed brand sentiment scoring system to produce customized monthly reports for executives SEOP, INC. – DIRECTOR OF ONLINE REPUTATION MANAGEMENT 04/08 – 05/09 ● Spearheaded brand-new company service, turning it into a $200,000+ business within one year ● Improved client retention rates & decreased client attrition rates by enhancing company's own digital footprint

EDUCATION
CLAREMONT MCKENNA COLLEGE – CLAREMONT, CA
● Bachelor of Arts in English/Literature

PROFESSIONAL DEVELOPMENT
● CAPIO “Social Media Academy for Government Communicators” Workshop 03/19 ● Nextdoor for Public Agency Administrators Training 11/18 ● CAPIO “Back to Basics – for PIOs by PIOs” Workshop 10/16 ● UCI Extension Public Policy Making Academy II 05/16
● USC Executive Education Forum for Policy and Administration 11/15 ● Davenport Inst. for Public Engagement & Civic Leadership – Advanced Public Engagement for LocalGov 07/21 ● CAPIO Emergency Communications Academy 05/22

CERTIFICATIONS
● Siteimprove Academy: Digital Governance by Design 10/20 ● Google Ads Video 04/20
● Twitter Flight School Video 04/20
● UDEMY: The 2019 Complete SEO Course 08/19
● Google Academy for Ads: YouTube & Google My Business 04/19 ● Twitter Flight School 05/18
● Hootsuite Social Marketing 03/16
● Sprout Social Agency 04/21
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22 KAITLYN WU
TRIPEPI SMITH – SENIOR BUSINESS ANALYST 06/22 – PRESENT ● Serve as account manager across numerous clients overseeing strategy, budget and execution of communication initiatives ● Function as leader project manager ensuring timely completion of deliverables and upholding quality assurance processes ● Produce client newsletters, press releases, web content, articles and thought leadership pieces ● Conduct market research and offer strategic insights
ELSINORE VALLEY MUNICIPAL WATER DISTRICT – COMMUNITY AFFAIRS SPECIALIST 12/19 – 06/22 ● Wrote, edited and publish content for District publications including newsletters, eblasts, press releases, Water Quality Reports, articles and more – reaching 159,000 customers annually ● Partnered with subject matter experts to synthesize information and produce clear copy that increased public engagement with District programs
● Managed the District’s water education programs, engaging over 10,000 students each year through tours, career prep, teacher training, classroom presentations, field trips and contests ● Collaborated with leadership to assess District needs, create strategic communications goals and implement new programs CALIFORNIA BAPTIST UNIVERSITY – INTERNATIONAL ADMISSIONS SPECIALIST 05/16 – 12/19 ● Developed copy for webpages, eblasts and online applications, driving conversion of initial leads to applicants and enrolled students
● Oversaw the Visits and Events program for prospective international students, contributing to enrollment goals and building CBU’s global reputation
● Utilized Salesforce to increase efficiency, analyze data and provide quality customer service to prospective students CALIFORNIA BAPTIST UNIVERSITY – FOCUS COORDINATOR 12/14 – 12/15 ● Recruited and interviewed first-year orientation leaders ● Organized and implemented training programs, equipping student leaders in public speaking, teaching and academic advising ● Assisted in university retention efforts, serving as a liaison between staff and incoming students

EDUCATION
● Bachelor of Arts in Public Relations and Psychology – California Baptist University – Riverside, CA

CERTIFICATIONS
● Hootsuite Social Marketing 06/22
● J. Lindsey Wolf Certificate in Communications (CAPIO) 04/22

SOFTWARE
● Hootsuite
● Canva
● Google Suite ● Microsoft Office Suite
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23 PETER JOHNSON
TRIPEPI SMITH – BUSINESS ANALYST 06/23 – PRESENT
● Perform consistent communications and project management support ● Create and publish social media, e-newsletters, press releases and website content ● Develop communication strategies to execute client initiatives SAN LUIS OBISPO NEW TIMES – ASSISTANT EDITOR 09/18 – 06/23 ● Reported, wrote and published 3-4 articles per week about San Luis Obispo County public affairs ● Co-directed newspaper’s editorial coverage
● Managed and created engaging content for company social media accounts ● Edited and managed multiple staff and freelance writers SAN LUIS OBISPO NEW TIMES – STAFF WRITER 01/16 – 08/18
● Reported, wrote and published 3-4 articles per week about San Luis Obispo County public affairs ● Managed and created engaging content for company social media accounts STANFORD COMMUNICATION DEPARTMENT – RESEARCH ASSISTANT 06/14 – 09/16 ● Assisted Professor James T. Hamilton with his 2016 book, Democracy’s Detectives ● Researched chapter topics and produced in-depth memos ● Copy-edited and proofread manuscript and created index ● Planned 2015 journalism conference convening national expert panelists

EDUCATION
● Bachelor of Arts in Communication – Stanford University – Stanford, CA

PROFESSIONAL DEVELOPMENT
● UCI Public Policy Making Academy II 03/20
● CAPIO “Facebook and Instagram for Government” Workshop 12/19 ● League of California Cities Crisis Communications Workshop 05/17

