Pinole City Council
October 18, 2022

P.O. Box 489, Yorba Linda, California 92885
Phone: (714) 692-9596 . Fax: (714) 692-9597
Key Economic Issues Evaluated in this Report
Given that the proposed residential project would reduce the retail footprint of the overall Pinole Vista shopping center, the City of Pinole is concerned about the potential fiscal impacts of the proposed project (especially the potential loss of sales tax revenue associated with retail commercial development). As such, a primary purpose of this report is to compare the fiscal impacts of the proposed residential project to the fiscal impacts that would result if the site (i.e., the vacant Kmart building) were re-tenanted with retail uses.

An accurate analysis of fiscal impacts requires careful consideration of the market feasibility of the assumed land uses for each development alternative. Most significantly, the “baseline” projection of sales tax potential for retail reuse of the site’s existing commercial building needs to reflect a realistic understanding of the site’s actual opportunities (or lack of opportunities) for future retail commercial development. This point is particularly important for decisionmakers in that any discussion of foregone sales tax revenues is valid only if it is likely that, in the absence of the proposed rezoning, the site would be re-occupied with commercial uses in the foreseeable future. To the extent that demand for future commercial development on the site is limited, concerns about “lost” fiscal revenues would be less valid.

To ensure “market realistic” land use assumptions for the retail re-tenanting alternative, the FIA draws on the findings of a market study2 completed by TNDG as part of the preparation of the City’s Economic Development Strategy. TNDG’s market demand analysis is not intended to provide a full-blown market feasibility study (such as a developer or investor would require) but provides a basis for the market assumptions necessary for the FIA commercial alternative and to “frame” the overall decision-making process from the City’s perspective.

Important Aspect of Cost Projection Methodology
As fully documented in the appendices, the FIA forecasts City costs using “per capita" factors derived from the City’s current budget. For the proposed residential project, the per capita cost factors are applied to the project’s resident population. For the retail re-tenanting alternative, the per capita factors are applied to the number of onsite employees. Within this type of fiscal analysis, it is generally accepted methodology to use employees as a relative measure of the level of onsite activity generating demand for municipal services (even though the services themselves would potentially be provided to customers as well as employees).

When using per capita cost factors, FIA’s typically recognize that a resident (in a housing development) is not precisely equivalent to an employee (in a commercial project) in terms of 2 See separate memorandum (“Pinole Economic Development Strategy – Summary of Real Estate Demand Projections”) dated July 18, 2022.
1963 of 2177
Pinole Vista FIA
October 3, 2022

P.O. Box 489, Yorba Linda, California 92885
Phone: (714) 692-9596 . Fax: (714) 692-9597
their demand on public services. As such, employees are typically “weighted” to account for the differences in service demand. For this analysis, TNDG has derived customized weighting factors for Pinole utilizing Police Department service calls as a proxy for the relative municipal service demands of multi-family residential and retail commercial development. Based on the Police Department data (more fully described at the end of this memo), TNDG estimates that total City costs for the proposed residential project should exceed total City costs for the retail commercial by a ratio ranging from approximately 2.1 to approximately 5.1. Given this range, the FIA includes two City cost scenarios:
• City Cost Scenario 1 – Higher residential costs / lower commercial costs (based on the residential/commercial cost ratio of 5.1 representing the high end of the calculated range); and
• City Cost Scenario 2 – Lower residential costs / higher commercial costs (based on the residential/commercial cost ratio of 2.1 representing the low end of the calculated range).

The detailed fiscal impact calculations are provided in the following appendices:

City Cost Scenario 1 (Residential/Commercial Cost Ratio of approximately 5.1) Appendix A (proposed residential project)
Appendix B (retail re-tenanting project)
City Cost Scenario 2 (Residential/Commercial Cost Ratio of approximately 2.1) Appendix C (proposed residential project)
Appendix D (retail re-tenanting project)

1964 of 2177
Pinole Vista FIA
October 3, 2022

P.O. Box 489, Yorba Linda, California 92885
Phone: (714) 692-9596 . Fax: (714) 692-9597
Executive Summary
This section of the memorandum provides an abbreviated summary of the fiscal impact analysis (FIA).

A. Annually Recurring Impacts to City’s General Fund
Table 1 below provides a comparison of the net fiscal benefit (i.e., General Fund revenues minus General Fund costs) that would result from future redevelopment of the subject site under the various scenarios/alternatives considered in this analysis. The essential conclusions are as follows:
• For all of the considered scenarios/alternatives, redevelopment of the site would result in positive fiscal impact to the City.
• The retail re-tenanting project would theoretically result in higher fiscal benefits than the proposed residential project. As a practical matter, however, market demand for retail reuse of the site is highly uncertain/speculative and could take 10 years or longer to be realized (see additional discussion in Section B of this Executive Summary).

Tables 1A and 1B on the following pages provide more detailed summaries of each scenario/alternative.

Table 1
Summary of Annual General Fund Impacts by Scenario
Retail Re-Tenanting Project compared to Proposed Residential Project City of Pinole
Retail Proposed
Re-Tenanting Residential
Net Annual Benefit to City's General Fund Project Project Difference Scenario 1 (Higher City Costs for Residential /
Lower City Costs for Commercial) $297,486 $21,251 ($276,235) Scenario 2 (Lower City Costs for Residential /
Higher City Costs for Commercial) $250,252 $94,913 ($155,339) Source: TNDG.
1965 of 2177
Pinole Vista FIA
October 3, 2022

P.O. Box 489, Yorba Linda, California 92885
Phone: (714) 692-9596 . Fax: (714) 692-9597
Scenario 1 (Higher City Costs for Residential / Lower City Costs for Commercial). Table 1A below provides a summary of projected General Fund revenues and expenditures associated with the two development alternatives under Scenario 1. Under this City cost scenario, development of the subject site with the proposed residential project would generate a positive fiscal impact to the City’s General Fund of approximately $21,300 per year. Theoretically, retenanting of the existing building with retail uses would generate a larger General Fund surplus (approximately $297,500 per year), but as noted previously this alternative is considered highly speculative from a market demand perspective.

Table 1A
Summary of Annual Impacts to City of Pinole General Fund Retail Re-Tenanting Scenario compared to Proposed Residential Project CITY COST SCENARIO: Higher City Costs for Residential / Lower City Costs for Commercial Retail Proposed
Re-Tenanting Residential
General Fund Revenue/Cost Categories Project Project Difference Revenues
Property Tax $28,939 $137,806 $108,866
Property Tax in lieu of VLF 11,178 53,229 42,051
Real Property Documentary Transfer Tax 866 4,125 3,259
State Sales Tax 149,625 35,371 (114,254)
Measure S Sales Tax 149,625 35,371 (114,254)
Utility Franchise Tax 2,350 17,595 15,244
Business License Tax 6,685 0 (6,685)
Utility Users Tax 3,343 25,021 21,679
Fines and Forfeitures 67 498 431
Total Revenues $352,678 $309,015 ($43,663)
Expenditures
Police Department $25,803 $128,768 $102,965
Fire Department 16,357 81,631 65,274
Community Development 1,138 5,681 4,542
Public Works 8,868 44,256 35,388
Community Services 0 11,654 11,654
General Government (1) 3,026 15,775 12,750
Total Expenditures $55,192 $287,764 $232,572
Net General Fund Fiscal Impact $297,486 $21,251 ($276,235)

1. Includes City Council, City Manager, City Clerk, City Treasurer, City Attorney, Finance and Human Resources.

Source: TNDG.
1966 of 2177
Pinole Vista FIA
October 3, 2022

P.O. Box 489, Yorba Linda, California 92885
Phone: (714) 692-9596 . Fax: (714) 692-9597
Scenario 2 (Lower City Costs for Residential / Higher City Costs for Commercial). Table 1B below provides a summary of projected General Fund revenues and expenditures associated with the two development alternatives under Scenario 2. Under this City cost scenario, development of the subject site with the proposed residential project would generate a positive fiscal impact to the City’s General Fund of approximately $94,900 per year. Theoretically, retenanting of the existing building with retail uses would generate a larger General Fund surplus (approximately $250,300 per year), but as noted previously this alternative is considered highly speculative from a market demand perspective.

Table 1B
Summary of Annual Impacts to City of Pinole General Fund Retail Re-Tenanting Scenario compared to Proposed Residential Project CITY COST SCENARIO: Lower City Costs for Residential / Higher City Costs for Commercial Retail Proposed
Re-Tenanting Residential
General Fund Revenue/Cost Categories Project Project Difference Revenues
Property Tax $28,939 $137,806 $108,866
Property Tax in lieu of VLF 11,178 53,229 42,051
Real Property Documentary Transfer Tax 866 4,125 3,259
State Sales Tax 149,625 35,371 (114,254)
Measure S Sales Tax 149,625 35,371 (114,254)
Utility Franchise Tax 2,350 17,595 15,244
Business License Tax 6,685 0 (6,685)
Utility Users Tax 3,343 25,021 21,679
Fines and Forfeitures 67 498 431
Total Revenues $352,678 $309,015 ($43,663)
Expenditures
Police Department $47,885 $94,330 $46,445
Fire Department 30,356 59,799 29,443
Community Development 2,112 4,161 2,049
Public Works 16,457 32,420 15,963
Community Services 0 11,654 11,654
General Government (1) 5,615 11,737 6,122
Total Expenditures $102,426 $214,102 $111,676
Net General Fund Fiscal Impact $250,252 $94,913 ($155,339)

1. Includes City Council, City Manager, City Clerk, City Treasurer, City Attorney, Finance and Human Resources.

Source: TNDG.
1967 of 2177
Pinole Vista FIA
October 3, 2022

P.O. Box 489, Yorba Linda, California 92885
Phone: (714) 692-9596 . Fax: (714) 692-9597
B. Feasibility of Retail Re-Tenanting of Existing Kmart Building As part of the firm’s work on the City of Pinole’s Economic Development Strategy, TNDG completed a long-range market demand study for retail, office and industrial land uses. Table 2 on the next page provides an abbreviated summary of the retail demand projections. TNDG’s market study forecasts incremental demand for new retail space citywide based on anticipated population growth in Pinole and the surrounding retail trade area (which is assumed to include the neighboring cities of Hercules, San Pablo and Richmond). The study considers a conservative scenario in which Pinole’s capture rates of local and regional demand are expected to remain at existing levels, and a more aggressive scenario in which Pinole’s capture rates are projected to increase slightly.

Under the conservative demand projections, Pinole could potentially absorb up to 188,000 square feet of new retail space by 2040; under the more aggressive scenario, absorption by 2040 could reach 318,000 square feet. After adjusting these projections to account for the demand that would be absorbed with the proposed expansion of the Pinole Square (Safeway) shopping center3, the remaining demand available in 2040 to support other retail projects in Pinole would be approximately 142,000 square feet under the conservative scenario and approximately 272,000 square feet under the aggressive scenario.

In addition to forecasting demand for the 2040 horizon year, TNDG’s market study also projects demand for the following interim years (as shown on Table 2): 2025, 2027, 2030 and 2035.

Based on these projections, net available demand would not exceed 70,000 square feet (the amount assumed to be needed to support viable reuse of the vacant Kmart building) until sometime between 2030 and 2035. Thus, even under the unrealistic assumption that Pinole Vista would capture 100% of available demand during this time period, re-tenanting of the Kmart building with retail uses could take 10 to 12 years.

Under the more aggressive demand projections, retail reuse of the Kmart building could theoretically happen by 2025. However, TNDG considers the aggressive demand projections to be somewhat speculative; they are primarily provided for “aspirational” purposes in the context of the City’s Economic Development Strategy, but do not necessarily represent the near-term feasibility of a specific development project.
3 The proposed reconfiguration of Pinole Square would result in a net increase of approximately 46,000 square feet of retail and services space.
1968 of 2177
P.O. Box 489, Yorba Linda, California 92885
Phone: (714) 692-9596 . Fax: (714) 692-9597
Table 2
Net Demand for Retail Space (CITYWIDE)
City of Pinole
Expressed in Square Feet
2025 2027 2030 2035 2040

CONSERVATIVE SCENARIO
Grocery Stores 16,713 18,780 22,187 29,424 38,416
Other Retail/Services 65,018 73,677 88,083 116,489 150,461 Total 81,731 92,456 110,269 145,913 188,876
Adjusted for new space absorbed by Pinole Square:

Grocery Stores 334 2,401 5,808 13,045 22,037
Other Retail/Services 34,984 43,643 58,049 86,455 120,427 Total 35,318 46,043 63,856 99,500 142,463

AGGRESSIVE

SCENARIO
Grocery Stores 16,713 18,780 22,187 29,424 38,416
Other Retail/Services 130,290 151,218 180,710 230,824 280,323 Total 147,003 169,998 202,896 260,248 318,738
Adjusted for new space absorbed by Pinole Square:

Grocery Stores 334 2,401 5,808 13,045 22,037
Other Retail/Services 100,256 121,184 150,676 200,790 250,289 Total 100,590 123,585 156,483 213,835 272,325
Source: TNDG.
1969 of 2177
Pinole Vista FIA
July 22, 2022

P.O. Box 489, Yorba Linda, California 92885
Phone: (714) 692-9596 . Fax: (714) 692-9597
C. One-time Development Fee Revenues
Table 3 below provides an estimate of the one-time impact fee revenue that would be generated by the proposed residential development project. The project would pay a total of approximately $2.3 million in development impact fees to the City of Pinole. Since the commercial reuse alternative would involve re-tenanting of an existing building it would not generate substantial development impact fees.

Table 3
Summary of Development Impact Fees
Pinole Vista Residential Project
City of Pinole
Total
Development Impact Fee Category Fee
Police $194,104
Fire 248,045
Public Facilities & Equipment 334,719
Wastewater (1) 0
Transportation 65,680
Drainage 14,783
Growth Impact Total $857,331
Parks & Recreation 1,353,844
Subtotal $2,211,175
Administration @3% 66,335
Total $2,277,510
(1) Wastewater impact fee is not collected by City;
project site is within West County Wastewater District.

Source: City of Pinole.

It should be noted that impact fees are generally designed to be cost recovery revenues (i.e., they are intended to directly offset the costs of providing infrastructure required to serve new development). As such, they do not represent a net “benefit” to the City (other than being a means of paying for needed infrastructure).
1970 of 2177
Pinole Vista FIA
July 22, 2022

P.O. Box 489, Yorba Linda, California 92885
Phone: (714) 692-9596 . Fax: (714) 692-9597
D. Calibration of Factors for Projecting City Costs
In response to comments on an earlier version of this analysis (dated July 22, 2022), TNDG has carefully reviewed the FIA’s methodology for projecting municipal service costs for future development at the subject site. In particular, TNDG coordinated with the Pinole Police Department to evaluate data indicating the number of service calls generated by representative apartment complexes and retail commercial centers for the period 2019 through mid-2022. As the single largest City cost category, Police costs were assumed to provide a reasonable gauge (for all City services) of the relative municipal services demands of residential versus commercial development. The following sites were included in the comparative analysis:

Residential Apartment Complexes
Sunnyview Apartments (93 units)
East Bluff Apartments (144 units)
Combined (237 units)
Retail Commercial Centers
Pinole Vista (152,024 square feet)
Trader Joe’s shopping center (73,616 square feet)
Combined (225,640 square feet)
Based on guidance provided by the Pinole Police Department, TNDG averaged data for calendar years 2019 and 2022 (with year-to-date calls adjusted based on historic trends to reflect a full year’s level of activity); calendar years 2020 and 2021 are considered aberrations due to the pandemic. For the two years considered in the analysis, TNDG grouped all Police calls into the following categories:
• Security checks
• Traffic/pedestrian incidents
• Other
Data for the first two categories have been adjusted (counted at 50% of actual calls) based on the following considerations:
• According to Police Department staff, “security checks” are typically officer-initiated (i.e., not in response to a call for service) and are essentially routine checks that do not involve actual incidents/crimes. As such, they are less costly to the City than responding to incidents involving arrests, crime reports, etc.
1971 of 2177
Pinole Vista FIA
July 22, 2022

P.O. Box 489, Yorba Linda, California 92885
Phone: (714) 692-9596 . Fax: (714) 692-9597
• Traffic/pedestrian incidents are often not directly related to the commercial centers where they are recorded. The actual incidents typically occur on adjacent streets; the parking lots of the shopping centers are merely used to pull over vehicles and issue citations.

The categorized data were then further adjusted based on the unit counts and square footages for the comparison sites relative to the Pinole Vista project alternatives (223 dwelling units for the proposed project and 70,000 square feet for the retail re-tenanting alternative). Based on these adjustments, TNDG projected annual police calls for the Pinole Vista alternatives as follows:

Projected Police Calls – Pinole Vista Project Alternatives Call Type (1) Residential Project Retail Project Ratio
Security checks 7 109 N/A
Traffic/pedestrian 4 8 N/A
Other (assumed to
most fully represent
demand generated
by project site) 416 82 5.1
Total 427 199 2.1
(1) Security checks and traffic/pedestrian incidents are weighted at 50% of actual anticipated Police Department visits to the project site, due to the less intensive nature of these incidents.