CERTIFICATIONS
● Hootsuite Social Marketing 06/23

SOFTWARE
● Google Suite
● Adobe Creative Suite
● Constant Contact
● Hootsuite
● Canva
● Microsoft Office Suite
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24 MIA VALENZUELA
TRIPEPI SMITH – JUNIOR BUSINESS ANALYST 06/23 – PRESENT ● Conduct market research to provide client insights
● Manage social media and respond to public questions
● Write stories and press releases for the firm’s website and city clients BARNES AND NOBLE BOOKSTORE – BOOKSELLER 06/21 – 01/23
● Effectively multi-tasked and took initiative in fast-paced, client-facing role ● Attended to customer needs with compassion and a commitment to company’s service values ● Responded to telephone communications while balancing sales floor duties ● Fulfilled customer orders and inquires through Bookmaster software NINTH STREET HOOLIGANS A CAPPELLA – PRESIDENT 12/21 – 12/22 ● Coordinated rehearsal and event schedules for 15 members ● Efficiently communicated with team and external collaborates regarding event planning, performance preparation and budget needs according to deadlines
● Demonstrated follow-up and follow through when facilitating group’s participation in performances such as the SoCal A Cappella Music Festival to audience of 2500
● Organized annual off-campus community retreat with outside venue within allocated budget ● Created promotional content for Instagram using Canva and V photo and video editing services to advertise new member recruitment and performance events
SCRIPPS EATING DISORDER ALLIANCE – COMMUNICATIONS OFFICER 08/20 – 08/21 ● Researched eating disorder education, size inclusivity, mental and physical health related topics ● Generated promotional and educational social media content for Instagram using Canva

PROFESSIONAL DEVELOPMENT
● Scripps College Emerging Professionals Programs – 2023 Cohort

EDUCATION
● Pursuing Master of Business Administration – Drucker School of Management, Claremont Graduate University – Claremont, CA ● Bachelor of Arts, English, Concentration Creative Writing – Scripps College – Claremont, CA

CERTIFICATIONS
● Hootsuite Social Marketing 06/23
● Sprout Social 07/23

SOFTWARE
● Google Suite ● Microsoft Office ● Canva
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City of Modesto
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Transmittal Letter
RFP 2324-36 Public Relations and Marketing Services Transmittal Letter CARE OF:

DeAnna Christensen, Director of Finance
City of Modesto
Re: Response to Request for Proposals (RFP) for Public Relations and Marketing Services.

I am writing on behalf of Serotonin Creative Consultancy to express our sincere interest in providing Public Relations and Marketing Services to the City of Modesto, as detailed in the RFP for the aforementioned project. We are excited about the opportunity to collaborate with the City and contribute to its ongoing success and growth. Serotonin Creative Consultancy has a proven track record of delivering exceptional marketing and public relations services to various organizations, including government agencies, businesses, and non-profit entities. Our commitment to excellence, creativity, and professionalism sets us apart, and we believe that these qualities align with the City of Modesto's goals and values.

OUR QUALIFICATIONS FOR THIS PROJECT INCLUDE:

Extensive Experience: We have successfully executed numerous marketing and public relations campaigns in various sectors, including government entities. Our experience in the field equips us to develop effective strategies and campaigns tailored to the City's unique needs and objectives.

Expert Team: Our dedicated project team consists of seasoned professionals with a deep understanding of the marketing and public relations landscape. We are confident in our ability to design and implement a comprehensive plan that will maximize the City's visibility and engagement with its community.

Proven Results: We have a strong history of delivering measurable results for our clients, including increased community engagement, improved brand recognition, and successful communication strategies. We are dedicated to achieving similar outcomes for the City of Modesto.

Innovative Approach: We are committed to staying at the forefront of industry trends, harnessing best practices, and embracing the latest tools and technologies to ensure that our marketing and public relations efforts remain cutting-edge and effective. We Acknowledge and agree to be bound by the representations in this proposal during the term of the agreement. This proposal is valid for a period of 90 days. Enclosed, please find our proposal in response to the RFP for Public Relations and Marketing Services. We are excited about the potential collaboration and look forward to the opportunity to contribute to the City's growth and success.

Sincerely,
Casey Hogue
Founder & Executive Creative Director (Principal-in-Charge) #9..
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Requirements Outline
RFP 2324-36 Public Relations and Marketing Services Table of Contents Transmittal Letter/Cover Letter
Project Understanding and Approach
1A: Statement of Understanding
1B: Our Approach
1C: Staffing Model
1D: Anticipated Supporting Roles & Estimated Hours Ranges by Role Qualifications of Consultant Staff and Sub-consultant Staff 2A: Key Staff Qualifications
Experience of Firm
3A: About Serotonin Creative Consultancy
3A: Company Overview
3C: What Makes Serotonin Different
3D: Summary of Qualifications & Compatibility
3E: Project Management & Account Stewardship
3F: Services & Capabilities Overview (with NAICS Codes) 3G: Client Roster
3H: Portfolio Case Studies
3I: Client References
Cost, Schedule & Deadlines
4A: Project Scope with Budget Estimate
4B: Proposed Timeline
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RFP 2324-36 Public Relations and Marketing Services Cover Letter Cover Letter
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©2023 Serotonin Creative Consultancy
Serotonin Creative Consultancy, a locally rooted creative firm dedicated to enhancing social and environmental impact, is thrilled to present a proposal for the opportunity to support the City of Modesto in its PR and Marketing efforts to engage with the community.