Based on the above ratios, TNDG considered two City cost scenarios in the FIA:
• City Cost Scenario 1 – Higher residential costs / lower commercial costs (based on the residential/commercial cost ratio of 5.1 representing the high end of the calculated range); and
• City Cost Scenario 2 – Lower residential costs / higher commercial costs (based on the residential/commercial cost ratio of 2.1 representing the low end of the calculated range).
1972 of 2177
Appendix A
Fiscal Impact Calculations

PROPOSED RESIDENTIAL PROJECT
(SCENARIO: HIGHER CITY SERVICE COSTS FOR RESIDENTIAL)
1973 of 2177
Table A-1
Summary of Annual Impacts to General Fund
Pinole Kmart Site - RESIDENTIAL DEVELOPMENT SCENARIO (PROPOSED "PINOLE VISTA" PROJECT) City of Pinole
Annual
General Fund Revenue/Cost Categories Amount
Revenues
Property Tax $137,806
Property Tax in lieu of VLF 53,229
Real Property Documentary Transfer Tax 4,125
State Sales Tax 35,371
Measure S Sales Tax 35,371
Utility Franchise Tax 17,595
Business License Tax 0
Utility Users Tax 25,021
Fines and Forfeitures 498
Total Revenues $309,015
Expenditures
Police Department $128,768
Fire Department 81,631
Community Development 5,681
Public Works 44,256
Community Services 11,654
General Government (1) 15,775
Total Expenditures $287,764
Net General Fund Fiscal Impact $21,251

1. Includes City Council, City Manager, City Clerk, City Treasurer, City Attorney, Finance and Human Resources.

Source: TNDG.
1974 of 2177
Table A-2
Fiscal Model Input Factors
Pinole Kmart Site - RESIDENTIAL DEVELOPMENT SCENARIO (PROPOSED "PINOLE VISTA" PROJECT) City of Pinole
Total Assessed Occupancy Persons Estimated Assessed
Project Component Dwelling Units Value per Unit Rate Per Household Population Value Multi-family Apartments 223 $336,323 (1) 94% 2.50 524 $75,000,000 (1) Based on construction costs supplied by the applicant.

Source: TNDG.
1975 of 2177
Table A-3
General Fund Propery Tax Revenue
Pinole Kmart Site - RESIDENTIAL DEVELOPMENT SCENARIO (PROPOSED "PINOLE VISTA" PROJECT) City of Pinole
Project Assessed Value at Buildout $75,000,000
Total Property Tax @ 1.0% of Assessed Value $750,000
City of Pinole General Fund Share 18.37%
Annual General Fund Revenue $137,806
Source: Contra Costa County Auditor-Controller's Office; TNDG. 1976 of 2177
Table A-4
Projected Property Tax In Lieu of Vehicle License Fees (VLF) Pinole Kmart Site - RESIDENTIAL DEVELOPMENT SCENARIO (PROPOSED "PINOLE VISTA" PROJECT) City of Pinole
Citywide Property Tax In Lieu of VLF, FY 2020-21 $2,006,163 Pinole Assessed Valuation (AV), FY 2020-21 $2,826,702,511 Variable
Incremental Assessed Value from Project1 $75,000,000
Percentage Increase over FY 2020-21 Base 2.7%
New Property Tax In Lieu of VLF $53,229
Source: City of Pinole FY 2021-22 Adopted Budget; Contra Costa County Asessor's Office; TNDG.

Notes: 1. See Tables B-2 and B-3.
1977 of 2177
Table A-5
Estimate of Real Property Documentary Transfer Tax
Pinole Kmart Site - RESIDENTIAL DEVELOPMENT SCENARIO (PROPOSED "PINOLE VISTA" PROJECT) City of Pinole
Total Assessed Value $75,000,000
Average Investor Holding Period (years) 10
Average Annual Value Transfer 10.0%
Annualized Value of Property Transferred $7,500,000
City Documentary Transfer Tax Rate 0.055%
Annual City Revenue $4,125
Source: TNDG
1978 of 2177
Table A-6
Estimate of Off-Site Taxable Sales and City Sales Tax Revenue Pinole Kmart Site - RESIDENTIAL DEVELOPMENT SCENARIO (PROPOSED "PINOLE VISTA" PROJECT) City of Pinole
Calculation Factor
Occupied Dwelling Units
Market Rate 183
Affordable (80% AMI) units (1) 14
Affordable (50% AMI) units 13
Total 210
Assumed Household Income by Unit Type
Market Rate $104,904
Affordable (80% AMI) units $83,923
Affordable (50% AMI) units $52,452
Aggregate Resident Income $21,054,230
% of Income Spent on Taxable Sales 24.0%
Annual Taxable Spending of Residents $5,053,015
% Captured in City of Pinole 70%
Annual Taxable Sales $3,537,111
Sales Tax Revenue @1% of Taxable Sales $35,371
Measure S Revenue @1% of Taxable Sales $35,371
(1) AMI = Area Median Income
Source: TNDG
1979 of 2177
Table A-7
Derivation of Revenue Projection Factors
Pinole Kmart Site - RESIDENTIAL DEVELOPMENT SCENARIO (PROPOSED "PINOLE VISTA" PROJECT) City of Pinole
City of Pinole Population (estimate for 12/31/2021) 19,200 City of Pinole, Employee Population (estimate for 12/31/2021) 8,000 Employee Weighting Factor 0.50
Effective Employee Population 4,000
Citywide
GF Budget Allocation Relevant Per Capita
Budget Category FY 2021/22 Basis1 Population Revenue
Franchise Tax $779,000 R+E 23,200 $33.58
Business License Tax 382,000 E 8,000 47.75
Utillity Users Tax 1,915,000 R+E 23,200 82.54
Fines and Forfeitures 22,050 R+E 23,200 0.95
Sources: State of California, Department of Finance, E-5 Table; Association of Bay Area Governments; 2020 Census; City of Pinole, FY 2021-22 Adopted Budget; TNDG.

Notes: 1. Allocation basis: R - residents; E - employees; R+E - residents plus effective employee population.

GF = General Fund.
1980 of 2177
Table A-8
Projected General Fund Revenues
Pinole Kmart Site - RESIDENTIAL DEVELOPMENT SCENARIO (PROPOSED "PINOLE VISTA" PROJECT) City of Pinole
Business Utility Fines and
Variable Franchise Tax License Tax Users Tax Forfeitures Allocation Basis R+E E R+E R+E
Residents 524 N/A 524 524
Onsite Employees - - N/A -
Weighting Factor 0.50 N/A N/A 0.50
Population Equivalent 524 - 524 524
Per Capita Revenue $33.58 $47.75 $47.75 $.95
Total Annual Revenue $17,595 $0 $25,021 $498
Source: TNDG.
1981 of 2177
Table A-9
Derivation of Cost Projection Factors
Pinole Kmart Site - RESIDENTIAL DEVELOPMENT SCENARIO (PROPOSED "PINOLE VISTA" PROJECT) City of Pinole
City of Pinole Population (estimate for 12/31/2021) 19,200 City of Pinole, Employee Population (estimate for 12/31/2021) 8,000 Employee Weighting Factor 0.75
Effective Employee Population 6,000
Citywide Less: Net
GF Budget Offsetting GF General Fund Allocation Relevant Per Capita Budget Category FY 2021/22 Revenues Cost Basis1
Population Costs
Police Department $7,532,437 1,339,796 $6,192,641 R+E 25,200 $245.74 Fire Department 3,925,759 - 3,925,759 R+E 25,200 155.78 Community Development (2) 369,885 96,700 273,185 R+E 25,200 10.84 Public Works 2,128,337 - 2,128,337 R+E 25,200 84.46
Community Services 427,025 - 427,025 R 19,200 22.24
Sources: State of California, Department of Finance, E-5 Table; Association of Bay Area Governments; 2020 Census; City of Pinole, FY 2021-22 Adopted Budget; TNDG.

Notes: 1. Allocation basis: R - residents; R+E - residents plus effective employee population.

2. Includes Planning and Code Enforcement.

GF = General Fund.
1982 of 2177
Table A-10
Projected General Fund Costs
Pinole Kmart Site - RESIDENTIAL DEVELOPMENT SCENARIO (PROPOSED "PINOLE VISTA" PROJECT) City of Pinole
Police Fire Community Community
Variable Department Department Development Public Works Services Allocation Basis R+E R+E R+E R+E R
Residents 524 524 524 524 524
Onsite Employees - - - - N/A
Weighting Factor 0.75 0.75 0.75 0.75 N/A
Population Equivalent 524 524 524 524 524
Per Capita Cost $245.74 $155.78 $10.84 $84.46 $22.24
Total Annual Cost $128,768 $81,631 $5,681 $44,256 $11,654 Source: TNDG.
1983 of 2177
Table A-11
Projected General Government Costs
Pinole Kmart Site - RESIDENTIAL DEVELOPMENT SCENARIO (PROPOSED "PINOLE VISTA" PROJECT) City of Pinole
2021-22
General Government Categories Annual Budget
City Council $176,609
City Manager 562,708
City Clerk 450,393
City Treasurer 8,693
City Attorney 310,200
Finance 554,891
Human Resources 493,626
Total $2,557,120
All Fund Total $46,947,982
All Funds (non-Gen Gov't) $44,390,862
General Government Functions @ 5.8% of other City costs Source: City of Pinole, FY 2021-22 Adopted Budget; TNDG. 1984 of 2177
Appendix B
Fiscal Impact Calculations

RETAIL RE-TENANTING PROJECT
(SCENARIO: LOWER CITY SERVICE COSTS FOR COMMERCIAL)
1985 of 2177
Table B-1
Summary of Annual Impacts to General Fund
Pinole Kmart Site - RETAIL RETENANTING SCENARIO
City of Pinole
Annual
General Fund Revenue/Cost Categories Amount
Revenues
Property Tax $28,939
Property Tax in lieu of VLF 11,178
Real Property Documentary Transfer Tax 866
State Sales Tax 149,625
Measure S Sales Tax 149,625
Utility Franchise Tax 2,350
Business License Tax 6,685
Utility Users Tax 3,343
Fines and Forfeitures 67
Total Revenues $352,678
Expenditures
Police Department $25,803
Fire Department 16,357
Community Development 1,138
Public Works 8,868
Community Services 0
General Government (1) 3,026
Total Expenditures $55,192
Net General Fund Fiscal Impact $297,486

1. Includes City Council, City Manager, City Clerk, City Treasurer, City Attorney, Finance and Human Resources.

Center and Neighborhood Center.

Source: TNDG.
1986 of 2177
Table B-2
Land Use Assumptions for Fiscal Impact Analysis
Pinole Kmart Site - RETAIL RETENANTING SCENARIO
City of Pinole
Taxable Sales
Retail Tenant Types Square Feet Per SF
Restaurant / Fast Food 10,000 $600
Grocery - $200
GAFO 30,000 $325
Services 30,000 $0
Total / Weighted Average 70,000 $225
Total / Weighted Average (retail only) 40,000 $394
Source: The Natelson Dale Group, Inc.
1987 of 2177
Table B-3
Fiscal Model Input Factors
Pinole Kmart Site - RETAIL RETENANTING SCENARIO
City of Pinole
Total Assessed Occupancy Square Feet Estimated Taxable
Project Component Square Feet Value per SF Rate Per Employee Jobs Sales Per SF Retail Commercial Space 70,000 $350 95% 500 140 $225
Source: TNDG.
1988 of 2177
Table B-4
General Fund Propery Tax Revenue
Pinole Kmart Site - RETAIL RETENANTING SCENARIO
City of Pinole
Project Assessed Value at Buildout $15,750,000
Total Property Tax @ 1.0% of Assessed Value $157,500
City of Pinole General Fund Share 18.37%
Annual General Fund Revenue $28,939
Source: Contra Costa County Auditor-Controller's Office; TNDG. 1989 of 2177
Table B-5
Projected Property Tax In Lieu of Vehicle License Fees (VLF) Pinole Kmart Site - RETAIL RETENANTING SCENARIO
City of Pinole
Citywide Property Tax In Lieu of VLF, FY 2020-21 $2,006,163 Pinole Assessed Valuation (AV), FY 2020-21 $2,826,702,511 Variable
Incremental Assessed Value from Project1 $15,750,000
Percentage Increase over FY 2020-21 Base 0.6%
New Property Tax In Lieu of VLF $11,178
Source: City of Pinole FY 2021-22 Adopted Budget; Contra Costa County Asessor's Office; TNDG.

Notes: 1. See Tables B-3 and B-4.
1990 of 2177
Table B-6
Estimate of Real Property Documentary Transfer Tax
Pinole Kmart Site - RETAIL RETENANTING SCENARIO
City of Pinole
Total Assessed Value $15,750,000
Average Investor Holding Period (years) 10
Average Annual Value Transfer 10.0%
Annualized Value of Property Transferred $1,575,000
City Documentary Transfer Tax Rate 0.055%
Annual City Revenue $866
Source: TNDG
1991 of 2177
Table B-7
Estimate of On-Site Taxable Sales and City Sales Tax Revenue Pinole Kmart Site - RETAIL RETENANTING SCENARIO
City of Pinole
Calculation Factor
Project Square Feet 70,000
Average Taxable Sales Per SF $225
Occupancy Rate 95%
Annual Taxable Sales $14,962,500
Sales Tax Revenue @1% of Taxable Sales $149,625
Measure S Revenue @1% of Taxable Sales $149,625
Source: TNDG
1992 of 2177
Table B-8
Derivation of Revenue Projection Factors
Pinole Kmart Site - RETAIL RETENANTING SCENARIO
City of Pinole
City of Pinole Population (estimate for 12/31/2021) 19,200 City of Pinole, Employee Population (estimate for 12/31/2021) 8,000 Employee Weighting Factor 0.50
Effective Employee Population 4,000
Citywide
GF Budget Allocation Relevant Per Capita
Budget Category FY 2021/22 Basis1 Population Revenue
Franchise Tax $779,000 R+E 23,200 $33.58
Business License Tax 382,000 E 8,000 47.75
Utillity Users Tax 1,915,000 R+E 23,200 82.54
Fines and Forfeitures 22,050 R+E 23,200 0.95
Sources: State of California, Department of Finance, E-5 Table; Association of Bay Area Governments; 2020 Census; City of Pinole, FY 2021-22 Adopted Budget; TNDG.

Notes: 1. Allocation basis: R - residents; E - employees; R+E - residents plus effective employee population.

GF = General Fund.
1993 of 2177
Table B-9
Projected General Fund Revenues
Pinole Kmart Site - RETAIL RETENANTING SCENARIO
City of Pinole
Business Utility Fines and
Variable Franchise Tax License Tax Users Tax Forfeitures Allocation Basis R+E E R+E R+E
Residents N/A N/A N/A N/A
Onsite Employees 140 140 140 140
Weighting Factor 0.50 N/A 0.50 0.50
Population Equivalent 70 140 70 70
Per Capita Revenue $33.58 $47.75 $47.75 $.95
Total Annual Revenue $2,350 $6,685 $3,343 $67
Source: TNDG.
1994 of 2177
Table B-10
Derivation of Cost Projection Factors
Pinole Kmart Site - RETAIL RETENANTING SCENARIO
City of Pinole
City of Pinole Population (estimate for 12/31/2021) 19,200 City of Pinole, Employee Population (estimate for 12/31/2021) 8,000 Employee Weighting Factor 0.75
Effective Employee Population 6,000
Citywide Less: Net
GF Budget Offsetting GF General Fund Allocation Relevant Per Capita Budget Category FY 2021/22 Revenues Cost Basis1
Population Costs
Police Department $7,532,437 1,339,796 $6,192,641 R+E 25,200 $245.74 Fire Department 3,925,759 - 3,925,759 R+E 25,200 155.78 Community Development (2) 369,885 96,700 273,185 R+E 25,200 10.84 Public Works 2,128,337 - 2,128,337 R+E 25,200 84.46
Community Services 427,025 - 427,025 R 19,200 22.24
Sources: State of California, Department of Finance, E-5 Table; Association of Bay Area Governments; 2020 Census; City of Pinole, FY 2021-22 Adopted Budget; TNDG.

Notes: 1. Allocation basis: R - residents; R+E - residents plus effective employee population.

2. Includes Planning and Code Enforcement.

GF = General Fund.
1995 of 2177
Table B-11
Projected General Fund Costs
Pinole Kmart Site - RETAIL RETENANTING SCENARIO
City of Pinole
Police Fire Community Community
Variable Department Department Development Public Works Services Allocation Basis R+E R+E R+E R+E R
Residents N/A N/A N/A N/A N/A
Onsite Employees 140 140 140 140 N/A
Weighting Factor 0.75 0.75 0.75 0.75 N/A
Population Equivalent 105 105 105 105 N/A
Per Capita Cost $245.74 $155.78 $10.84 $84.46 $22.24
Total Annual Cost $25,803 $16,357 $1,138 $8,868 $0
Source: TNDG.
1996 of 2177
Table B-12
Projected General Government Costs
Pinole Kmart Site - RETAIL RETENANTING SCENARIO
City of Pinole
2021-22
General Government Categories Annual Budget
City Council $176,609
City Manager 562,708
City Clerk 450,393
City Treasurer 8,693
City Attorney 310,200
Finance 554,891
Human Resources 493,626
Total $2,557,120
All Fund Total $46,947,982
All Funds (non-Gen Gov't) $44,390,862
General Government Functions @ 5.8% of other City costs Source: City of Pinole, FY 2021-22 Adopted Budget; TNDG. 1997 of 2177
Appendix C
Fiscal Impact Calculations

PROPOSED RESIDENTIAL PROJECT
(SCENARIO: LOWER CITY SERVICE COSTS FOR RESIDENTIAL)
1998 of 2177
Table C-1
Summary of Annual Impacts to General Fund
Pinole Kmart Site - RESIDENTIAL DEVELOPMENT SCENARIO (PROPOSED "PINOLE VISTA" PROJECT) City of Pinole
Annual
General Fund Revenue/Cost Categories Amount
Revenues
Property Tax $137,806
Property Tax in lieu of VLF 53,229
Real Property Documentary Transfer Tax 4,125
State Sales Tax 35,371
Measure S Sales Tax 35,371
Utility Franchise Tax 17,595
Business License Tax 0
Utility Users Tax 25,021
Fines and Forfeitures 498
Total Revenues $309,015
Expenditures
Police Department $94,330
Fire Department 59,799
Community Development 4,161
Public Works 32,420
Community Services 11,654
General Government (1) 11,737
Total Expenditures $214,102
Net General Fund Fiscal Impact $94,913

1. Includes City Council, City Manager, City Clerk, City Treasurer, City Attorney, Finance and Human Resources.

Source: TNDG.
1999 of 2177
Table C-2
Fiscal Model Input Factors
Pinole Kmart Site - RESIDENTIAL DEVELOPMENT SCENARIO (PROPOSED "PINOLE VISTA" PROJECT) City of Pinole
Total Assessed Occupancy Persons Estimated Assessed
Project Component Dwelling Units Value per Unit Rate Per Household Population Value Multi-family Apartments 223 $336,323 (1) 94% 2.50 524 $75,000,000 (1) Based on construction costs supplied by the applicant.

Source: TNDG.
2000 of 2177
Table C-3
General Fund Propery Tax Revenue
Pinole Kmart Site - RESIDENTIAL DEVELOPMENT SCENARIO (PROPOSED "PINOLE VISTA" PROJECT) City of Pinole
Project Assessed Value at Buildout $75,000,000
Total Property Tax @ 1.0% of Assessed Value $750,000
City of Pinole General Fund Share 18.37%
Annual General Fund Revenue $137,806
Source: Contra Costa County Auditor-Controller's Office; TNDG. 2001 of 2177
Table C-4
Projected Property Tax In Lieu of Vehicle License Fees (VLF) Pinole Kmart Site - RESIDENTIAL DEVELOPMENT SCENARIO (PROPOSED "PINOLE VISTA" PROJECT) City of Pinole
Citywide Property Tax In Lieu of VLF, FY 2020-21 $2,006,163 Pinole Assessed Valuation (AV), FY 2020-21 $2,826,702,511 Variable
Incremental Assessed Value from Project1 $75,000,000
Percentage Increase over FY 2020-21 Base 2.7%
New Property Tax In Lieu of VLF $53,229
Source: City of Pinole FY 2021-22 Adopted Budget; Contra Costa County Asessor's Office; TNDG.

Notes: 1. See Tables B-2 and B-3.
2002 of 2177
Table C-5
Estimate of Real Property Documentary Transfer Tax
Pinole Kmart Site - RESIDENTIAL DEVELOPMENT SCENARIO (PROPOSED "PINOLE VISTA" PROJECT) City of Pinole
Total Assessed Value $75,000,000
Average Investor Holding Period (years) 10
Average Annual Value Transfer 10.0%
Annualized Value of Property Transferred $7,500,000
City Documentary Transfer Tax Rate 0.055%
Annual City Revenue $4,125
Source: TNDG
2003 of 2177
Table C-6
Estimate of Off-Site Taxable Sales and City Sales Tax Revenue Pinole Kmart Site - RESIDENTIAL DEVELOPMENT SCENARIO (PROPOSED "PINOLE VISTA" PROJECT) City of Pinole
Calculation Factor
Occupied Dwelling Units
Market Rate 183
Affordable (80% AMI) units (1) 14
Affordable (50% AMI) units 13
Total 210
Assumed Household Income by Unit Type
Market Rate $104,904
Affordable (80% AMI) units $83,923
Affordable (50% AMI) units $52,452
Aggregate Resident Income $21,054,230
% of Income Spent on Taxable Sales 24.0%
Annual Taxable Spending of Residents $5,053,015
% Captured in City of Pinole 70%
Annual Taxable Sales $3,537,111
Sales Tax Revenue @1% of Taxable Sales $35,371
Measure S Revenue @1% of Taxable Sales $35,371
(1) AMI = Area Median Income
Source: TNDG
2004 of 2177
Table C-7
Derivation of Revenue Projection Factors
Pinole Kmart Site - RESIDENTIAL DEVELOPMENT SCENARIO (PROPOSED "PINOLE VISTA" PROJECT) City of Pinole
City of Pinole Population (estimate for 12/31/2021) 19,200 City of Pinole, Employee Population (estimate for 12/31/2021) 8,000 Employee Weighting Factor 0.50
Effective Employee Population 4,000
Citywide
GF Budget Allocation Relevant Per Capita
Budget Category FY 2021/22 Basis1 Population Revenue
Franchise Tax $779,000 R+E 23,200 $33.58
Business License Tax 382,000 E 8,000 47.75
Utillity Users Tax 1,915,000 R+E 23,200 82.54
Fines and Forfeitures 22,050 R+E 23,200 0.95
Sources: State of California, Department of Finance, E-5 Table; Association of Bay Area Governments; 2020 Census; City of Pinole, FY 2021-22 Adopted Budget; TNDG.

Notes: 1. Allocation basis: R - residents; E - employees; R+E - residents plus effective employee population.

GF = General Fund.
2005 of 2177
Table C-8
Projected General Fund Revenues
Pinole Kmart Site - RESIDENTIAL DEVELOPMENT SCENARIO (PROPOSED "PINOLE VISTA" PROJECT) City of Pinole
Business Utility Fines and
Variable Franchise Tax License Tax Users Tax Forfeitures Allocation Basis R+E E R+E R+E
Residents 524 N/A 524 524
Onsite Employees - - N/A -
Weighting Factor 0.50 N/A N/A 0.50
Population Equivalent 524 - 524 524
Per Capita Revenue $33.58 $47.75 $47.75 $.95
Total Annual Revenue $17,595 $0 $25,021 $498
Source: TNDG.
2006 of 2177
Table C-9
Derivation of Cost Projection Factors
Pinole Kmart Site - RESIDENTIAL DEVELOPMENT SCENARIO (PROPOSED "PINOLE VISTA" PROJECT) City of Pinole
City of Pinole Population (estimate for 12/31/2021) 19,200 City of Pinole, Employee Population (estimate for 12/31/2021) 8,000 Employee Weighting Factor 1.90
Effective Employee Population 15,200
Citywide Less: Net
GF Budget Offsetting GF General Fund Allocation Relevant Per Capita Budget Category FY 2021/22 Revenues Cost Basis1
Population Costs
Police Department $7,532,437 1,339,796 $6,192,641 R+E 34,400 $180.02 Fire Department 3,925,759 - 3,925,759 R+E 34,400 114.12 Community Development (2) 369,885 96,700 273,185 R+E 34,400 7.94 Public Works 2,128,337 - 2,128,337 R+E 34,400 61.87
Community Services 427,025 - 427,025 R 19,200 22.24
Sources: State of California, Department of Finance, E-5 Table; Association of Bay Area Governments; 2020 Census; City of Pinole, FY 2021-22 Adopted Budget; TNDG.

Notes: 1. Allocation basis: R - residents; R+E - residents plus effective employee population.

2. Includes Planning and Code Enforcement.

GF = General Fund.
2007 of 2177
Table C-10
Projected General Fund Costs
Pinole Kmart Site - RESIDENTIAL DEVELOPMENT SCENARIO (PROPOSED "PINOLE VISTA" PROJECT) City of Pinole
Police Fire Community Community
Variable Department Department Development Public Works Services Allocation Basis R+E R+E R+E R+E R
Residents 524 524 524 524 524
Onsite Employees - - - - N/A
Weighting Factor 1.90 1.90 1.90 1.90 N/A
Population Equivalent 524 524 524 524 524
Per Capita Cost $180.02 $114.12 $7.94 $61.87 $22.24
Total Annual Cost $94,330 $59,799 $4,161 $32,420 $11,654 Source: TNDG.
2008 of 2177
Table C-11
Projected General Government Costs
Pinole Kmart Site - RESIDENTIAL DEVELOPMENT SCENARIO (PROPOSED "PINOLE VISTA" PROJECT) City of Pinole
2021-22
General Government Categories Annual Budget
City Council $176,609
City Manager 562,708
City Clerk 450,393
City Treasurer 8,693
City Attorney 310,200
Finance 554,891
Human Resources 493,626
Total $2,557,120
All Fund Total $46,947,982
All Funds (non-Gen Gov't) $44,390,862
General Government Functions @ 5.8% of other City costs Source: City of Pinole, FY 2021-22 Adopted Budget; TNDG. 2009 of 2177
Appendix D
Fiscal Impact Calculations

RETAIL RE-TENANTING PROJECT
(SCENARIO: HIGHER CITY SERVICE COSTS FOR COMMERCIAL)
2010 of 2177
Table D-1
Summary of Annual Impacts to General Fund
Pinole Kmart Site - RETAIL RETENANTING SCENARIO
City of Pinole
Annual
General Fund Revenue/Cost Categories Amount
Revenues
Property Tax $28,939
Property Tax in lieu of VLF 11,178
Real Property Documentary Transfer Tax 866
State Sales Tax 149,625
Measure S Sales Tax 149,625
Utility Franchise Tax 2,350
Business License Tax 6,685
Utility Users Tax 3,343
Fines and Forfeitures 67
Total Revenues $352,678
Expenditures
Police Department $47,885
Fire Department 30,356
Community Development 2,112
Public Works 16,457
Community Services 0
General Government (1) 5,615
Total Expenditures $102,426
Net General Fund Fiscal Impact $250,252

1. Includes City Council, City Manager, City Clerk, City Treasurer, City Attorney, Finance and Human Resources.

Center and Neighborhood Center.

Source: TNDG.
2011 of 2177
Table D-2
Land Use Assumptions for Fiscal Impact Analysis
Pinole Kmart Site - RETAIL RETENANTING SCENARIO
City of Pinole
Taxable Sales
Retail Tenant Types Square Feet Per SF
Restaurant / Fast Food 10,000 $600
Grocery - $200
GAFO 30,000 $325
Services 30,000 $0
Total / Weighted Average 70,000 $225
Total / Weighted Average (retail only) 40,000 $394
Source: The Natelson Dale Group, Inc.
2012 of 2177
Table D-3
Fiscal Model Input Factors
Pinole Kmart Site - RETAIL RETENANTING SCENARIO
City of Pinole
Total Assessed Occupancy Square Feet Estimated Taxable
Project Component Square Feet Value per SF Rate Per Employee Jobs Sales Per SF Retail Commercial Space 70,000 $350 95% 500 140 $225
Source: TNDG.
2013 of 2177
Table D-4
General Fund Propery Tax Revenue
Pinole Kmart Site - RETAIL RETENANTING SCENARIO
City of Pinole
Project Assessed Value at Buildout $15,750,000
Total Property Tax @ 1.0% of Assessed Value $157,500
City of Pinole General Fund Share 18.37%
Annual General Fund Revenue $28,939
Source: Contra Costa County Auditor-Controller's Office; TNDG. 2014 of 2177
Table D-5
Projected Property Tax In Lieu of Vehicle License Fees (VLF) Pinole Kmart Site - RETAIL RETENANTING SCENARIO
City of Pinole
Citywide Property Tax In Lieu of VLF, FY 2020-21 $2,006,163 Pinole Assessed Valuation (AV), FY 2020-21 $2,826,702,511 Variable
Incremental Assessed Value from Project1 $15,750,000
Percentage Increase over FY 2020-21 Base 0.6%
New Property Tax In Lieu of VLF $11,178
Source: City of Pinole FY 2021-22 Adopted Budget; Contra Costa County Asessor's Office; TNDG.

Notes: 1. See Tables B-3 and B-4.
2015 of 2177
Table D-6
Estimate of Real Property Documentary Transfer Tax
Pinole Kmart Site - RETAIL RETENANTING SCENARIO
City of Pinole
Total Assessed Value $15,750,000
Average Investor Holding Period (years) 10
Average Annual Value Transfer 10.0%
Annualized Value of Property Transferred $1,575,000
City Documentary Transfer Tax Rate 0.055%
Annual City Revenue $866
Source: TNDG
2016 of 2177
Table D-7
Estimate of On-Site Taxable Sales and City Sales Tax Revenue Pinole Kmart Site - RETAIL RETENANTING SCENARIO
City of Pinole
Calculation Factor
Project Square Feet 70,000
Average Taxable Sales Per SF $225
Occupancy Rate 95%
Annual Taxable Sales $14,962,500
Sales Tax Revenue @1% of Taxable Sales $149,625
Measure S Revenue @1% of Taxable Sales $149,625
Source: TNDG
2017 of 2177
Table D-8
Derivation of Revenue Projection Factors
Pinole Kmart Site - RETAIL RETENANTING SCENARIO
City of Pinole
City of Pinole Population (estimate for 12/31/2021) 19,200 City of Pinole, Employee Population (estimate for 12/31/2021) 8,000 Employee Weighting Factor 0.50
Effective Employee Population 4,000
Citywide
GF Budget Allocation Relevant Per Capita
Budget Category FY 2021/22 Basis1 Population Revenue
Franchise Tax $779,000 R+E 23,200 $33.58
Business License Tax 382,000 E 8,000 47.75
Utillity Users Tax 1,915,000 R+E 23,200 82.54
Fines and Forfeitures 22,050 R+E 23,200 0.95
Sources: State of California, Department of Finance, E-5 Table; Association of Bay Area Governments; 2020 Census; City of Pinole, FY 2021-22 Adopted Budget; TNDG.

Notes: 1. Allocation basis: R - residents; E - employees; R+E - residents plus effective employee population.

GF = General Fund.
2018 of 2177
Table D-9
Projected General Fund Revenues
Pinole Kmart Site - RETAIL RETENANTING SCENARIO
City of Pinole
Business Utility Fines and
Variable Franchise Tax License Tax Users Tax Forfeitures Allocation Basis R+E E R+E R+E
Residents N/A N/A N/A N/A
Onsite Employees 140 140 140 140
Weighting Factor 0.50 N/A 0.50 0.50
Population Equivalent 70 140 70 70
Per Capita Revenue $33.58 $47.75 $47.75 $.95
Total Annual Revenue $2,350 $6,685 $3,343 $67
Source: TNDG.
2019 of 2177
Table D-10
Derivation of Cost Projection Factors
Pinole Kmart Site - RETAIL RETENANTING SCENARIO
City of Pinole
City of Pinole Population (estimate for 12/31/2021) 19,200 City of Pinole, Employee Population (estimate for 12/31/2021) 8,000 Employee Weighting Factor 1.90
Effective Employee Population 15,200
Citywide Less: Net
GF Budget Offsetting GF General Fund Allocation Relevant Per Capita Budget Category FY 2021/22 Revenues Cost Basis1
Population Costs
Police Department $7,532,437 1,339,796 $6,192,641 R+E 34,400 $180.02 Fire Department 3,925,759 - 3,925,759 R+E 34,400 114.12 Community Development (2) 369,885 96,700 273,185 R+E 34,400 7.94 Public Works 2,128,337 - 2,128,337 R+E 34,400 61.87
Community Services 427,025 - 427,025 R 19,200 22.24
Sources: State of California, Department of Finance, E-5 Table; Association of Bay Area Governments; 2020 Census; City of Pinole, FY 2021-22 Adopted Budget; TNDG.

Notes: 1. Allocation basis: R - residents; R+E - residents plus effective employee population.

2. Includes Planning and Code Enforcement.

GF = General Fund.
2020 of 2177
Table D-11
Projected General Fund Costs
Pinole Kmart Site - RETAIL RETENANTING SCENARIO
City of Pinole
Police Fire Community Community
Variable Department Department Development Public Works Services Allocation Basis R+E R+E R+E R+E R
Residents N/A N/A N/A N/A N/A
Onsite Employees 140 140 140 140 N/A
Weighting Factor 1.90 1.90 1.90 1.90 N/A
Population Equivalent 266 266 266 266 N/A
Per Capita Cost $180.02 $114.12 $7.94 $61.87 $22.24
Total Annual Cost $47,885 $30,356 $2,112 $16,457 $0
Source: TNDG.
2021 of 2177
Table D-12
Projected General Government Costs
Pinole Kmart Site - RETAIL RETENANTING SCENARIO
City of Pinole
2021-22
General Government Categories Annual Budget
City Council $176,609
City Manager 562,708
City Clerk 450,393
City Treasurer 8,693
City Attorney 310,200
Finance 554,891
Human Resources 493,626
Total $2,557,120
All Fund Total $46,947,982
All Funds (non-Gen Gov't) $44,390,862
General Government Functions @ 5.8% of other City costs Source: City of Pinole, FY 2021-22 Adopted Budget; TNDG. 2022 of 2177

CITY COUNCIL
REPORT
12A
DATE: OCTOBER 18, 2022
TO: MAYOR AND COUNCIL MEMBERS
FROM: SANJAY MISHRA, PUBLIC WORKS DIRECTOR

MISHA KAUR, CAPITAL IMPROVEMENT AND ENVIRONMENTAL

PROGRAM MANAGER
SUBJECT: TRAFFIC SAFETY IMPROVEMENTS ON THE TENNENT AVENUE

CORRIDOR

RECOMMENDATION
Staff recommends that the City Council receive information and a presentation on traffic safety issues on the Tennent Avenue corridor and provide direction to staff.

BACKGROUND
On July 19, 2022, a vehicle and pedestrian collision in the crosswalk on Tennent Avenue at Pear Street resulted in the death of a community member. This tragic event resulted in renewed community and City focus on and concern about traffic safety in this area.

Community members and students and staff of nearby schools have voiced concerns about pedestrian safety through various platforms including at Council meetings and meetings of the Traffic and Pedestrian Safety (TAPS) Committee.

On August 2, 2022, the City Council requested a future agenda item to receive recommendations from City staff on measures that can be taken to improve pedestrian safety on the Tennent Avenue corridor (between San Pablo Avenue to Pinole Valley Road).