Two years ago, I made a career-changing decision to leave my role as the Creative Director at E&J Gallo Winery. This decision led to the founding of Serotonin Creative Consultancy, with our primary goal being to focus on building and promoting purpose-driven brands and organizations in both the public and private sectors. Since then, we've had the privilege of collaborating with businesses, thought leaders, content creators, government agencies, non-profits, and NGOs of all sizes.

Our mission has been to assist them in effectively conveying their narratives, connecting with their target audiences, and building enduring relationships. Our portfolio includes projects with organizations like the Modesto Children's Museum, Stanislaus 2030, BEAM Circular, and the City of Modesto, all of which are committed to creating transformative impact in the Central Valley.

Our Serotonin team, which includes Maggie Thill (Lead Strategist), Jo Fitzgibbon (Creative Director), and Anna Bornstein (Project Manager), all of whom I collaborated with on national marketing campaigns during my time at Gallo, is fully dedicated to helping public and private sector organizations establish strong brand foundations. We achieve this by strategically crafting engaging marketing campaigns through storytelling and design, ultimately forging lasting connections with their audiences.

With this opportunity, we aim to continue this work with the City of Modesto, specifically focusing on community building, storytelling, and amplifying the City's efforts in a positive light to enhance recruitment, economic development, and citizen engagement.

I am confident that my team and I are exceptionally qualified to support these goals and objectives for the city. We officially accept the terms and conditions of this RFP, have received all amendments and/or addenda, as well as the Standard Agreement for Professional Services, and we thank you for considering our proposal.

Sincerely,
Casey Hogue
Founder & Executive Creative Director (Principal-in-Charge) Serotonin Creative Consultancy
309 Griswold Ave, Modesto, CA 95350
510.697.5626
[email protected]
RFP 2324-36 Public Relations and Marketing Services Cover Letter Cover Letter
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RFP 2324-36 Public Relations and Marketing Services Project Understanding and Approach Project Understanding
and Approach
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©2023 Serotonin Creative Consultancy
As residents and fans of the City of Modesto, we look forward to supporting in-house staff in promoting the City’s recruitment, economic development, and citizen engagement. Many among our team transplanted here from other parts of the country and state. Others grew up locally. Even our extended team has become invested in the City through our shared experiences.

1. Proven Process. Our process starts with you and your audiences. Your extended marketing team should be easy to work with, focused on your needs, and obsessed with driving results. Learn more on “The Serotonin Creative Consultancy Approach” page right after this one.

2. Nimble, Needs-Based Staffing. We’ve built our consultancy specifically to be nimble. We’re able to surge and flex to bring in specialized talent tailored to specific needs. We will adhere to the City’s processes and standards for Key Staff, our employees and contractors, and any Subcontractors that may be warranted for specialized services. Find out more on the “Staffing Approach” page in this section.

3. Seasoned Marketing Pros. Our Core Team (Key Staff) team offers a depth of experience in the kinds of Advertising, Marketing Consulting, Reporting, and Graphic Design as described in your Scope of Work. Our more specialized experience includes recruitment and corporate relocation among other public and private sector skill sets that will help achieve the City’s goals. We’ve also worked with government clients at the local and national level.

4. Access to Best Practices. One of the benefits of extending your in-house team with external Consultants is access to our collective knowledge of best practices, whether that’s how the City shows up on social media or how to fix a nagging website code issue that just won’t go away.

Statement of Understanding
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The Serotonin Creative Consultancy Approach
RFP 2324-36 Public Relations and Marketing Services Project Understanding and Approach We take a holistic, integrated approach to each engagement. Each phase of the process builds on the previous to ensure we know what success looks like, drive efficiency and consistency, and that messages and how we deliver them hold meaning for the City of Modesto’s audiences.

1. Kick Off & Discovery. Conduct a Kick-Off meeting to better understand “the brief.” Onboard client contacts to our tools and processes and vice versa. Immerse ourselves in all documentation and resources provided by our new client. Identify reference brands and projects to inform planning and deliverables. (2-4 weeks, some concurrent with early Branding Workshops)

2. Brand Workshop Series. Conducted over 3-6 workshops varied based on findings during Discovery. (4-8 weeks, some may be concurrent with Discovery)
Anticipated Deliverables Specific to this RFP: Revised/expanded Brand Standards (building on August 2023, as needed); Revisit approx. annually for any optimizations needed

3. Content Engine Development. Consists of marketing objective(s), strategies, success measures, channel strategies, content marketing pillars, content production guidance for priority channels, and balance of the 2024 calendar.

Anticipated Deliverables Specific to this RFP (Year 1): 2024 Comms Plan (update from January 2023 version as needed), Community Engagement Plan (audit and update November 2021 document if needed)., 2024 Editorial Calendar

4. Quarterly Content Planning Cycle. Tactical plan by comms for a three-month period including editorial calendar development, creative brief development, content production (monthly delivery plus 1-3 ad hoc needs), publication, and set speakers bureau and event priorities.