REVIEW & ANALYSIS
Tennent Avenue is a 2-lane, north-south arterial from its southern terminus at Pinole Valley Road to San Pablo Avenue. From San Pablo Avenue to its northern terminus at Pinole Bayfront Park, Tennent Avenue serves as a collector. Tennent Avenue between San Pablo Avenue and Pinole Valley Road is considered a Minor Arterial. Minor Arterials are intended to be walkable medium speed thoroughfares (35 mph or less) in urban and suburban environments designed to carry both regional traffic and local traffic, pedestrians, and bicyclists. The Tennent Avenue corridor provides access to commercial retail, medical offices, nearby schools, and serves as an emergency response route for the nearby Public Safety building which houses the City’s Fire and Police Department. 2023 of 2177
City Council Report
October 18, 2022 2
The City is currently developing a Local Road Safety Plan (LRSP) that will recommend high priority and high impact roadway improvements. The development of the LRSP commenced in April 2021. The LRSP includes an existing conditions analysis based on collision data for a period between 2015 to 2019 and recommendations on traffic measures in areas of engineering, education, encouragement, enforcement, and emerging technologies along with associated evaluation to mitigate future collisions.

Based on historical collision data, several intersections and segments of roadways are identified as high-injury.

The LRSP has identified the segment of Tennent Avenue from San Pablo Avenue to Pinole Valley Road as a high injury corridor. During the collision analysis period between 2015 to 2019, there were a total of 7 incidents on Tennent Avenue between San Pablo Avenue to Pinole Valley Road, of which three were at the Tennent Avenue and San Pablo Avenue intersection. The draft LRSP includes the following countermeasures on the Tennent Avenue corridor:
• Improve signal timing include providing leading pedestrian interval to reduce the probability of a vehicle turning conflict with pedestrians. • Install advance stop bars before crosswalks
• Upgrade curb ramps and/or install directional curb ramps that are compliance with current accessibility standards
• Install yield limit lines at approaches to slip lanes or remove the slip lane at Tennent Avenue and San Pablo Avenue intersection
• Assess feasibility of a roundabout intersection at Pinole Valley Road and Tennent Avenue
City staff expects to present the LRSP to the City Council for approval before the end of 2022. Once the LRSP is approved, the recommended safety improvements it contains will be programmed as part of the City’s Capital Improvement Plan (CIP) or possibly installed by the Public Works Maintenance Division.

As noted above, over the past few months, City staff has received input and some specific suggestions from community members to increase visibility of pedestrians and bicyclists and improve the safety of the Tennent Avenue corridor. Suggestions include reducing the posted speed, implementing traffic calming measures such as bulb outs, roundabouts, raised crosswalks, rumble strips, speed humps, refuge islands, high visibility pavement markings, and installing a traffic control device such as stop signs and traffic signals.

The City would like to immediately identify potential traffic safety improvements to the Tennent Avenue corridor, prior to the approval of the LRSP. The City retained a traffic consultant (CSW-ST2) to conduct a traffic study that involved a speed survey, traffic counts that include vehicle, pedestrian, and bicycle, evaluation of current circulation patterns, and community input, which included a meeting with representatives of St.

Joseph to formulate recommendations for traffic safety improvements.

The consultant collected existing conditions traffic data along Tennent Avenue at the intersections with Pear and Plum Streets, which included speed and volume data. Based 2024 of 2177
City Council Report
October 18, 2022 3
upon the results of the survey, the 85th percentile speed for Tennent Avenue in the north and south direction is 30 and 27 MPH respectively. Thus, most vehicles are travelling in accordance with the posted speed of 25 MPH.

The consultant completed an analysis to determine if the installation of all-way-stop signs on Tennent Avenue at the intersections with Pear and Plum Streets are warranted. To install stop signs in California, an agency must complete a warrant analysis based upon the guidelines of the California Manual of Uniform Traffic Control Devices (CA-MUTCD).

This document includes several categories of criteria for determining if stop controls should be considered, including the necessity for traffic signal control, various traffic volume levels on approaching streets, and intersection collision records. Because the traffic volumes are low on Pear and Plum Streets, the installation of stop control on Tennent Avenue does not meet the criteria established by the CA-MUTCD.

While the accident that occurred at Tennent and Pear Street intersection on July 19, 2022 is currently being investigated by the Pinole Police Department, the preliminary analysis indicates that vehicle speed was not a cause, instead distracted driver is a probable cause.

Based upon site observation, collision history, and traffic volume, consultant analyzed several traffic calming safety measures in addition to all way stop control. These included roundabouts, raised crosswalks, bulb-outs, high visibility striping, refuge islands, and a Rectangular Rapid-Flashing Beacon (RRFB). These measures are consistent with the Federal Highway Administration’s guidance for improving safety.

Based on this analysis, the consultant and City staff are recommending the following traffic safety improvements for the two intersections on the Tennent Avenue corridor.

Tennent Avenue and Pear Street
• Bulb outs at all the corners which will require removal of several parking stalls to increase visibility
• High visibility crosswalks and pavement markings on all legs • High visibility yield road signs
Tennent Avenue and Plum Street
• Bulb outs at all the corners which will require removal of several parking stalls to increase visibility
• A Rectangular Rapid Flashing Beacon (RRFB)
• High visibility crosswalks and pavement markings on all legs • High visibility yield road signs
A RRFB is a pedestrian-actuated conspicuity enhancement used in combination with a pedestrian, school, or trail crossing warning sign to improve safety at uncontrolled, marked crosswalks. The device includes two rectangular shaped yellow indications, each with an LED-array-based light source, that flash with high frequency when activated. The RRFB is a treatment option at many types of established pedestrian crossings. Research 2025 of 2177
City Council Report
October 18, 2022 4
indicates RRFBs can result in motorist yielding rates as high as 98 percent at marked crosswalks. However, yielding rates as low as 19 percent have also been noted.

Bulbouts (curb extensions) shorten the street crossing distance for pedestrians, may slow vehicle speeds, and provide pedestrians and motorists with an improved view of one another, thereby reducing the risk of a motor vehicle–pedestrian collision. Several studies have been done to measure the effectiveness of bulb outs. A 2005 Federal Highway Administration (FHWA) case study analyzed the effect of curb extensions at one uncontrolled intersection in Albany, Oregon. It was found that the curb extension contributed to a 20% reduction in the number of vehicles passing a pedestrian before yielding.

Improvements to the striping, markings, and signs within the intersection help to increase awareness of pedestrians to motorists. Typically, these include high-visibility crosswalks that include ladder or bar striping. High-visibility crosswalks are part of the proven safety countermeasures recommended by FHWA and can reduce pedestrian injury crashes up to 40%.

The consultant analyzed quick build installations such as speed humps but determined that those would probably not be appropriate given that high travel speeds are not the principal challenge for this segment of Tennent Avenue. In addition, adding these features near the fire station creates challenges for emergency vehicles.

In addition, the consultant reviewed the installation of a High Intensity Activated Crosswalk Beacon (HAWK). HAWKS are typically used on multi-lane roadways where the travel speeds exceed 35 MPH. Thus, a HAWK would not be appropriate for either Pear or Plum Streets.

Finally, the consultant evaluated the option of installing roundabouts at the intersections.

This would require significant right of way likely requiring the acquisition of private property. Due to the cost and complexity and the decrease in pedestrian crossing safety with a round-a-bout, the consultant and Staff recommend proceeding with other countermeasures.

Although vehicle and pedestrian volume at both intersections are similar, Staff recommends prioritizing Plum Street over Pear Street, as it is used by elementary school students, which are categorized as a vulnerable user. Staff’s outreach with the community indicates that the Plum Street crossing is heavily used in the morning and many drivers do not yield to pedestrians. Should there be funding restrictions, the City could implement quick build options using K71 bollards, which could mimic bulbouts, which narrow the roadway.

In addition, the consultant and City staff recommend that the Staff continue to collaborate with St. Joseph school to review its student drop off and pick up procedures to minimize the potential of pedestrian and vehicle conflict. Note that the school recently implemented its own program of having volunteers serve as crossing guards at Tennent Avenue and Plum Street in the morning and afternoon.
2026 of 2177
City Council Report
October 18, 2022 5
City staff seeks Council direction on next steps on this matter. Next steps could include directing staff to prepare a future Council agenda item to revise the CIP and appropriate funding to implement the recommended traffic safety improvements at Plum and/or Pear Streets; directing staff to complete additional analysis on the feasibility of other types of traffic safety improvements (i.e., roundabouts, K-71 bollards, etc.); or wait to receive the LRSP and take any desired action on its recommendations related to the Tennent Avenue corridor.

FISCAL IMPACT
The traffic study and development of conceptual drawings of the improvements at Pear Street and Plum Street was performed by an on-call consultant for a not to exceed amount of $10,000.

The estimated cost of the recommended improvements at Tennent Avenue and Pear Street is $440,000, of which 10% is design. The estimated cost of the recommended improvements at Tennent Avenue and Plum Street is $520,000, of which 10% is design.

These cost estimates include drainage improvements and road reconstruction and a contingency and cost escalation for construction in 2023.

ATTACHMENTS
None
2027 of 2177

CITY COUNCIL
REPORT
12B
DATE OCTOBER 18, 2022
TO: MAYOR AND COUNCIL MEMBERS
FROM: ANDREW MURRAY, CITY MANAGER
SUBJECT: ADOPT RESOLUTION APPROVING COMMUNICATION AND

ENGAGEMENT PLAN

RECOMMENDATION
Staff recommends that the City Council adopt a resolution approving the Communication and Engagement Plan.

BACKGROUND
In February 2020, the City Council adopted the City of Pinole Strategic Plan 2020 – 2025.

The Strategic Plan identified four goals for the City (safe and resilient, financially stable, vibrant and beautiful, and high performance), and 22 individual strategies (special projects) to complete over a five-year timeframe. Two strategies are to “develop a strategic communication plan” and “develop a public engagement plan.” Several other Strategic Plan strategies also relate to communication and public engagement.

In April 2021, the City issued a request for proposals (RFP) to select a professional services firm to create a Communication and Engagement Plan to address these two Strategic Plan strategies. The City selected the consulting firm Cerrell to perform the work and executed a professional services contract with the firm in August 2021. Cerrell underwent a reorganization in 2022 and was unable to complete the work. The City then executed a professional services contract with the firm Tripepi Smith in March 2022 to complete the Communication and Engagement Plan. (Tripepi Smith had submitted a proposal to the City’s original RFP.)
Tripepi Smith reviewed Cerrell’s assessment of existing City communication and engagement practices, which was created through an extensive research process, including numerous key stakeholder interviews; conducted its own assessment of City communication and engagement practices; and has created a Communication and Engagement Plan (attached) with numerous recommendations for how the City can improve communication and engagement with the community. Tripepi Smith held a virtual community workshop on September 26, 2022 to present a draft Communication and Engagement Plan to interested community members and receive feedback. 2028 of 2177
City Council Report
October 18, 2022 2

REVIEW & ANALYSIS
The Communication and Engagement Plan recommends that the City undertake a number of new practices to improve communication and engagement with the community.

The recommendations, along with specific action steps, are categorized into two phases and are centered around planning, website, social media, branding, newsletter, policies and procedures, crisis management, media relations, language access, a residents’ academy, and metrics. The first, or priority, phase includes action items that should be prioritized and can quickly take the City’s communications efforts to the next level. The action items in the second, or long term, phase should be seen as long-range goals to follow phase one implementation.

The City’s Assistant to the City Manager will be responsible for overseeing the implementation of the Communication and Engagement Plan and responsible for citywide communication and engagement coordination.

FISCAL IMPACT
The is no fiscal impact from approving the Communication and Engagement Plan. The current City budget includes funds to carry out many of the Communication and Engagement Plan’s recommendations.

ATTACHMENTS
Attachment A - Resolution
Exhibit A - City of Pinole Communication and Engagement Plan 2029 of 2177

ATTACHMENT A
RESOLUTION NO. 2022-XX

A RESOLUTION OF THE CITY OF PINOLE, COUNTY OF CONTRA COSTA, STATE

OF CALIFORNIA, APPROVING THE CITY OF PINOLE COMMUNICATION AND

ENGAGEMENT PLAN
WHEREAS, in February 2020, the City Council adopted the City of Pinole Strategic Plan 2020 – 2025; and
WHEREAS, the Strategic Plan identified four goals for the City (safe and resilient, financially stable, vibrant and beautiful, and high performance), and 22 individual strategies (special projects) to complete over a five-year timeframe; and WHEREAS, two strategies are to “develop a strategic communication plan” and “develop a public engagement plan;” and
WHEREAS, several other Strategic Plan strategies also relate to communication and public engagement; and
WHEREAS, the City has engaged the consulting firm Tripepi Smith to create the Communication and Engagement Plan; and
WHEREAS, Tripepi Smith has created a Communication and Engagement Plan based on extensive research and stakeholder input containing numerous recommendations for how the City can improve communication and engagement with the community;
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Pinole does hereby approve the City of Pinole Communication and Engagement Plan, attached hereto as Exhibit A, and incorporated herein by this reference.

PASSED AND ADOPTED this 18th day of October 2022, by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

I hereby certify that the foregoing resolution was introduced, passed and adopted on this 18th day of October 2022.
____________________________
Heather Bell, CMC
City Clerk
2030 of 2177
1 Communication and Engagement
Plan
Submitted: October 10, 2022
Submitted by Karen Villaseñor, Sr. Business Analyst
Cailyn Thompson, Jr. Business Analyst
Jacob Lyle, Jr. Business Analyst

EXHIBIT A
2031 of 2177
2 Table of Contents
Table of Contents ................................................................................................................... 2 Executive Summary ................................................................................................................ 3 Pinole By the Numbers ........................................................................................................... 3 Recommendations .................................................................................................................. 5 Planning Process .............................................................................................................................. 5 Website ........................................................................................................................................... 8 Social Media................................................................................................................................... 10 Branding ........................................................................................................................................ 12 Newsletter..................................................................................................................................... 14 Policies and Procedures.................................................................................................................. 15 Crisis Management......................................................................................................................... 16 Media Relations and Press Accessibility ......................................................................................... 19 Language Access............................................................................................................................. 21 Residents Academy ........................................................................................................................ 22 Metrics........................................................................................................................................... 24 Conclusion ............................................................................................................................ 25 Appendices ........................................................................................................................... 26 Appendix A – City of Pinole Strategic Plan 2020-2025..................................................................... 26 Appendix B – Cerrell Communications Assessment......................................................................... 43 Appendix C – Example Dashboard Report....................................................................................... 57 Appendix D – Preliminary Map of Banner Locations....................................................................... 63 Appendix E – Content Creation Tips for PCTV ................................................................................. 64 Appendix F – Pinole Postcard ......................................................................................................... 81 Appendix G – Crisis Communications Decision Tree........................................................................ 82 Appendix H – Granicus Website Examples and Ballpark Figures...................................................... 83 Appendix I – CivicLive (Intrado) Proposal for Website Services....................................................... 94 2032 of 2177
3 Executive Summary
Local governments must have strong strategies in place to effectively reach and engage constituents to strengthen local confidence and trust between communities and their public sector organizations and leadership.

With the goal of strengthening communications to effectively reach and engage residents, the City of Pinole commissioned Tripepi Smith to develop a communication and engagement plan for the City. As part of the plan development, Tripepi Smith reviewed research conducted in 2021 by a third-party firm, which included extensive analysis of the City’s communications process, platforms and staffing. The firm’s research and analysis included an in-depth dangers, opportunities, and strengths (D.O.S.) assessment of the City’s messaging, communications channels and stakeholder views on the City’s communications efforts.

To confirm findings of the research and close any knowledge gaps, Tripepi Smith conducted interviews with staff members prior to starting the plan. Based on staff interviews and prior research available, Tripepi Smith developed a series of communications-related recommendations for the City to implement.

The recommendations, along with specific action steps, are outlined below and categorized into two phases. The first, or priority, phase includes action items that should be prioritized and can quickly take the City’s communications efforts to the next level. The action items in the second, or long term, phase should be seen as long-range goals to follow phase one implementation.

While the City’s resources are limited, the plan below offers direction and guidelines that staff can use as a foundation for improving overall communication with the public. By implementing the recommendations, the City can begin to enhance its communications efforts and, thereby, improve its mutually beneficial connection with its residents and stakeholders.

Pinole By the Numbers
The City of Pinole communicates with its constituents using several tools and each method offers an opportunity to reach target audiences in differentiated ways. To reach as many audience members as possible, the City must leverage a variety of platforms, including websites, social media, email, printed collateral such as flyers and banners, and in-person opportunities.

To refine and set communications goals, it is important to understand the City’s potential reach with its external-facing communications. The table and chart below depict the City of Pinole’s current audience counts. Data is up to date as of April 30, 2022, unless indicated otherwise. 2033 of 2177
4 Given the adoption levels of social media and the algorithms of social networks, it is unrealistic to expect a fan base on a social media site to ever match the size of your potential audience.

However, by comparing the size of the potential reach and the current count of Followers and Subscribers on the City of Pinole’s social media sites, it provides a quick glimpse at the growth potential for those sites. In interviews with staff, the Pinole Police Department was often mentioned as a model for the City. For that reason, metrics from the Police Department’s social media presence have been included to show the City’s growth potential. Drawing from this comparison, the City has an outstanding opportunity to significantly broaden its communications presence.

METRIC COUNT NOTES
Residents on Facebook 19,800 Based on total Facebook potential reach of those that self-identify as living in Pinole.

City Population 19,343 Data collected from US Census.

Registered Voters 12,403 Data from Contra Costa County 2020 election results.

Nextdoor Claimed
Households
4,330 Number of households on Nextdoor in Pinole.

Data pulled from Pinole PD’s Nextdoor
account.

Facebook Followers 731 Pinole PD has 9,400 followers on Facebook.

Twitter Followers 573 Pinole PD has 1,275 followers on Twitter.

Instagram Followers 55 Pinole PD has 2,613 followers on Instagram.