Anticipated Deliverables Specific to this RFP (Year 1): Quarterly Plan, Content Briefs

5. Ongoing Prioritization & Delivery. Meet monthly to confirm planned activities and adjust priorities as needed. Deliver agreed-upon assets and activations while meeting deadlines and within budget.

Anticipated Deliverables Specific to this RFP: All other deliverables during previous steps, including as-needed support as defined during planning.

6. Actionable Insights. Conduct our Brandpoints workshop to review all planned, executed, and potential touchpoints as well as progress toward project objectives at the six-month mark.

Conduct ongoing project reviews on a quarterly basis (typically). #9..
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Staffing Model
RFP 2324-36 Public Relations and Marketing Services Project Understanding and Approach Serotonin Creative Consultancy seeks to cast the right talent for every engagement and evolves it in accordance with the ongoing needs of our clients. We initially partner with clients via deep Core Team (Key Staff/Key Personnel) involvement throughout the process.

Senior leadership remains actively involved in assembling, managing, and refining the extended team to ensure resourcing continually aligns with the objectives and phase of each assignment. The initial Support Team and any Sub-Consultants will be finalized in alignment with contract terms with roles recast as needed to achieve the objectives of the ongoing work.

Casey Hogue, Founder & Executive Creative Director
Jo Fitzgibbon
Creative Director
Anna Bornstein
Senior Project Manager
Maggie Thill
Lead Strategist
Graphic Designer(s) Content/Advertising
Manager(s) Copywriter(s)
Public Relations
Manager/Specialist
Web Design Copy Editor Analyst/Coordinator
Photographer(s)
Videographer(s)
Editor(s) and/or
Motion Designer(s)
Sub-Consultants Specialized services (ex: bilingual “transcreative” translation firm) to be defined #9..
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Anticipated Supporting Roles &
Estimated Hours Ranges by Role
RFP 2324-36 Public Relations and Marketing Services Project Understanding and Approach Based on the RFP and Addendum responses, we project the following functions and staffing levels.

We will build and communicate the final team following the award and kick-off. Supporting roles may also be fulfilled by increased Core Team hours when enhanced senior leadership oversight is required during onboarding and key strategy and planning phases (onboarding, annual planning). The number of hours is dependent on the final budget awarded and the execution plan as part of the agreement.

Sub-contractors may also be added on a task basis. All support teams and sub-consultants will adhere to contract terms and budget.

Function/Role Typical Monthly Hours Range
(During Active Content Engine Phase) Core Team Lead(s)
Core Team/Senior Leadership
Oversight
20-60 hours Discovery through Strategic Planning;
20-30 hours during Execution phases All
Content Strategy & Planning 5-10 hours Maggie Thill
Public Relations
Manager/Specialist 10-30 hours Maggie Thill
Graphic Designer(s) 15-30 hours Casey Hogue, Jo
Fitzgibbon
Copywriting/Proofreading / Copy
Editing (English & Spanish) 10-30 hours Maggie Thill
Video Editing 0-20 hours (depending on Content Engine
deliverables)
Casey Hogue, Jo
Fitzgibbon
Project Management Support 10-40 hours Anna Bornstein
Billing Rate
Serotonin bills at a blended hourly rate of $150/hour including a volume discount for a contract of this scope, complexity, and duration. Individual role hourly rates range from $40-$200/hour before discount depending on seniority and specialization.
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RFP 2324-36 Public Relations and Marketing Services Qualifications of Consultant Staff and Sub-consultant Staff Qualifications of Consultant
Staff and Sub-consultant Staff
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Key Staff Qualifications
RFP 2324-36 Public Relations and Marketing Services
Casey Hogue
Founder, Executive Director
Casey founded Serotonin Creative
Consultancy backed by more than two
decades of experience breathing life into
brands that aim to make a difference. His
mission: to help purpose-driven organizations
forge deep and lasting connections with their
audience through the power of creative
strategy, storytelling, and design.

Casey thrives on bringing together diverse
teams to create something new and
engaging. He cultivates a company culture
that nurtures creativity, innovation, and a
deep sense of purpose.

With a hyper-focused eye on the big picture,
Casey never loses sight of the small details
that can make all the difference. His work is
always strategically informed and
laser-targeted toward solving challenges and
delivering results that are both effective and
impactful.

Anna Bornstein
Sr. Project Manager
Anna’s love for designing urban spaces was
sparked at a young age when she fearlessly
explored downtown Bellingham, Washington,
on the city bus instead of heading to
orchestra practice.

This bold move opened her eyes to the
vibrant energy of city life and ignited a
passion within her that still burns brightly
today.

Her extensive background in account
management for global brands and master’s
degree in Urban Planning uniquely qualify
Anna to tackle the complex challenges facing
modern cities. She’s got a keen eye for detail
and a special affinity for activating
underutilized spaces like alleyways – turning
them into dynamic hubs of activity.

Qualifications of Consultant Staff and Sub-consultant Staff #9..
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Key Staff Qualifications (Cont.)
RFP 2324-36 Public Relations and Marketing Services
Maggie Thill
Lead Strategist
Maggie delivers decades of high-impact
marketing and public relations strategy,
planning, and execution experience -- all
deeply rooted in objectives and insights.

She melds an in-depth understanding of
marketing and communications with
hands-on experience spanning many sectors.