YouTube Subscribers 19 The Pinole TV YouTube channel has very little traffic. Multiple videos have no views. The
Pinole PD channel has 55 subscribers. The vast
majority of traffic on the PD’s YouTube channel
was driven by the video of a specific incident.
2034 of 2177
5 Recommendations
Tripepi Smith suggests implementing the recommendations below in two phases. As noted in the executive summary, the first phase is the priority phase and should be followed by the second, or long term, phase that includes more long-range goals.

Planning Process
A structured and regularly maintained communications planning process helps organizations shift from reactive, day-to-day communications to strategic, proactive efforts that are more engaging and effective in reaching a broader portion of the City’s target audiences.

Additionally, cross-departmental communications planning helps organizations increase public engagement and minimizes reactive communications.

With limited staffing resources dedicated to communications, the City historically has not proactively planned or brainstormed communications needs beyond a day-to-day basis, except the Police Department. The City has an opportunity to establish a cross-departmental planning process that isn’t time intensive and resource heavy. A process ensures staff have enough time to identify communications opportunities across all departments, coordinate communications ahead of the opportunity and strategically execute when the opportunity arrives. 19,800 19,343
12,403
9,400
6,609
2613
1275 731 573
55 19
0 5,000
10,000
15,000
20,000
Residents on Facebook
City Population
Registered Voters
Pinole PD Facebook Followers
Residents on Nextdoor
Pinole PD Instagram Followers
Pinole PD Twitter Followers
Facebook Followers
Twitter Followers
Instagram Followers
YouTube Subscribers
Pinole By the Numbers
2035 of 2177
6 Phase 1
Action Steps
• Identify a staff member who will be responsible for key cross-departmental planning tasks (identified below)1
.
• Create a communications calendar within Microsoft Excel or Google Sheets in which staff can organize communications topics, determine what type of communications materials are necessary, where the materials need to be distributed and when. This calendar should be regularly maintained by the identified point person. • Establish a quarterly cross-departmental communications meeting in which all department directors are involved and prepared to identify their top communications stories for the next 12 months. Topics will be organized in the communications calendar.
• Ensure the staff member leading on cross-departmental planning is included in any allhands leadership team meetings among department directors so they: (1) remain updated on potential communication opportunities across departments and (2) can identify additional or changing communications opportunities early and in between quarterly cross-departmental communications meetings.

Phase 2
Action Steps
• Within each department, assign a current staff member who will be responsible for identifying ongoing communications opportunities within their department and will be responsible for proactively reaching out to the City’s identified point person responsible for maintaining the city-wide communications calendar.
• Establish specific guidelines for submitting information related to communications opportunities i.e., for social media posts, the minimum standard for staff submitting ideas should be to submit at least one photo relevant to the opportunity and a summary of the project, program, event, etc.
• For major initiatives, such as capital improvement projects and developments, create project-specific, detailed communications plans with specific short-term and long-term goals, as well as action steps. Utilize the City’s identified point person responsible for cross-department communications for assistance in creating a template that can serve as a foundation for any communications plan various departments need. • Incorporate City Council, Commissions and Committees City Communications Distribution Efforts
1 As of this writing, the City has assigned the Assistant to the City Manager to be responsible for citywide communication and engagement coordination.
2036 of 2177
7 o Regularly check in with a key point of contact and/or the council, commission or committee liaison to offer information about key City communications underway. o When available, provide commissions and committees with communications materials to distribute among their peers i.e. flyers and handouts. o Encourage and remind commissions and committee members to engage with the City’s social media accounts.
o For specific communications campaigns, email commissions and committees with a detailed overview of the topic and specific instructions on how they can spread the word, including an outline of online and printed materials available. • Collaborate with the West Contra Costa Unified School District (WCCUSD) on City Communications Distribution Efforts
o Identify a point of contact within WCCUSD. The District has a communications team made up of five staff members2
.
o Establish regular check-ins with the identified point of contact, whether via phone call or email, to build relationship and discuss upcoming opportunities to collaborate on communications.
o Ensure the City is connected with the District on its various social media accounts; when appropriate, tag the District in posts and/or request for the District to share City content.
• Establish a City Speaker’s Bureau to Maintain Regular In-person Communication with Residents
o Identify staff members from each department to participate in the Speaker’s Bureau.
o Identify local community groups and organizations and point of contacts with whom to coordinate and schedule presentations.
o Prepare quarterly presentations that provide a high-level overviews and updates about the City’s programs, services, events and other notable happenings. • Consider a Pilot Quarterly Coffee with the City Manager o Schedule and promote initial Coffee with the City Manager event (in-person); consider adding virtual events in the future.
o Prepare talking points to address specific, notable programs, services or events to discuss.
o Invite participants to come prepared with questions and/or ideas/comments. o Gauge interest based on attendance and participation and determine whether to continue coordinating Coffee with the City Manager events. 2 WCCUSD Communications Team Directory: https://www.wccusd.net/Page/16319 2037 of 2177
8 Website
The City of Pinole has an external-facing website at ci.pinole.ca.us. The website is run on the CivicLive platform. Administrative support has been historically provided by the City’s Assistant City Manager (ACM); however, the ACM retired in December 2021 and the City has not yet assigned anyone else to serve as website administrator. Additionally, website administration was one of many responsibilities for the ACM and not their expertise, so the website lacked comprehensive management. Staff interviews revealed a prevalent sentiment that the website is difficult to navigate and lacks a user-friendly design, and adding content is complicated.

A city’s website is often the highest profile, most utilized communication platform by residents, visitors and stakeholders. It is important for Pinole to have a website that is useful to the public, is easily navigable and highlights the character of the City.

Phase 1
Action Steps
• Restructure the format of the website to ease navigability and make small cosmetic updates:
o Update page titles for clarity and conciseness. For example, retitle the home page to “City of Pinole.”
o Reformat the dropdown menus from the navigation bar to clearly show the subcategories and their sections.
o Update quick link buttons to the pages with the highest traffic. o Add more resident-specific resources to the “Residents” menu on the navigation bar.
o Change the “Contact Us” menu on the main navigation bar from a dropdown menu to a single page with centralized contact information; residents should be able to find all general department contact information on one page instead of navigating to individual department pages.
o Add additional languages to the translator function at the top right of the website.
o Update the favicon to the City seal to increase branding awareness. • Ensure information and content on the website are up to date:
o Assign a resource within each City department to take lead on updating website content for their department.
o Update the copyright date in the website’s footer each year. o Update the social media links in the website’s footer to City accounts. 2038 of 2177
9 • Track website metrics through Google Analytics3
.

Phase 2
• Consider shifting from the CivicLive content management system (CMS) to a more robust CMS.
o CivicLive frequently experiences intermittent performance issues which temporarily prevent the City from using key features.
o The CivicLive backend is difficult to use, increasing staff time spent on website edits and updates. Occasionally, changes do not save properly causing staff to upload the same update multiple times; staff time is unnecessarily wasted in this endeavor.
o The CivicLive CMS experiences many unplanned outages causing disruption in workflow.
o An alternative, trusted platform is Granicus which is utilized by many local government agencies and can potentially be a better solution for Pinole.4

• While it is recommended to change the City’s CMS, regardless of the City’s decision, pursue a website redesign for increased user-friendliness and modernized look and feel. o Currently, the City has a Premium CivicLive Website Design and, after 4 years, is entitled to 20 hours of free design time towards a website refresh5 . Since the
website has been active since 2018, the City is eligible for a refresh in 2022. o Per CivicLive, refreshes are being scheduled between October 2022 and February 2023.
• Whether shifting to a new CMS or remaining with the CivicLive CMS, complete an audit of the website to determine ADA-compliance and required changes to achieve compliance; ensure all staff who regularly edit the website receive training on website ADA best practices.
• Establish continued website administration support, ideally through a third-party website administration firm or full-service communications and marketing firm. • Integrate a citizen request management tool where residents can submit requests online without needing to call staff or visit City Hall. o SeeClickFix6 and GoGov7 are two viable options, both offering website integration and a mobile app.
3 The Assistant to the City Manager will perform this task in their capacity as citywide communication and engagement coordinator.
4 See Appendix H for estimated cost of transitioning to Granicus. 5 CivicLive’s 20 hours of design time would not suffice for a complete website redesign; see Appendix I for estimated cost of CivicLive completing a website redesign. 6 https://seeclickfix.com/ 7 https://www.gogovapps.com/
2039 of 2177
10 Social Media
Consistent and compelling social media is critical for all municipal governments. With over 80% of the American public on Facebook alone, local governments must have a strong presence on the digital platforms that their residents and stakeholders frequent. Often, community members’ primary source of local news is social media; a strong social media presence is crucial for local governments to effectively reach constituents.

Pinole has an opportunity to broaden community engagement by expanding its presence on digital platforms. Currently, the City's active social media accounts include a main City of Pinole Facebook Page, a main Instagram account, and the Police Departments, Facebook, Instagram, Twitter, YouTube and Nextdoor. Additionally, the City has a few inactive accounts that aren’t regularly maintained: Twitter, LinkedIn and YouTube. By increasing communication via its active accounts and reviving a few inactive accounts, the City can begin to reach its audience more effectively on social media.

The action steps below offer guidelines for increasing the City’s social media presence and influence on digital platforms and are broken down into phases, with phase 1 being the priority.

Phase 1
Action Steps
• Establish a Social Media Strategy.
o As the City’s social media audience grows, it is important to have an official social media strategy to ensure communications efforts via social media sites are effective at engaging target audiences on the City’s key strategic initiatives and organizational priorities and reflect the City’s character and overall body of work. • Gain control of the current, inactive @PinoleCA Twitter account. o The City may first survey staff to determine whether someone may have login credentials or insight into the email associated with the account. o If staff does not have insight, the City should consider reporting the account as an impersonator via help.twitter.com/en/forms/authenticity/impersonation.

Twitter will remove the account and the City can create a new one. • Actively maintain @PinoleCA Twitter account.
o Twitter restricts Tweets to 280 characters, so content currently being created for Facebook will need to be cut down in most circumstances. 2040 of 2177
11 § If content cannot be shortened, the City can utilize Twitter threads and end each tweet with an indicator showing the length of the thread. For example, add “(1/2)” and “(2/2)” at the end of each respective tweet. o Update Twitter profile picture to Pinole city seal.
o Upload picture for Twitter header. An image similar to the City’s current LinkedIn header would be suitable.
o Allow Direct Messages from followers to open a line of communication between residents and the City.
• Regularly schedule activity on @cityofpinole Instagram Account. o Cross-populate Facebook content on Instagram. Content for Facebook that has a visual component can easily be shared on Instagram as well for nearly no additional time cost and will expand the content’s reach. • Leverage Pinole PD accounts to supplement City posts (tag, share, engage, shout-out). • To avoid a cluttered footer, social media icons in the footer of the City’s website should direct to the City’s main social media accounts. Department social media accounts can be listed on the department’s website page and/or on a website page that lists all available City social media accounts.
• Standardize all staff email signatures to include links to the City’s digital assets, especially the City website, social media sites and any sign-up forms. • Ensure that branding assets across the City’s social media sites are consistent in colors, images and words.

Phase 2
Action Steps
• Establish a social media management software to facilitate various tasks, including scheduling, monitoring and metrics tracking.
o Sprout Social8 and Hootsuite9 are two options with robust features for the City to consider.
• Establish a social media archive tool, such as ArchiveSocial, Pagefreezer or Smarsh to ensure social media posts on all platforms are available to the public, per the California Public Records Act, Section 6252.
• Create a dedicated webpage on the City’s website that includes links to the City’s digital assets, such as social media sites and any newsletter sign-up forms. 8 https://sproutsocial.com/ 9 https://www.hootsuite.com/ 2041 of 2177
12 • Link policies appropriately across all City platforms. For example, a social media policy should be publicly available on the website and all social media platforms. • Develop a social media calendar, integrated into the global communication calendar mentioned above, to ensure communication opportunities are identified and communicated via social media when necessary10.
• Track and report social media metrics. See Appendix C for an example metrics dashboard report.
o Assign a resource to take lead on tracking metrics.
o Regularly create reports to compare metrics to past months and track progress. o Consider using a social media management tool, such as Hootsuite or Sprout Social, to reduce the time and labor required to complete this task. • During cross-departmental meetings, discuss social media content and metric reports to ensure all departments are on the same page with messaging and are on the same page about what is working and what needs fine-tuning in terms of the City communications.
11 • Increase posting frequency across all platforms.
o Based on experience with dozens of public agencies, Tripepi Smith generally recommends posting no less than five times a week, one post per weekday; however, ultimately, the City should use its social media calendar to determine messaging needs and post frequency.
• Identify City-specific hashtags to facilitate ease of discovery and a shared City voice on community activity that can be used by sister agencies, community partners and residents alike. Hashtags should include the name of the City. • Launch a social media followers campaign to increase the City’s following across all social media accounts; prioritize Instagram since it’s the newest account with the lowest number of followers.

Branding
The City of Pinole does not have an official brand/style guide. A style guide is key to maintaining consistency across externally communicated content, including the website and social media. A brand/style guide can help ensure that anyone who creates external-facing content for the City can easily and appropriately apply its brand. 10 Reference Planning Process on page 5.
11 Reference Planning Process on page 5.
2042 of 2177
13 Phase 1
Action Steps
• Develop a Brand/Style Guide.
o Determine the City’s official logo/seal and specific guidelines for how the logo/seal can be used including varying sizes, colors and variations. For example:
§ Always leave space or “padding” around the outside of the logo/seal § Don’t manipulate the logo/seal so it becomes distorted § Do not change fonts that appear within the logo/seal
§ Never change colors or adjust elements within the logo/seal and its approved variations
§ Define the minimum size acceptable for each logo/seal. o Incorporate color that complements the logo/seal color options in the official brand color palette.
o Consistently use the City logo/seal to strengthen brand consistency and maintain the integrity of the brand identity.
o Establish the City’s official brand colors and limits to variations that can be used. o Determine the City’s official fonts and provide guidelines on how the fonts can be used.
o Develop a shortened “cheat sheet” document that outlines key guidelines for the City’s logo, colors and fonts.
o Develop a template for materials commonly used by the City and its departments
§ For example, letterheads, business cards, press releases, staff reports, memos to Council, press releases, banners, flyers/postcards, and presentation decks.

Phase 2
Action Steps
• Incorporate the vision, mission and goals identified in the Strategic Plan 2020-2025 into regular City communications with residents and businesses. • Establish a plan for replicating all external-facing plans, reports and publications, such as the Pinole Year in Review and Pinole Community Guide, using the City’s brand style guide.
• Establish an official map of locations where banners should be placed across city parks and facilities; the preliminary map is attached (Appendix D). • Use PCTV to create video content about City events and activities for dissemination on other channels and platforms.
2043 of 2177
14 o The City is undertaking a planning process for PCTV that will recommend the best use of the PCTV television channels for communication, engagement and other purposes.
• Ensure staff is aware of guidelines for creating content for PCTV; update existing guidelines (Appendix E).
• Minimize text on print materials i.e., postcards (see Appendix F). • Ensure all departments use Every Door Direct Mailing for mailers to ensure that all households receive City mail.
o If the City does not have a mailing address when using USPS, that household will not receive the mail. EDDM ensures every household in the City receives the City’s mail and doesn’t rely on addresses.

Newsletter
The City of Pinole has one cross-departmental newsletter: the bi-monthly City Manager’s Report. A newsletter is an important piece of a communications strategy that complements other communications efforts, and can more effectively reach portions of the community that are not active on other platforms like social media. Additionally, whether emailed or distributed physically, newsletters can reach residents directly in their inbox or household unlike social media which is not as direct.

The content of the Report covers critical and interesting city information and provides timely updates. An updated look and feel, visuals and presentation of the newsletter and its content can optimize distribution and increase regular subscribers. Additionally, the City Manager’s Report is currently posted on the City’s website to broaden its reach. The City utilizes its social media channels to drive traffic to the website newsletter posting.

The City currently uses News Flash, an email notification tool within CivicPlus, and manuallymaintained mailing lists to send email communications. While CivicPlus’s internal tools can be effective, they are not as robust or efficient as email marketing services like Mailchimp and Constant Contact. The City’s communications efforts would benefit from a stronger email management tool, further organization of email communications and more assertive subscriber recruitment efforts.

Phase 1
Action Steps
• To understand the current newsletter audience and gain insight into how to grow the audience, the City should consider distributing a survey to newsletter subscribers that captures the following information:
2044 of 2177
15 o How often recipients read the newsletter, what information is most beneficial, their preferred method of receiving news, etc.
o How often subscribers engage with the city, which city services they most often use, types of information missing from the newsletter and what topics they would like to see covered.
• Develop digital advertising campaigns via the City’s social media accounts to grow the audience for the bi-monthly City Manager’s Report.
• Ensure all content in the City Manager’s Report are items that directly impact residents and are applicable to city services provided to members of the public. o Simplify content and presentation wherever possible to make it digestible, reduce text where possible and consider visuals to tell stories. o Ensure consistency with City brand and voice.

Phase 2
Action Steps
• Expand use of the City’s Mailchimp account. Note that subscription costs are based on the number of email addresses uploaded to the account.
o Export email subscribers from News Flash and import them into Mailchimp, then create email lists based on existing CivicPlus categories. o Develop branded email template for the bi-monthly City Manager’s Report. o Develop branded email template for distributing public meeting agendas, including City Council and various commissions and committees. o Regularly collect and analyze available metrics, including Open Rate, Click Rate, Top Links, and percentage of Open Rate on mobile versus desktop. § Use these to inform future content strategies, such as send times and subject lines.
• Conduct a survey to determine the need for a print newsletter. o Because print newsletters can be costly, the City should consider a mailed survey to all households to determine how many residents prefer this method of communication.
o Depending on survey results, the City can better determine whether a print newsletter would be an effective form of communication and worth the cost.