Count on her to help set the course and to
see it through to delivery and measurement.

In addition to working with Stanislaus County
public and private institutions, she previously
led co-branded marketing for the U.S.

Government Printing Office with FedEx Office
known as GPOExpress. In her previous home
state, she also managed vendor
communications for a multi-year contract
with one of the nation’s largest independent
school districts and multiple local and
statewide health education initiatives.

Jo Fitzgibbon
Creative Director
Jo's extensive creative background
encompasses a diverse range of touchpoints,
from broadcast commercials to social media
campaigns. Her skill set is comprehensive,
covering content strategy, creative leadership,
campaign development, and new brand
development.

Jo's approach to personalized marketing
ensures crafting tailored experiences for both
brands and consumers. Her creative strategy
is the compass guiding her projects to
success, always with a focus on enhancing
performance, and process and fostering
collaborative efforts. Her track record serves
as both a testament to her skills and a story
of consistently delivering creative excellence
and tangible, real-world results.

Qualifications of Consultant Staff and Sub-consultant Staff #9..
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Experience of Firm
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©2023 Serotonin Creative Consultancy
RFP 2324-36 Public Relations and Marketing Services Experience of Firm Serotonin is a Creative Brand-Building,
Content Creation, and Social & Environmental
Impact Consultancy.

We build and amplify the impact of purpose-driven
brands and organizations in the public and private sectors. #9..
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©2023 Serotonin Creative Consultancy
Serotonin Creative Consultancy consists of a team of branding and marketing experts. We bring together our skills, experience, and creativity to collaborate with our clients to solve marketing and communication challenges through the lens of marketing strategy and our client’s intended audiences. Our solutions drive results and a positive social and/or environmental impact.

Our team consists of talented strategists, art directors, designers, writers, photographers, videographers, and producers. Our shared mission is to develop cutting-edge strategies and content for some of the world's most influential and innovative brands.

We empower forward-thinking brands, and organizations to create their best and most effective communication which creates meaningful and lasting connections with their audience.

SOME KEY FACTS ABOUT SEROTONIN CREATIVE CONSULTANCY:
● Founded in 2021
● SMB Certification ID: 2027946
● Website: https://www.serotonincreative.com/
● Our Key Staff will include four (4) Core Team members: Executive Creative Director, Project Manager, Lead Strategist, and Creative Director.
● Our total team consists of 11 lead contributors plus an extensive network of high-caliber creative contractors as well as a roster of potential Sub-Consultants for more specialized skills. Specific assignments will be based on deliverables and timelines to ensure the right match.

Company Overview
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Our clients tell us we stand apart from other marketing and communication partners because of our approach and process as much as our expertise. We’re data and audience-driven. We also customize and continually refine our processes to make marketing easier on internal teams while also helping every budget dollar work harder.

SOME OF THE WAYS WE STAND OUT AMONG MARKETING FIRMS:

1. Rooted Here. All Core Team members currently or previously lived in Modesto or surrounding cities. Many of our individual contributors and sub-consultants also call the Central Valley home.

2. Deep Local Knowledge. We currently work with several impact-driven organizations and have worked on culturally impactful projects that drive our understanding of current affairs, challenges, and opportunities within Modesto and Stanislaus County. This positions us as a conduit for community connection and collaboration.

3. Dedicated to Community Impact. We focus exclusively on projects that drive positive impact. So much so that we’re in the process of becoming a certified B-Corp. Spreading the word about City services, driving recruitment, supporting economic development, and fostering citizen engagement fits squarely within our wheelhouse.

4. Empowering Forward-Thinking Brands. We bring the expertise, mindset, and best practice know-how to help forward-thinking clients craft effective, meaningful communications that create lasting connections.

5. Impact Storytelling. We’re uniquely skilled at helping organizations and initiatives of all kinds build frameworks and communications that evolve out of authentic purpose. We will help fundamentally refocus your efforts on results that matter most to your audiences and your team.

What Makes Serotonin Different
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Serotonin Creative Consultancy is exceptionally well-suited to collaborate on Public Relations and Marketing Services for the City of Modesto (RFP 2324-36.) This proposal will demonstrate that the Scope of Work falls well within our expertise and perfectly aligns with our mission. ● Proven Track Record. See the included select client list, case studies, and references for a sampling of clients from the region and beyond for whom we’ve delivered measurable results – consistently on time and on budget.
● Experience Across All Scope Elements. The Core Team provides a combined 70 years of experience across branding, design, messaging, advertising, public relations, social media, web development, and many other marketing disciplines. We’ve also managed marketing and communications in complex, highly matrixed, and regulatory-rich spaces. ● Onboarding Process. Our onboarding will provide in-house Staff an orientation to our proven process and an opportunity to tailor our approach to the City’s specific needs. We’ll also help you understand the road ahead as clearly as the well-marked, freshly paved lanes and bike traffic along Briggsmore (Thanks, Measure L!).
● Client-Friendly Methodology. We’ve developed an extensive methodology for building brands and plans. Our Brand Workshop series yields clear objectives, sets success metrics, defines audiences, drives messaging, and fills in any gaps in visual and verbal identity. Our content planning process builds on the Brand Guidelines with long-term (annual) planning and short-term (quarterly/monthly) editorial calendar and creative delivery cycles.
● Scaleable & Flexible Staffing. Our flexible model enables us to responsively resource from our network of experts at all levels. We cultivate a culture of diversity and inclusion reflective of our communities. Members of the Core Team will select supplementary team members from our network based on plan development to ensure we staff with the most appropriate talent to achieve contract success measures.
● Additional Expertise. We may selectively engage Sub-consultants for specialized services. For example, “transcreation” – or adapting marketing to other cultures beyond translating words on a page – warrants sub-contracting to a team of culturally fluent native speakers by language. Any Sub-consultants would be sourced in accordance with contract terms.