Policies and Procedures
Managing communications efforts is easier and more efficient when an organization has established policies to guide them. Policies also provide potential legal protections. The City’s communications efforts would benefit from updating and establishing key policies. 2045 of 2177
16 Phase 1
Action Steps
• Update the City’s formal internal social media policy. At a minimum, the policy should outline:
o Responsibilities of ultimate stakeholders, department heads and social media managers.
o Procedures for social media management (including restricting access). o Content guidelines for posts and comments and records retention for posts and comments.
o Employee and elected officials’ engagement on agency social media sites. o Who is responsible for enforcing the City’s communications-related policies. • Establish a formal external social media policy. At a minimum, the polices should outline:
o Content guidelines for posts and comments, alternate methods to contact staff and submitting complaints.

Phase 2
Action Steps
• Assign a staff member, such as the Assistant to the City Manager in their capacity as citywide communication and engagement coordinator, responsibility for overseeing and enforcing various communications-related policies.
• Develop internal communications materials to ensure staff across all departments are aware of the communications-related policies and where they can be found. • Link policies appropriately across City platforms. For example, the City’s external social media policy should be available on the website and all social media platforms. • Establish a resource to ensure all staff members, especially front-line employees answering direct calls from constituents, know who leads on and can answer questions about specific programs and services. The resource may be developed in the form of a booklet or multi-page document that lists various City programs and services and the staff member and/or department in charge.

Crisis Management
The City of Pinole does not have an official crisis communications plan. A key part of crisis management is preparation. Having a clear process for handling a crisis can lessen confusion and provide clear next steps for residents and staff. A crisis can come in many forms and often results from an unforeseen or unplanned event i.e., a natural disaster, public safety incident, ethical/criminal allegations or a health/safety emergency. Below are the action steps outlined in 2046 of 2177
17 two phases to emphasize the priority and capability of putting recommendations regarding crisis management into effect.

Phase 1
Action Steps
• Develop a Crisis Communications Plan for the City and its staff to use as a guideline for communications:
o Determine single point of contact, spokesperson, for crisis communications. o Define target audiences.
o Identify existing internal and external sources of communication. o Analyze toolset for targeted communications.
§ The City does not currently have an emergency notification tool. While the City can use features of existing tools, like Facebook Local Alerts, a next step would be to establish a Nixle account for official emergency alerts; Nixle is a trusted emergency alert tool among local government agencies.
o Introduce potential scenarios for outreach and engagement. o Create communications assets.
§ Templates for press releases, emergency notifications (i.e., GovDelivery), etc.
§ Emergency evacuation graphics
o Outline how to measure success and determine which metrics to collect, analyze and report (i.e., reach, engagement, media tracking, etc.) • Develop a Communication Decision Tree and Checklist for staff to use as a guideline for communications, asking the following questions:
o Decision Tree12
§ Question 1: Does the City need to communicate with public about the crisis?
• Yes:
o Inform the City Manager.
o City Manager will inform the City Council.
o Begin identifying necessary communications assets (move onto question 2).
• No:
o Inform the City Manager.
o City Manager will inform City Council.
o Monitor the issue.
• Don’t know (if the answer is yes to any of the following questions, the City needs to communicate with the public):
12 See Appendix G for Crisis Communications Decision Tree. 2047 of 2177
18 o Life safety or property saving information that must be communicated urgently?
o An emergency or disaster that has caused loss of life, damage to public/private property or harm to the
environment?
o Existing, significant media coverage of the incident? o A mistake, wrong-doing or accident involving city staff, resources or vendors/contractors that requires a public explanation?
o Broad involvement of City properties, facilities,
equipment, fund, or personnel?
o Public experience of a major service interruption (i.e., major road closure or utility disruption)?
§ Question 2: Does the City need to communicate life safety, propertysaving or major service disruption information immediately? (i.e., the City may need to communicate this information during the event of an earthquake, fire, flood, gas leak, major road closure, utility shutoff, etc.) • Yes:
o Use an official emergency alert tool to notify residents13. § Note: When communicating with residents about
disruptions in services provided by other agencies
(i.e. Pacific Gas and Electric or East Bay Municipal
Utility District), the City should reshare information
through available platforms (i.e. social media)
instead of creating new communications.
• No:
o Move onto question 3.
§ Question 3: Does the City have all information available about the crisis? • Yes:
o Move forward with a press release, social media post and talking points for the City Council about the crisis.
• No:
o Move forward with a holding statement, social media post and talking points for the City Council about the crisis. • Don’t know:
o Does the City have a complete picture of what happened? § An effective response strategy needs facts (i.e.,
why it happened, how it happened, who is affected
or involved, and the impact of the incident).
§ Question 4: Is the City receiving a high amount of media coverage and media inquiries about the crisis?
13 See page 15 for emergency alert tool recommendation. 2048 of 2177
19 • Yes:
o Contact media directly to provide additional information, offer a spokesperson to answer questions.
• No:
o Move onto question 5
§ Question 5: Will additional critical information about the crisis become available days, weeks or months from the time of the event? • Yes:
o Create a dedicated website page about the crisis where ongoing updates live. Add a link, button or banner on the homepage that directs visitors to the dedicated website page.
o Monitor the issue and post updates.
• No:
o No need for a dedicated website page.
o Monitor the issue.
o Checklist
§ Identify the spokesperson.
• Unless otherwise assigned, the City spokesperson is the City Manager.
§ Identify the priority audiences.
• Refer to the identified target audiences in the City’s Crisis Communications Plan: who is the most affected and needs to be reached immediately?
§ Identify immediately available information.
§ Identify necessary communications assets based on decision tree. o Distribute communications as necessary.

Phase 2
Action Steps
• Regularly update the Crisis Communications Plan to ensure it contains the most current information and practices.
• Review the Crisis Communications Plan annually to determine direction on communications strategy, update with current, specific campaigns, and adjust the document accordingly.

Media Relations and Press Accessibility
Pinole’s local media presence among traditional media outlets, like many municipalities’, has been contracting in recent years due to changes within the mass media industry and the shrinking business of print media. Despite the trend, the City continues to have important and valuable opportunities for connection with the media. With local journalists constrained by a 2049 of 2177
20 lack of resources, it is more important than ever for the City to be proactive in cultivating relationships with reporters and increasing connections with news outlets.

Phase 1
Action Steps
• Assign a resource, such as the Assistant to the City Manager in their capacity as citywide communication and engagement coordinator, to monitor local media for mentions of the City across print and digital media platforms. o Monitoring can be done effectively via Meltwater or Google Alerts. The latter is a tool that sends subscribers email notifications about articles published online that match specific terms set by the subscriber.
• Define a process for communication with the media14.
o Designate a staff resource as the main point of contact for the media. o Develop and regularly maintain a media list comprised of local and regional media contacts.
§ Identify key individuals and news organizations with which to cultivate relationships.
o Define guidelines for determining when to proactively contact the media. o Formally communicate the process to all key staff and provide staff with updates at regular intervals to ensure broad-based understanding and acceptance of the media relations process.
• Establish a formal Media Relations/Inquiry Policy or procedure. At a minimum, the Policy should identify:
o A single spokesperson who is responsible for funneling media inquiries and viceversa. o How and when staff and elected officials may interact with the media. o When press releases should include quotes from the Mayor, other Council members, Directors or the City Manager.
• Regularly develop press releases.
o Create a branded template for press releases.
o Assign a resource within each department to identify, in coordination with the Assistant to the City Manager in their capacity as citywide communication and engagement coordinator, communications opportunities that can be proactively shared with the media.
14 *See Crisis Communications (pg. 15) for media response decision tree. 2050 of 2177
21 o Develop a defined process for press release approval and distribution. o Ensure press releases are published on the City’s website and distributed via social media.

Phase 2
Action Steps
• Expand media outreach team and activities.
o Appoint a resource within each city department to act as subject matter expert/point of contact (POC) for media inquiries and outreach. o Create POC list to be housed with the City Manager’s Department and regularly maintain list.
o Forecast opportunities to provide media with “advance preview” of significant projects/issues/updates.
o Facilitate periodic media briefings in conjunction with identified opportunities. o Provide tours of City assets that reflect the work and achievement of the City.

Language Access
As local populations continue to become more diverse, it is essential for local government to take steps to ensure that diverse communities can access and engage with the government that represents them. The City of Pinole does not have a defined process for translation services. To increase the reach of essential information, expanding language access is important for Pinole. Providing translated documents and messaging in the languages spoken by the City’s residents and stakeholders will ensure that the City’s information will be effectively communicated. Below are the action steps outlined in two phases to emphasize the priority and capability of putting recommendations, regarding expanding language access, into effect.

Phase 1
Action Steps
• Develop a defined process for translation services of communications. o Determine a list of documents or publications that are vital to residents obtaining the services provided by the City.
§ Determine if vital documents should be translated in full, or if they should be translated in a condensed, summary form.
§ Vital documents may include, but are not limited to public notices, press releases, program/service applications, program eligibility rules, program/service-specific outreach or community education materials. § Vital social media content may include, but is not limited to urgent impacts to service, educational information, or public notices. 2051 of 2177
22 • For social media posts, combine English and translated text in the caption and the image within a single post.
o Documents that are identified as not critical for obtaining City services will require further assessment about the appropriateness of translation. o Identify a staff member, or a contractor, to translate all necessary City communications (i.e., press releases, emergency alerts, social media posts, etc.) • Update the website translation options to include Simplified Chinese.

Phase 2
• Boost bilingual posts to increase reach.
o For posts with a budget15 of $25 or less, combine English and translated text in the caption and the image within a single post and boost. o For posts with a budget of $25 or more, post English and translated content in two separate posts and boost each post separately using language targeting. • Plan to collect and analyze available metrics to evaluate the performance of translated communications.
o Leverage insights from each metric to inform which City communications need continued translation services.

Residents Academy
Pinole wants to increase resident engagement among all residents, adults and students alike.

In order to do that, the city is currently considering the development of a Residents Academy.

Cities across the nation utilize resident academies to educate community members about the inner workings and processes of local government. The purpose is most often to educate for the purpose of improving the level of effective engagement. Through resident academies, residents can understand how to navigate the complexities of municipal government and achieve greater influence into a city’s decision-making process.

In Pinole, development of a residents academy will help strengthen the city’s bonds with the community and will empower residents to effectively and actively engage with their local government. Below are recommended action steps outlined in two phases to enable the orderly creation of these new forums for public participation. 15 A budget for Facebook boosted post or ad is the amount of money you want to spend on showing people your boosted post or ad. Ads and boosted posts can have lifetime budgets: the amount you are willing to spend over the entire run-time of your boosted post or ad. Ads can also have daily budgets: the average amount you want to spend on an ad set or campaign each day.
2052 of 2177
23 Phase 1
Action Steps
• Establish a Resident Academy.
o Develop a title and logo consistent with city branding and style guidelines. o Determine staff who will oversee program, such as the Assistant to the City Manager in their capacity as citywide communication and engagement coordinator.
o Create a mission statement.
o Develop curriculum outline/engage appropriate city staff to build out their department’s curriculum.
o Based on curriculum, determine length of each academy. o Determine how often academy will be held, i.e., annual, semi-annual or quarterly.
o Create webpage within City’s website that includes:
§ Mission Statement
§ Registration process and link to registration
§ Course description
o Decide the maximum size of each academy class.
o Choose inaugural academy start date.

Phase 2
Action Steps
• Recruit first academy class.
o Begin publicity through all city channels at least eight weeks ahead of course start.
o Leverage community-based organizations/strategic community partners to publicize on behalf of city.
o During academy, ensure photos and videos are taken during courses for publicity.
§ Consider having participants sign a waiver to allow their images to be used.
o Issue survey to gauge attitudes and experience of all participants after completion of each academy. Ensure the survey includes an open-ended opportunity for graduates to make additional comments.
§ Note that the city may choose to use those comments when advertising for future academies. Consider including a “check box” participants can 2053 of 2177
24 mark to give their permission for inclusion of their comments in future advertisements for the program.

Metrics
The City does not regularly analyze available communications-related metrics such as website traffic and social media reach. By regularly collecting and analyzing available metrics, the City can implement a data-driven approach and gather important insights to help improve communications efforts. A data-driven approach will help guide important decisions related to communications efforts, including resource allocation, and ensures the City knows what efforts are the most efficient and effective for reaching its constituents.

Phase 1
Action Steps
• Plan to collect, analyze and report on available metrics on a quarterly basis. Regularly compare metrics to the baseline averages.
• Determine key metrics to report regularly. At a minimum, metrics should include:
o Website: Sessions, Users, Avg. Sessions Per Day, Avg. Session Length, Top Pages, Most/Least Active Days, Traffic Source, Site Search Top Keywords. § The City should aim to stay within 5% above or below of each quarterly average for Sessions, Users, Avg. Sessions Per Day and Session Length. o Social Media: Followers, Number of Posts, Post Reach, Post Engagement. § By accounting for Most/Least Active Days, Traffic Source and the above statistics, the City will learn what information its community is interested in.
§ By analyzing post reach and post engagement, the City can determine the impact of information. Post reach and post engagement can also correlate to in-person attendance at meetings, events, etc. • Leverage insights from each quarterly report to inform messaging strategy and distribution.
• Optimize Google Analytics to ensure quality data is retrieved:
o Enable Google Search Console to improve your control of the domain and how it interacts with Google Analytics.
o Set up Site Search in Google Analytics to better understand what website visitors are searching for. Use the results to inform your website design, especially the home page.
o Create three data views within the Google Analytics Property:
§ Unfiltered
§ Test
§ Master
2054 of 2177
25 Phase 2
Action Steps
• Shift from quarterly to monthly reports to stay informed of shifts in the City’s communications efforts more regularly.
• Incorporate metrics discussions into cross-departmental communications planning meetings to ensure all departments stay informed on communications efforts results and understand which efforts are working and which need fine-tuning. • Conduct annual or biennial scientific surveys to gather direct community feedback via a professional, scientific surveying service.
o OpenGov16 and FlashVote17 are both trusted and effective services for the City to consider.

Conclusion
With the goal of strengthening communications and community engagement, the City of Pinole initiated a series of communications-related research and planning efforts in 2021 and is well on its way to achieve the next level of success when it comes to reaching and engaging constituents.

The City has started building a strong foundation for its communications efforts by completing research and laying the framework for a success communications plan. By implementing Tripepi Smith’s recommendations, the City can reach a higher level of engagement and strengthen its community ties.
16 https://opengov.com/
17 https://www.flashvote.com/
2055 of 2177
26 Appendices
Appendix A – City of Pinole Strategic Plan 2020-2025
City of Pinole
Strategic Plan
2020 – 2025
Vision
Mission
Goals
Strategies
February
2020
"55"$).&/5
#
2056 of 2177
27 Page i
City of Pinole Strategic Plan 2020 - 2025 February 2020 Prepared for the City of Pinole by Management Partners
2057 of 2177
28 Page ii
City of Pinole Strategic Plan 2020 - 2025 February 2020

TABLE OF CONTENTS
Table of Contents
Introduction ...................................................................................................................................................... 1 City of Pinole Leadership ................................................................................................................................ 2 Strategic Plan Process and Themes............................................................................................................... 3 Vision ................................................................................................................................................................ 5 Mission ............................................................................................................................................................. 6 Pinole’s Goals .................................................................................................................................................. 7 Goal 1. Safe and resilient Pinole .................................................................................................................... 8 Goal 2. Financially stable Pinole ..................................................................................................................... 9 Goal 3. Vibrant and beautiful Pinole .............................................................................................................10 Goal 4. High performance Pinole ..................................................................................................................11 Conclusion .....................................................................................................................................................12 2058 of 2177
29 Page iii
City of Pinole Strategic Plan 2020 - 2025 February 2020 This Page Purposely Left Blank
2059 of 2177
30 Introduction Page 1
City of Pinole Strategic Plan 2020 - 2025 February 2020 Introduction
The City of Pinole Strategic Plan 2020 – 2025 expresses the City’s vision, mission, goals, and strategies for the next five years. It was developed through an extensive research and engagement process led by Management Partners, described in detail below, that began in June 2019.

The vision, mission, goals, and strategies are based on the information and perspectives provided by Pinole’s community members, appointed officials, staff, and the City Council.

The vision is our aspiration for the future. The mission is the City organization’s statement of purpose. The goals are the main objectives that need to be achieved in order to obtain the vision. Each goal contains a list of specific strategies (deliverables). Following City Council approval of the Strategic Plan, staff will develop an implementation action plan to assign responsibility and timelines for completion of the strategies.

The City would like to thank all of the stakeholders that participated in the development of the Strategic Plan, and encourage everyone to remain engaged with the Strategic Plan by monitoring the City’s progress and celebrating the results we achieve and deliver together. 2060 of 2177
31 City of Pinole Leadership Page 2
City of Pinole Strategic Plan 2020 - 2025 February 2020 City of Pinole Leadership
City Council
Roy Swearingen
Mayor
Norma Martinez-Rubin
Mayor Pro Tem
Pete Murray
Council Member
Vincent Salimi
Council Member
Anthony L. Tave
Council Member
Executive Team
ƒ Andrew Murray, City Manager
ƒ Hector De La Rosa, Assistant City
Manager
ƒ Eric Casher, City Attorney
ƒ Neil Gang, Police Chief
ƒ Heather lopu, City Clerk
ƒ Andrea Miller, Finance Director
ƒ Tamara Miller, Development
Services Director / City Engineer
ƒ Chris Wynkoop, Fire Chief
2061 of 2177
32 Strategic Plan Process and Themes Page 3
City of Pinole Strategic Plan 2020 - 2025 February 2020 Strategic Plan Process and Themes

BENEFITS OF STRATEGIC PLANNING
The City of Pinole’s Strategic Plan contains a vision, mission, goals, and strategies. Strategic planning helps a community identify its highest priority interests, articulates a vision of the future, and clearly communicates the City’s direction amidst competing demands. Moreover, the plan provides a framework for reporting progress on how the City is achieving its vision through defined goals.