Summary of Qualifications & Compatibility
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Project Management & Account Stewardship
RFP 2324-36 Public Relations and Marketing Services Experience of Firm Serotonin Creative Consultancy will provide ongoing project management and ongoing relationship stewardship throughout the course of this engagement. This consists of internal project management and external client communication, leading project status calls, participation in highlights and hindsight meetings, developing and maintaining ongoing project plans, and managing production schedules.

If the client’s information security and IT guidelines allow, we invite clients to collaborate with us on key technology platforms listed earlier in this document. This typically includes Google Drive Folders, Slack channel(s), and our Monday.com project management tracker.

The Project Manager works closely with the Core and Support Teams and in-house staff.

PROJECT MANAGEMENT ACTIVITIES INCLUDE:
● Communication
● Prioritization Lists
● Milestone Scheduling
● Deliveries
● Feedback
● Asset Management
We also use technology to streamline and manage workflows. Some of our most frequently used systems include:
● Project Management: Monday.com
● Collaboration: Google Workspace apps, Mural, Slack, TypeForm, Teams, and Zoom among others ● Content & Creative Management: Adobe Creative Cloud, Canva, Constant Contact, Figma, Hubspot, Mailchimp, Squarespace, Wix, Wordpress, and more. ● Social Media: Khoros, Emplifi, and Sprout Social, as well as social media platform backends. #9..
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Services and Capabilities Overview
RFP 2324-36 Public Relations and Marketing Services Experience of Firm Branding
Brand Guidelines
Visual Identity
Logo Development
Color Theory
Typography
Voice & Tone
Digital/Physical Collateral
Strategy
Market Research
Competitive Analysis
Audience Personas
Brand/Market Positioning
Product Architecture
Facilitation
Analytics and Optimization
Content
Graphic Design
Copywriting
Social Media
Web Design
Blog Content
Photography
Videography
NAICS codes
516210 Social network sites, Internet
541921 Photography services, portrait (e.g., still, video) 541922 Photography studios, commercial
541910 Marketing Research and Public Opinion Polling
541810 Advertising agency consulting services
541850 Advertising services, indoor or outdoor display
541860 Direct mail advertising services
541430 Graphic design services
541511 Web (i.e., Internet) page design services, custom 711510 Writers of advertising copy, independent
813312 Environmental advocacy organizations
813319 Social change advocacy organizations
Public Sector/Government Projects
Creative Services for National, State, County, and City Organizations.

EIN: 87-0889044
Modesto Chamber of Commerce Member
Certified: CA Green Business
SMB Certification ID: 2027946
D-U-N-S number: 095319983
Media & Events
Advertising
Public Relations
Speakers Bureau
Event Planning
Paid Social
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Client Roster
RFP 2324-36 Public Relations and Marketing Services Experience of Firm A sampling of clients we serve in Stanislaus County and beyond that require many of the same qualifications and capabilities included in the RFP. All represent either current clients or recently completed 2023 campaigns.
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RFP 2324-36 Public Relations and Marketing Services Experience of Firm Project: Creative Development & Marketing (June 2023 - Present) Overview: Modesto Children’s Museum is a brand new attraction to the city of Modesto aiming to serve as a beacon of curiosity, adventure, and child-centered learning.

Brandpoints®:
● Opening Launch Strategy
● Social Media Content
● Public Relations Support
● CRM Content
● Photography
● Videography
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RFP 2324-36 Public Relations and Marketing Services Experience of Firm Project: 2023 Creative Consultancy of Record (January 2023 - Present) Overview: BEAM Circular is working to transform organic waste and byproducts from the food and agriculture system — such as orchard trimmings, nut shells, food scraps, and livestock waste— into everything from building materials, renewable energy, industrial chemicals to consumer goods.

Brandpoints®:
● Brand Guidelines
● Brand Strategy
● Logo Design
● Printed/Digital Collateral
● Website
Brand Guidelines
Website
NSF Grant Accelerator
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Proprietary, Confidential, and Privileged Information
©2023 Serotonin Creative Consultancy
RFP 2324-36 Public Relations and Marketing Services Experience of Firm Project: Camp2Home Docuseries (November 2022 - Present) Overview: Camp2Home is the City of Modesto’s initiative supporting homelessness throughout the region consisting of high-level collaboration between 5 disparate teams including: Outreach, Shelter, Job Training, Employment, and Housing.