PLAN DESIGN APPROACH
Community Engagement
A public engagement plan was developed to gather input from a crosssection of elected and appointed officials along with community members. In each engagement event, participants were invited to share their aspirations for the community and insights about Pinole’s accomplishments, challenges, and opportunities. The public input opportunities that informed the Strategic Plan included the following:
• City Council Workshop: On June 27, 2019, the City Council and City Manager participated in a one-day workshop and identified key community priorities as well as their vision for the future. • Boards and Commissions Focus Group: On August 26, 2019, 11 members, representing the City of Pinole Planning Commission, Community Services Commission, and Traffic and Pedestrian Safety Committee, shared their perspectives about strengths, challenges, and opportunities of the City.
2062 of 2177
33 Strategic Plan Process and Themes Page 4
City of Pinole Strategic Plan 2020 - 2025 February 2020 • Community Meetings: Members of the community were invited to identify community strengths, challenges, and opportunities in four separate meetings. A total of 57 community members attended meetings held at four separate locations across the city and at four different times on September 25 and October 7, 2019.
• Departmental Questionnaire and Meeting: Each City department provided responses to a questionnaire that focused on identification of current City projects and future needs. The executive team met on October 30, 2019 to review the engagement results and discuss key community trends in preparation for the Council workshop in January 2020.
• Strategic Plan Workshop: The Council held a Strategic Plan workshop on January 25, 2019. The City Council reviewed a summary of all public engagement input and key community trends presented in an environmental scan. Following a review of the information, the Council developed the vision, mission, goals and strategies contained in this document.

Community Engagement Themes
Community members indicated that they value Pinole’s strong sense of community, good school system, ethic of citizen involvement, location, open space, and small-town feel. Community members also expressed interest in seeing improvements to the following:
• Consistent communication with community members,
• Community engagement opportunities,
• Emergency preparedness,
• Fiscal stewardship and sustainability,
• Long range capital planning and maintenance of current assets, • Neighborhood beautification efforts,
• Economic development and downtown redevelopment,
• Regional and legislative partnerships, and
• Employee attraction, retention, and development.

Environmental Scan
The Strategic Plan was also informed by an environmental scan. The scan included a summary of Pinole’s demographic and community trends. The scan also provided an overview of recent patterns in housing, public safety, development, transportation, and traffic congestion. The scan included information about the City’s current and future financial forecasts. The impacts of climate change were also discussed along with a review of overall community resilience.
2063 of 2177
34 Vision Page 5
City of Pinole Strategic Plan 2020 - 2025 February 2020 Vision
The vision statement is an
aspiration for the future.

It is a statement
of where the
community is going.
“Pinole is a safe,
vibrant, and innovative
community with small
town charm and a high
quality of life.´
2064 of 2177
35 Mission Page 6
City of Pinole Strategic Plan 2020 - 2025 February 2020 Mission
A mission is a
statement of the purpose
of the organization.

It fundamentally defines
what the organization
stands for and what it will do.
“Pinole will be efficient,
ethical, and effective in
delivering quality
services with community
involvement and fiscal
stewardship.´
2065 of 2177
36 Pinole’s Goals Page 7
City of Pinole Strategic Plan 2020 - 2025 February 2020 Pinole’s Goals
The Strategic Plan contains four goals. The goals, along with their definition statement, are listed below.

Safe and Resilient
Pinole
Develop and communicate community resilience through
quality public safety service delivery, property maintenance policies and practices, and disciplined investment in
community assets.

Financially Stable
Pinole
Ensure the financial health and long-term sustainability of the City.

Vibrant and
Beautiful Pinole
Facilitate a thriving community through development policies and proactive relationship building.

High Performance
Pinole
Build an organization culture that is efficient, ethical, and effective in delivering quality services with community involvement and fiscal stewardship.
2066 of 2177
37 Pinole’s Goals Page 8
City of Pinole Strategic Plan 2020 - 2025 February 2020 GOAL 1. SAFE AND RESILIENT PINOLE
Develop and
communicate
community resilience
through quality public
safety service delivery,
property maintenance
policies and practices,
and disciplined
investment in
community assets.

STRATEGIES

1. Conduct a citywide asset condition assessment.

2. Update the emergency preparedness and response plan
(including results of the facilities and equipment assessment).

3. Explore restoring the community emergency response team (CERT) program and conducting annual tabletop exercises and community drills.

4. Review, prioritize, and implement as appropriate the 2019 fire service study recommendations.
2067 of 2177
38 Pinole’s Goals Page 9
City of Pinole Strategic Plan 2020 - 2025 February 2020 GOAL 2. FINANCIALLY STABLE PINOLE
Ensure the financial health and longterm sustainability of the City.

STRATEGIES

1. Develop a long-term financial plan (LTFP) and use it to guide budget and financial decisions (including policies regarding reserves and management of liabilities).

2. Conduct a comprehensive fee study to ensure cost recovery of current and potential service fees. (Evaluate implementing an online payment platform.)

3. Establish a program to evaluate grant opportunities and capacity.

4. Explore an array of revenue generation opportunities to recover costs.

5. Develop a disciplined approach to funding infrastructure maintenance and improvements.
2068 of 2177
39 Pinole’s Goals Page 10
City of Pinole Strategic Plan 2020 - 2025 February 2020 GOAL 3. VIBRANT AND BEAUTIFUL PINOLE
Facilitate a thriving community
through development policies
and proactive relationship
building.

STRATEGIES

1. Update the General Plan and Three Corridors Specific Plan.

2. Develop/create a comprehensive strategy to encourage streamlining the rehabilitation and re-use of undeveloped or under-developed properties.

3. Partner with regional for- and non-profit housing organizations to provide an array of housing options consistent with community income levels.

4. Develop a comprehensive economic development strategy that includes a focus on downtown redevelopment to activate the core of the community as a destination for the region (including gateway and wayfinding signage as well as branding).

5. Partner regionally to improve and enhance transportation circulation, including public transit, cars, bikes, and pedestrians.

6. Conduct a review and update of the City’s code enforcement and property maintenance programs with a focus on increased beautification efforts and investment in community amenities, business districts, and nuisance abatement.
2069 of 2177
40 Pinole’s Goals Page 11
City of Pinole Strategic Plan 2020 - 2025 February 2020 GOAL 4. HIGH PERFORMANCE PINOLE
Build an organization culture
that is efficient, ethical, and
effective in delivering quality
services with community
involvement and fiscal
stewardship.

STRATEGIES

1. Develop an employee attraction, retention and development plan. a. Analyze the City’s classification and compensation system and update as needed.

2. Conduct a citywide organization review to optimize efficiencies.

3. Review citywide implementation of best practices and improve processes.

4. Develop a strategic communication plan (i.e., public information officer, messaging, marketing, technical implementation).

5. Develop a public engagement plan.
a. Develop policies and practices that provide a framework for diverse community members to connect, interact, and
proactively participate.
b. Explore opportunities for meaningful youth participation in city and community life.
c. Develop a robust volunteer and internship program.

6. Develop a comprehensive information technology Strategic Plan.

7. Develop an interagency legislative advocacy program. 2070 of 2177
41 Conclusion Page 12
City of Pinole Strategic Plan 2020 - 2025 February 2020

CONCLUSION
As described earlier, the Strategic Plan is accompanied by an implementation action plan that sets forth
timelines and staff assignments. Progress reports will
be provided periodically throughout the year to the City Council. Community members are encouraged to attend
City Council meetings to learn more.
2071 of 2177
42

City of Pinole Strategic Plan 2020 - 2025 February 2020 PINOLE, CA 94564
(510)724-9826
2072 of 2177
43 Appendix B – Cerrell Communications Assessment
7R
City of Pinole
)URP
Cerrell
'DWH
Mar 4, 2022
6XEMHFW

Assessment of Existing City Communication and Engagement Practices and Immediate Recommendations

OVERVIEW
As part of our effort to create, analyze and provide recommendations to strengthen the City’s overall external communications and public engagement, Cerrell conducted an in-depth Dangers, Opportunities and Strengths (D.O.S.) assessment of the City’s messaging, communications channels and how stakeholders view the City’s communications efforts.

This comprehensive assessment resulted in findings that provide a baseline for the creation of strategic recommendations for enhanced communications and engagement. Using this information, we can implement an effective communications program for the City of Pinole to improve both internal and external communications.In addition to findings, the assessment resulted in some recommendations for immediate improvements to the City’s communication and engagement.

The findings and recommendations that have resulted from the assessment are organized into the following sections:
● Website
● Social Media
● Branding
● Communication Plan
● Crisis Management
● Newsletters
● Press Releases
● Media Relations & Press Accessibility
● Language Access
● Strategic Goals
2073 of 2177
44 A subsequent City of Pinole Communication and Engagement Plan will follow in the months ahead after this D.O.S. assessment is formally accepted. The Plan will cover specific tactics, communication mechanisms and recommendations on tools and platforms for enhancing engagement with the City’s diverse residents.

FINDINGS AND RECOMMENDATIONS
Below, we have outlined our findings and immediate recommendations in greater detail to help the City strengthen its overall communications and engagement with its constituents. The subsequent Communication and Engagement Plan will provide in-depth recommendations, strategies and tactics to improve the City’s engagement with and communication to its residents.

Website
Recommendations:
● Add Simplified Chinese to the language translator in the top right corner of the website ● Remove City of Pinole Police Department Instagram and Twitter links from the footer of the website and add to the Police Department’s contact us page. The Police Department’s social media pages are already linked on its description page. ● Better formatting for drop-down menus/titles
○ Example: ‘About Pinole’ when the tab drops down you see the green label in the bottom middle instead of the top. Should start off in the top left. ● Update copyright to 2022 in the website footer. Currently states “2018” which could imply to readers that the website has not been updated in several years ● Retitle home page from “Home - City of Pinole” to “City of Pinole” and update current generic favicon to City Seal or a “P” graphic
● Remove the “Contact Us” menu and sort pages/links into other menu options ● Remove the “Residents” menu as all resources are already available in other menus ● Change “About Pinole” menu to be called “Our City”
● Community Events page has outdated information
● Notices page links to an old RFP from 2018
A website is a modern-day brochure and the virtual face of any organization or brand. While modern in some areas, the City’s current website is difficult to navigate and overall not user-friendly. In our own review, as well as feedback received from several stakeholder interviews, it’s clear that it can be difficult to find information on something as simple as how to report illegal dumping or a pothole.

The website is linked to a Google Analytics account to track the number of visitors to the site and how they interact with its various pages. Prior to our engagement with the City, the analytics 2074 of 2177
45 tracking was not active, therefore, we only have data from October 2021 and on. Below, we’ve provided visuals of how the website performed in December 2021, and these metrics are consistent with what we saw for October 2021 and November 2021.

Overall, and as expected, the website home page is the best performer having nearly 1,771 unique visitors come to the page in December 2021. You’ll see in the illustration below, the top 10 performing pages on the website include pages for COVID-19 resources, police, City Council and the Senior Center. Overall, the website is well visited, however, we would like to draw attention to the average bounce rate of 63.60 percent. A bounce rate is the percentage of single-page sessions in which there was no interaction with the page. These individuals reached the City’s website, made no attempt to click any links and closed out of the website without visiting any other pages. We typically see bounce rates in the range of 40 to 50 percent for government entities. A bounce rate of more than 60 percent suggests that visitors are unable to determine where to find the resources they are looking for and ultimately leave the website without answers.
2075 of 2177
46 The City’s existing website content management system or “back-end” is through CivicLive.

Rather than developing a completely new website, we recommend structural and visual tweaks to the existing website. CivicLive offers several additional tools and features that are not available on the City’s current website. This includes notification management software, list management and citizen request management tools. However, we will caution that CivicLive’s offerings in this space are not as highly regarded as offer platforms such as Granicus. As noted above, rather than designing, populating and launching an entirely new site, we recommend the City find third-party tools that can enhance or augment the City’s existing site with CivicLive.

The City will be well served to provide as many online/self-help resources as possible, so residents can get the information they need at their convenience, without having to email or call City staff.

Surrounding cities such as the City of Hercules offer more interaction and self-help resources on its website. For example, under the “I Want to…” menu option, you’ll see clear direction and access to various services residents may need including applications, reporting and service requests. Its E-Notice page provides quick access for residents to sign up and stay informed on all City activities that are relevant to their interests.

In contrast, the City of Pinole’s website has limited options for reporting and tracking service requests, and currently has no options for residents to sign up for alerts, notices or general City updates. The reporting available under the “How do I…” menu is for reports made to other agencies for hazardous spills or highway maintenance. Currently, residents are expected to know what City department is responsible for various services, search for the appropriate contact and send an email to register a service request or file a report.

A citizen request management tool such as GoGov can quickly integrate with the City’s existing CivicLive website and will rapidly improve coordination between departments, save countless staff hours and make available user-friendly tools for residents to register and track service requests. Alternatively, and as noted above, the City’s existing website content management platform, CivicLive, offers similar notification. Platforms such as GoGov will be evaluated in further detail in the Communication and Engagement Plan. 2076 of 2177
47 The “Contact Us” menu on the website is redundant and offers the same links to City Departments as seen in the “City Government” menu. We recommend moving and condensing the contact submenu links into the “How Do I…” menu with the following structure:
● CONTACT
○ Commissioners
○ Council Members
○ Departments (Create a new /city_government/contact_us page with a hyperlink to each of the respective department pages)
○ Other Agencies (Create a new page with links to other governmental agencies – schools, state agencies such as Secretary of State, Employment Development Department (EDD), Contra Costa County, Contra Costa Health Department and other relevant Districts.)
The “Residents” menu currently has two resources listed – School Locations and Services and Utilities. All of the information and resources offered by these two links are available under other menu options. For simplicity and to improve the experience for visitors, we recommend eliminating this menu option.

As listed above, one of our recommendations is to add Simplified Chinese as an option for the translation tool on the website. This tool was previously broken but has since been fixed.

Currently, the translation tool offers translation into 10 languages including the top two non-English languages – Spanish and Tagalog.

Throughout the interview process with community stakeholders, there was a recurring message that the City should begin to communicate with the Chinese-speaking community of Pinole.

Based on these discussions, we have determined that Simplified Chinese is the most useful version of written Chinese that the City should attempt to translate the website into. To process translation requests, the website uses Google Translate Application Programming Interface (API). It should be a quick update by the website operator to add Simplified Chinese.

Social Media
Recommendations:
● Update existing Facebook page title from “City of Pinole-City Hall” to “City of Pinole” ● Utilize the Police Departments large following to cross-promote City channels ● Create a new City of Pinole Instagram account
● Staff City of Pinole table at community events to promote sign-ups to social media platforms and other City channels
2077 of 2177
48 ● Designate a “social media manager or public information officer (PIO)” responsible for all platforms, creating and approving content and engaging with City department heads to source content
● Purchase a social media management tool to expedite content creation and centralize use permissions
With over 70% of Americans holding at least one social media account, the number of social network users in the United States is forecasted to increase to approximately 243 million by 2025. In addition, 69 percent of white U.S. adults currently have at least one social media account, 77 percent of Black U.S. adults, and 80 percent of Latino U.S. adults have at least one social media account. Because of the high diversity of social media users, it is essential for any City with a diverse population like Pinole to have a robust and effective social media presence.

When compared to some of your neighboring cities, the City of Pinole-City Hall | Facebook has a smaller proportion of its residents following its page. Currently, the City’s Facebook page has 713 followers, which amounts to just 3.7 percent of the City’s residents following the page.

Assuming that some non-residents likely follow the page means the Facebook page is drastically under-utilized and there are opportunities for immense growth in the number of residents who receive updates from the City through Facebook. As a comparison, the City of San Pablo has 5,700 followers with a population of 30,967 for a utilization rate of 18.4 percent.

The Pinole Police Department Facebook has more than 9,400 followers. Although we estimate that several hundred of these followers are non-Pinole residents, this is still an impressive following. Given the Police Department's large following, the City can quickly capture hundreds of residents by promoting its existing and future channels and platforms including Facebook, Instagram and newsletters to the Police Department’s Facebook audience. We recommend partnering with the Police Department to create monthly or quarterly posts asking its followers to engage with the City’s channels.

To start, we recommend that the City creates its own “City of Pinole” Instagram. The posts should contain the same information as the City posts to Facebook, but incorporate more images when possible of the following types of information and visuals:
● Community engagement (virtual town hall meeting times and dates) ● Future holiday events
● Department updates such as the Local Road Safety Plan and Pinole Skatepark Repair ● Posts about each council member, putting a picture to their name ● Pictures from various civic activities (car show, watershed clean-up, park events, etc.) Social media management is a time-consuming task and the native tools offered by the platforms do not allow for collaboration across teams or City departments. We recommend the City purchase a social media management tool to expedite content creation and centralize use 2078 of 2177
49 permissions and grant the appropriate level of access to staff. It’s also been previously discovered by City staff that a few deprecated Facebook pages exist and are no longer able to be removed without reaching out to Facebook support. Here is a list of the pages no longer maintained or created by former employees:
● City of Pinole - Department of Development Services
● Pinole City Hall
● Pinole Fire Department - Station 74
To avoid the complications of trying to regain access, you could try to report your own page to Facebook and start a conversation with them to hopefully delete that page. First, try through this page to delete an unused account. You’ll see a pop-up in the bottom right corner asking, “Was this helpful?” Choose “No” and then “The Solution Doesn’t Work.” From there, you can state your case of this being a “gray” or abandoned account and you would like to delete it as to not cause confusion with your city’s residents. Hopefully, that starts the conversation with a customer service contact at Facebook.