Brandpoints®:
● 11 Short-Form Videos
● 1 Long-form Documentary
● Social Media Content
Docuseries: Click to view
Click to view the work live on the City’s Website >
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RFP 2324-36 Public Relations and Marketing Services Experience of Firm References
Focus on Prevention
Creative Strategy, Marketing,
& Communications Partner:
(July 2023 to Present)
Brand guidelines development, growth strategies,
business. Monthly prioritization of marketing needs
including email marketing consulting, social media,
content creation, and website maintenance
Kate Trompetter: Founder and CEO
[email protected]
209.918.4415
Stanislaus 2030
Creative Strategy, Marketing,
& Communications Partner:

Ongoing (August 2023 to Present)
Monthly prioritization of marketing needs including
email marketing consulting, social media, content
creation, and website maintenance including
launching a new blog and subscription center.

Amanda Hughes: Executive Director
[email protected]
313.720.7681
Modesto Children's Museum
Creative Strategy, Marketing,
& Communications Partner:

Ongoing (July 2023 - Present)
Launch strategies, content creation, social media, and
web support. Photography and videography.

Chelsie Webster: CEO
[email protected]
419.565.2175
BEAM Circular
Creative Strategy, Marketing,
& Communications Partner:

Ongoing (January 2023 to Present)
Brand guidelines development, growth strategies,
business collateral, content creation, interactive
website, and social media support. Photography
and videography.

Karen Warner: Founder/CEO
[email protected]
209.402.0041
Clients in the region for which Serotonin Creative Consultancy has delivered similar services – on-budget and on-time – in 2023. We do not disclose budget amounts without express permission from clients, but we invite the City to discuss spend levels with these references to the extent they are comfortable doing so.
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Cost, Schedule &
Deadlines
RFP 2324-36 Public Relations and Marketing Services Cost, Schedule & Deadline #9.. - 532 -
Proprietary, Confidential, and Privileged Information
©2023 Serotonin Creative Consultancy
Proposed Cost
RFP 2324-36 Public Relations and Marketing Services Cost, Schedule & Deadlines The below estimate reflects our best assessment of cost breakdown based on available, preliminary information in the RFP. We commit not to exceed the final price commitment agreed upon in the contract and budget allocation process.

We will work with the City to adjust priorities, the number and scope of specific deliverables and assets, and/or other scope elements to align total cost with the allocated budget. Due to the as-needed nature of this project, the monthly mix will vary based on planning and ongoing prioritization conversations.

YEAR 1 & 2 BUDGET: Not to Exceed $280,000/yr
The following staff time and expense estimates may need to be refined during contracting or the course of the engagement in order to ensure the City’s resourcing needs are met on an ongoing basis. The monthly allocation may further be refined based on the start date. ● Staff Time Estimate: $234,000-$260,000 (Not to exceed 130-145 personnel hours per month at $150/hour).
○ Serotonin bills at a blended hourly rate of $150/hour including a volume discount for a contract of this scope, complexity, and duration.
○ Our blended rate offers simplicity, predictability, and savings versus hourly rates for comparable roles that would range from $40-$200/hour depending on seniority and specialization.
● Expense Estimate: $20,000-$46,000. Includes:
○ Social media and news media monitoring and analytics software licenses for Consultants ○ Sub-consultant(s) for specialized services, such as bilingual creative consultation and transcreation (translation plus cultural adaptation to Spanish ongoing and periodically for other languages, if needed)
○ Mileage, supplies, shipping, and other out-of-pocket expenses required to complete tasks in line with the Scope of Work and in accordance with local, state, and federal laws (e.g. IRS mileage rate)
○ Incremental advertising or collateral production expenses not covered by existing advertising allocation, if needed to achieve engagement objectives
Excludes: Separate paid media budget or other expenses covered elsewhere in the City’s budget The details and costs associated with this proposal are valid for 90 days from the document date. #9..
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Estimated Budget by Activity
RFP 2324-36 Public Relations and Marketing Services Cost, Schedule & Deadlines We estimate the average level of investment per Scope of Work Activity category may look something like the following:

ADVERTISING
● Estimated Average Share of Budget: 60%-70% (not including separate media budget) ● Staffed By: Key Staff (Core Team) plus representation from the relevant functions such as Strategy, Project Management, Content / Advertising Management, Copywriting/Editing, Art Direction/Graphic Design, Motion Design, Photography / Videography, and Video / Audio Editing, Social Media Management

REPORTING & CONSULTATION
● Estimated Average Share of Budget: 20%-30% (typically a higher percentage the first 90 days) ● Staffed By: Key Staff (Core Team) plus representation from relevant functions such as Strategy, Content / Advertising Management, Design, Analytics, Social Media Management

GRAPHIC DESIGN
● Estimated Average Share of Budget: 10%-20%
● Staffed By: Key Staff Creative Directors plus representation from Design and Production and supported by cross-functional partners versed in channel best practices The above represents our best estimate for this type of as-needed assignment where priorities and work performed will vary month-to-month. We will work with the City to refine hours and expense allocations during the upfront strategic planning and review of City foundational marketing documents identified for potential updates.

We will then assign and scale resources within the not-to-exceed budget based on monthly and multi-month priorities. For example, we might embark on additional storytelling video documentary short films building on the Camp2Home series. That priority would then be resourced and allocated over time to reserve necessary hours and expenses.
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Level of Effort Samples
RFP 2324-36 Public Relations and Marketing Services Cost, Schedule & Deadlines We can’t predict the level of effort required for as-needed tasks without additional discussion to define the brief. However, we often find it helpful to provide examples of how different levels of complexity and production value impact time investment. Level of effort are examples only with specific tasks to be determined during planning by brief.

Our planning process including objectives and measurement as well as Monthly Prioritization Meetings and regular status check-ins will define the appropriate level of effort by task. We also apply our knowledge of continually evolving best practices for social media and other digital platforms to ensure audiences receive the City’s messages in the formats and ways they expect.

VIDEO PRODUCTION | 3 - 50 HOURS
● Low: Short-form (5-7 second) social video using existing imagery, template and/or graphics or consulting on an Instagram Live.
● Medium: Mid-length (30-60 second) video with moderate post-production such as color grading and editing. Includes mid-level pre and post-production and limited or curated content capture. ● High: Mini documentary-style (3-7 minutes) using original videography and audio, multiple locations and interviews, 1-2 days shooting, higher post-production including robust editing, motion, and other graphics (Ex: Camp2Home individual videos, MoChiMu launch day video). ● Very High: High-production, long-form video (10-30 minutes) requiring heavy logistics management, multiple shoot locations and days (3-5+), script, and/or significant editing and graphics.

Post-production of clips from the string outs will be prioritized and resourced as needed for tasks.

May occur in conjunction with photography with additional staffing, pre-production, and post-production.

PHOTOSHOOT | 5 - 30 HOURS
● Low: Staff quick capture using high-end smartphones such as for event photography. Light post-production such as for social media or reports. Yields about 1-4 images (often field edited for quick publication).
● Medium: Half to full-day with professional photographer and lighting (as needed) at one location.

Delivery of contact sheet. Typically yields 10-30 final images. ● High: Multi-day and/or multi-location shoot
Post-production of images from the contact sheet will be prioritized and resourced as needed for tasks.

May occur in conjunction with videography with additional staffing, pre-production, and post-production. #9..
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Level of Effort Samples (Continued)
RFP 2324-36 Public Relations and Marketing Services Cost, Schedule & Deadlines PHOTO EDITING | 2 - 20 HOURS
● Low: Minimal editing such as color correction, cropping, resizing, or adding text over the image. ● Medium: Moderate editing and/or resizing for multiple formats such as cropping and exporting the image to specs for a transit ad, newspaper ad, flyer, Facebook Cover, and Nextdoor post. ● High: Compositing multiple images into one finished image, significant retouching (removing reflections, replacing items), editing a large number of images, and/or other time-intensive edits.

GRAPHIC DESIGN | 3 - 60 HOURS
● Low: Minimal editing such as color correction, cropping, resizing, or adding text over the image. ● Medium: Adding new deliverables using an existing layout, such as developing a poster on a previously designed flyer cover design.
● High: Developing and delivering multiple design concepts for a launch, narrowing and refining them, documenting related guidelines, and preparing multiple deliverables as part of content planning and execution.

COPYWRITING | 2 - 30 HOURS
● Low: Short line of copy such as for a social media post or email subject line. (<20 words). ● Medium: Basic blog post, press release, video script, or article using sufficient existing source material and subject matter information to not require significant research (<600 words). ● High: Deliverables including in-depth research, interviews, or concept development such as Voice & Tone development, long-form written content (e.g. white paper, speech, original article), and typically of greater length, depth, or specialization (601-1,800 words).

Estimated hours range encompasses primary contributors to the deliverable in the function described as well as supporting and Key Staff. For example, Copywriting tasks typically also involve Project Management at a minimum. It may also include oversight by additional Key Staff and/or collaboration from peers in other functions. This is particularly true with foundational elements such as Brand Guide development as well as with Advertising deliverables that meld written and visual communication. #9..
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Preliminary Year 1 Schedule
RFP 2324-36 Public Relations and Marketing Services Cost, Schedule & Deadlines Q1 2024 Q2 2024 Q3 2024 Q4 2024
Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec
Immersion & Onboarding (Meetings with key in-house staff, deep dive into documents and processes) Kick-Off & Discovery
Marketing Infrastructure | Things We Do to Get Everything Else Done Meetings
& Syncs
Oversight,
PM, Admin
Kick-Off Meeting
Timing and level of effort are estimated based on current information. Both are subject to evolve based on Monthly Marketing Meeting prioritization and unknowns.
1st Monthly Priority Meeting | Identify interim as-needed tasks to work concurrently with strategic and remainder-of-year tactical planning (See Marketing Infrastructure below for ongoing meetings) Branding Workshop Series | Brand Standards update
Brand Fundamentals Refinement & Expansion
Interim support for near-term tasks concurrent with ramp-up and planning. (Reporting beyond advisory capacity to initiate in next phase.) Content Engine Development | 2H 2023 Comms Plan
Ongoing Support
Quarterly Planning
2024 Comms Plan
Production
Planned
Ad Hoc
Reporting
Consultation
*Bar sizes indicate expected relative level of effort compared to monthly hours. #9..
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RFP 2324-36 Public Relations and Marketing Services Thank You Casey Hogue
510.697.5626
[email protected]
serotonincreative.com
Thank you for your consideration.
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