Centralizing access also allows you to revoke access for employees who leave the City or move to a role that no longer requires them to post on social media. Through this tool, the City can “crowdsource” content from staff at the various City departments and allow them to submit content for approval and distribution by a designated social media manager. Our preliminary recommendation is for the City to utilize Loomly, but we will provide a final recommendation in the City of Pinole Communication and Engagement Plan.

Branding
Recommendations:
● Develop style guide or brand kit with official City fonts and colors to be used across all City Departments communications and materials
○ Wait until The Natelson Dale Group, Inc. and Golden Shovel Agency has begun its work on economic development strategy branding; need to create harmonious brands, styles
● Develop a template for materials commonly used by City department, e.g., construction notices, civic events, direct mail, presentations
● Begin to incorporate the vision, mission and goals identified in the Strategic Plan 2020-2025 into regular City communications with residents and businesses While there are many aspects to a visual identity, logos and color schemes are particularly important if an organization wants to stand out in a crowded field. Research shows that people subconsciously assess brands within 90 seconds of viewing, and the majority of that opinion is solely based on color.
2079 of 2177
50 The City of Pinole’s current logo or seal is direct and effective, utilizing a logo that pays homage to the Native Huchin people of the land, using a photo-based logo, evoking familiarity from the Pinole community. However, that’s the extent of the City’s formal brand as it has no established style guides with fonts, colors or templates.

Consistency is key to effective branding. Brand books, or brand style guides, are a helpful tool in maintaining a consistent identity across platforms and establishing credibility and public awareness. Brand books also serve a useful internal purpose for organizations by setting clear design standards and streamlining processes for designers, writers, and developers.

As part of our scope of work, our final deliverable is to develop a refreshed brand with accompanying messages and a graphic/style guide for use throughout all media channels and collateral materials. In collaboration with staff, we will provide alternative logos and other graphics to represent the City’s values and goals, which could strengthen its brand and reinforce better brand consistency.

We understand the City is currently engaged with The Natelson Dale Group, Inc. and Golden Shovel Agency to develop an economic development strategy that includes marketing and branding to attract businesses and talent to your community. Our team has already met with the leads for this project and will work in tandem with them to ensure the branding is complimentary.

Communication Plan
Recommendations:
● Expand on the communications plan
● Shorten the introduction
● Refresh the plan periodically
Good communication doesn’t just happen. It starts with a written plan.

The 2020 Preliminary Communication Plan is laid out well - it is not too long of a document, has the City’s goals clearly stated, and lays out its strategic priorities and target audiences. It even offers a plan to deliver translation options to the residents of Pinole, through utilizing the City staff and even through a volunteer program.

However, per our knowledge, none of these steps have been taken to improve the communications efforts for the City. Additionally, the 2020 Preliminary Communication Plan states that it will be updated as necessary, however, it does not appear to have a version since the original.

In future updates, the introduction can be shortened to just a sentence or two about the City, as it’s not very relevant to the plan and would likely be common knowledge to the reader of the 2080 of 2177
51 plan. If you would like to include the full City overview, placing this in the appendix would be a good option.

The plan has great recommendations and ideas, it just needs some updating to have some of the charts easier to read, a status update, and roles assigned.

Crisis Management
Recommendations:
● Create a crisis communications plan
A key part of handling a crisis well and mitigating damage to your brand lies in the preparation.

Lack of preparation and planning can result in poor handling of imminent or emerging crises, which can have lasting negative consequences. For a municipality, having a clear process for handling a crisis can lessen confusion, provide clear next steps for residents, and in some instances save lives.

While not every crisis can be anticipated, it’s safe to assume that a crisis will occur in Pinole at some point, and having a strong plan, and conducting exercises to practice responses, can help prevent the City from being caught flat-footed, give clear direction and rationale for making decisions and allow you to be proactive rather than just reactive.

With no clear crisis communications plan and, per stakeholders, no real known process on what to do or who to speak to when a crisis strikes, the City finds itself vulnerable to playing catchup during a crisis. The City is in the midst of creating an updated Emergency Operations Plan (EOP). The EOP will define who is responsible for communication during an emergency and some basic approaches to use. The City should create a detailed crisis communication plan to complement the EOP’s guidance.

Newsletters
Recommendations:
● Shorten the Administrative Reports (also referred to as the City Manager’s Report) ● Provide newsletters with important messaging translated in key local languages Newsletters, which are bulletins issued periodically to the members of society, business, or organization, are a wonderful tool for regularly disseminating important information all in one place to specific audiences. However, if not executed correctly or easily accessible to residents and businesses, the engagement and acceptance of the newsletter may not reach its full potential.
2081 of 2177
52 The City’s only cross-departmental newsletter, the bi-weekly Administrative Report (City Manager’s Report), while full of useful information and resources, isn’t particularly reader-friendly and could be described as more of an administrative or internal communication rather than external for the general public.

According to research from Nielsen Norman Group (NNG), people spend just 51 seconds, on average, with an email newsletter after opening it. The information in the City Manager’s Report is relevant and deserving of being shared, but the editions should be shorter in length to help ensure active, engaged readership. These days, more than 70% of people read their email on a mobile device, and while the City Manager’s Report is compatible with phones, having a lot of text within the document makes it less digestible in a mobile format.

The upcoming Communication and Engagement Plan will go into further detail on tactics to repurpose the information within the City Manager’s Report into a monthly “City of Pinole Newsletter” designed on a managed mass email system such as Mailchimp. By moving to an email marketing platform, residents and businesses can sign-up to receive the monthly newsletter via email rather than the current procedure to find it through Facebook or the City website. The City would also get a comprehensive list of email addresses to add to other platforms and tools it utilizes for delivering services.

Some of the editions had certain content translated into Spanish, but not all, which is not inclusive for the Spanish-speaking communities. An example is on page five of this newsletter, under the Summer Bike Challenge. The first instruction is translated in Spanish, but no other Spanish, or any other language translations, exists throughout the rest of the newsletter.

Pinole’s community is diverse and full of various cultures and languages, but the materials provided by the City do not reflect that. The information delivered from the City does not reflect the fact that nearly half of the population of Pinole is Hispanic, Latino, or Asian. See more in the Language Access portion below.

We also analyzed the newsletters sent out by the Pinole Police Department. The Police Department does a wonderful job of sending out a newsletter every week, and keeping the content of the newsletter short and easily digestible. However, the format of the newsletter could be improved upon. For example, a quick change that can be made is to lighten the color of the background of the newsletters. Newsletters should not have black/dark backgrounds, as it creates problems with readers who have a dark theme applied to their email client/reader. The current layout of the newsletter is very simple and easily digestible. A quick change that we suggest would be to rearrange the order of where the content is placed.

Most of the newsletters from the Police Department follow the same format, so this would likely be a simple change. An example of the changes we are suggesting can be taken from this newsletter. Some format changes include:
2082 of 2177
53 ● Using the same font and font size throughout the newsletter ● Putting the Chief's message at the top of the newsletter ● Put the weekly safety tip in the newsletter instead of providing a link to it ● Put a key on the “What’s Happening in Pinole” map to further explain the colors/numbers ● Better organize the “What’s Happening in Pinole” section and the crimes reported with formatting, underlining section organizing
● Place important events, such as the “Coffee with a Cop” by itself at the bottom and label the section “Events”
● Put the City of Pinole police logo at the very bottom of the newsletter Press Releases
Recommendations:
● Add press and media releases, when available, to News section ● Add quotes from the stakeholders and spokespeople
Owned media is an excellent way to control the narrative and frame the story on your own terms. The City of Pinole has great stories to tell, however, the City is not maximizing the possibilities and reach that a press release can provide.

A recent release that we received was regarding an officer-involved shooting and was providing an update on a previous media alert that had gone out to the public.

All press releases sent out should have quotes from relevant City representatives. Per conversations with City of Pinole stakeholders, contact with members of the media is not frequent, mostly happening in situations of crisis.

Since that is the case, it is essential that press releases of any kind, but especially those regarding any emergency or crisis, have a quote from a relevant City official in them. In the example we were provided, we got an update and summary on what happened, but there were no clear quotes from officials on the situation that could be used for any media. As a best practice, quotes in press releases should not be longer than three sentences, as you want to frame them as soundbites -- quick, strong, straight to the point, and easy to incorporate into a reporter’s article.

Additionally, one is unable to find the media releases on the City’s website. If you search “media release” or “press release” on the website, no releases show up. Even though you may feel as if the media are not seeking to cover Pinole, a lack of access plays a role. Easy access to press releases is also helpful to Pinole’s residents. If someone is looking for information on a crisis or even just an event that they know a release went out about, being unable to find it is frustrating and could come off as the City not being open and transparent. Adding press/media releases to 2083 of 2177
54 the website would be beneficial for all. On the page, also adding a media contact will allow interested stakeholders an easy way to reach out for more information if they need it.

Media Relations & Press Accessibility
Recommendations:
● Create a process for communicating to media
● Have a PIO position or delegate tasks to a specific person within the City Manager’s Department
While the local media and press scene in Pinole has begun to dwindle, per our conversations with City staff, there are still some occasional interactions with the media. To ensure optimal success for these interactions, a process for communicating with media outlets needs to be in place.

The conversations we had with City officials informed us that when there is a time for media interactions, there is no clear process in place. One way this could be remedied is to create a media relation process. This does not need to be a long or elaborate document, but just a document that lays out the steps for each department if there is a media inquiry.

Another option would be creating a PIO position for the City of Pinole or delegating this task to an individual within the City Manager’s Department. As of now, only the Police Department has a PIO position and they have the most successful communications efforts. Creating a PIO role for the City will allow it to have a dedicated person to handle communications efforts for the City and its departments, and allow for the City to reach more of its communications and engagement goals. As noted above, this person's role will also be to manage the CIty’s social media presence and to coordinate with City departments on sourcing material and content for distribution.

Language Access
Recommendations:
● Implement a strategy to expand language access
“Language access” means providing Limited English Proficient (LEP) people with reasonable access to the same services as English-speaking individuals. According to the 2015 Language Map App from the United States Government’s Civil Rights Division, 13.67% of the population of Contra Costa County, or 136,609 people, are limited English proficient.

The most common foreign languages spoken in Contra Costa County are Spanish, Tagalog (incl. Filipino), and Chinese (incl. Mandarin, Cantonese); however, none of the City of Pinole’s 2084 of 2177
55 resources are translated in these languages. The COVID-19 resources page doesn’t offer any varying language options, and the Services and Utilities page does provide an option for non-English speaking residents who may need translation services.

As mentioned in the “Website” section above, on the City of Pinole’s website’s Google translation options, all the links are broken, therefore limiting LEP residents from receiving any form of translated documents.

While not every document or resource from the City needs to be translated into the most commonly non-English spoken languages in the area, the City should translate “vital documents,” or documents that are necessary for meaningful access. DOJ clarifies that a document will be considered vital if it contains information that is critical for obtaining federal services and/or benefits or is required by law.

By expanding the City’s language access efforts, the City will not only increase the reach of essential information that Pinole’s residents need, but it will also increase community engagement, as LEP residents will feel more welcome.

Strategic Goals
Recommendations:
● Provide more regular updates online
● Add additional columns to the layout
● Post more frequent plan updates
Setting concrete, specific goals is essential to not only implementing a successful plan but also holding yourself accountable to ensure follow-through. The City of Pinole’s Strategic Plan is well written, as it includes all-encompassing, clear goals that are purely focused on equity and the betterment of all residents of Pinole.

Since this is a multi-year plan when posting the updated versions on the website, we recommend adding a “status” column to the plan, with options such as: “not started,” “in progress,” and “complete.” For any of the items that are complete, we recommend housing the report/plan/etc., on the website, and also including a link to the item in the plan updates.

While the document says that it will be updated regularly there has not been an updated version to the website since January 2021. Providing regular updates will allow the community to see the progress that the City has made and know the most recent changes.

Also, the City of Pinole’s Strategic Plan is currently somewhat difficult to locate, and it should be placed somewhere that is easier for residents to find. As of now, you can only find it if you 2085 of 2177
56 search “strategic plan.” However, as a document that is setting the tone for the future of Pinole, it should be more prominently placed, such as under the “City Government” tab on the first page or under “City Council.” Making this document more easily accessible will not only hold the City more accountable but will also create greater transparency for Pinole residents.

In addition, we recommend that future Strategic Goals documents be created by implementing the same process as before, including the facilitation of open, City-wide brainstorming and planning sessions with community residents, and inviting them to the council workshops. This process will be essential, as it allows the City’s leadership to hear directly from the community on their thoughts and desires on what they think the City can improve on, and the direction they would like the City to go in.
2086 of 2177
57 Appendix C – Example Dashboard Report 0RQWKO\'DVKERDUG5HSRUW $SULO>@ )2//2:(5668%6&5,%(56 &LW\)DFHERRN 1H[WGRRU (PDLO 1L[OH <RX7XEH 3 5)DFHERRN 3 5,QVWDJUDP 3')DFHERRN 3',QVWDJUDP $SULO           0D\ 
   
     -XQH 
         -XO\ 
         $XJXVW          6HSWHPEHU          2FWREHU  
  
      1RYHPEHU  
       'HFHPEHU          -DQXDU\          )HEUXDU\          0DUFK    
      $SULO 
     
  *52:7+
0217+

>@  
>@ >@   >@   *52:7+
<($5
 >@ >@       68%6&5,%(5672(0$,/38%/,&$7,216 $URXQGWKH7RZQ 1HZVOHWWHU &LW\0DQDJHU V 8SGDWHV *HQHUDO3ODQ 8SGDWHV 1HLJKERUKRRG:DWFK 8SGDWHV 3DUNV 5HF 1HZVOHWWHU $SULO      0D\ 
     -XQH       -XO\  

   $XJXVW  

 
 
 6HSWHPEHU  
 
 
 2FWREHU    
  1RYHPEHU 
   
 'HFHPEHU   

  -DQXDU\  
  
 )HEUXDU\      0DUFK      $SULO       *52:7+
0217+
 >@ 
  >
@ *52:7+
<($5
>@ 
   >@ 180%(52)32676
&LW\)DFHERRN 1H[WGRRU (PDLO 1L[OH <RX7XEH 3 5)DFHERRN 3 5,QVWDJUDP 3')DFHERRN 3',QVWDJUDP $SULO         
0D\
        
-XQH         
-XO\ 
     
 
$XJXVW 
     >@  6HSWHPEHU         2FWREHU         1RYHPEHU         'HFHPEHU         -DQXDU\         )HEUXDU\         0DUFK  
  >@    $SULO     >@     *52:7+
0217+

>@ 
>@ >@   >@ >
@  
5($&+,035(66,216>@
&LW\)DFHERRN

$YJ'DLO\5HDFK

1H[WGRRU

$YJ,PSUHVVLRQV

(PDLO

7RWDO'HOLYHUHG

<RX7XEH

7RWDO9LHZV

:HEVLWH

7RWDO3DJH9LHZV

3 5)DFHERRN

$YJ'DLO\5HDFK

3 5,QVWDJUDP

$YJ'DLO\5HDFK

3')DFHERRN

$YJ'DLO\5HDFK

3',QVWDJUDP

$YJ'DLO\5HDFK

$SULO    
    
0D\     

  -XQH    
    
-XO\         $XJXVW         
6HSWHPEHU  
     
 
2FWREHU 
   


   1RYHPEHU     

    
'HFHPEHU  
  
   
-DQXDU\         
)HEUXDU\ 
 
    
 
0DUFK 
       $SULO     
    >@*52:7+
0217+
>@  >@ 
 >@ >@   
2087 of 2177
58 (1*$*(0(17>@
&LW\)DFHERRN

7RWDO(QJ

1H[WGRRU

7RWDO(QJ

(PDLO

(QJ5DWH

<RX7XEH

7RWDO:DWFK7LPHKUV

:HEVLWH

7RWDO3DJH9LVLWV

3 5)DFHERRN

7RWDO(QJ

3 5,QVWDJUDP

7RWDO(QJ

3')DFHERRN

7RWDO(QJ

3',QVWDJUDP

7RWDO(QJ

$SULO       
  
0D\     

    
-XQH         
-XO\     
    
$XJXVW     
   
6HSWHPEHU         
2FWREHU         
1RYHPEHU     
    
'HFHPEHU     
 
   
-DQXDU\         
)HEUXDU\     
 
  
0DUFK   
   
   
$SULO   
  
   *52:7+
0217+
>@  >@  >
@ 
 
  
7+(0(6(9(17663(&,$/127(6
$35 0$< -81( -8/< $8*867 6(37(0%(5 (DUWK'D\&29,'
 0HPRULDO'D\
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

DGYLVRULHV
&LYLF5HFODXQFK3DUNVDQG5HFXSGDWHVDQGWUDIILFDGYLVRULHV &LYLF5HFODXQFK6HDUFKDQGVROYH+HDUW\RXU3DUNV0RQWK)LUHUHVSRQVH%ODFNKLVWRU\PRQWK:HHYHU\RQHLQ$PHULFDQ&DQ\RQ :RPHQ
V+LVWRU\0RQWK&RQVWUXFWLRQ+LJKOLJKWV6WDUWRI6SULQJ+HDUW<RXU3DUNV0RQWK 72362&,$/0(',$32676&,7<)DFHERRN>@ 1H[WGRRU
2088 of 2177
59 3$5.6 5(&)DFHERRN 3$5.6 5(&,QVWDJUDP3')DFHERRN 3',QVWDJUDP 2089 of 2177
60 >@,Q0DUFK7ULSHSL6PLWKHGLWHGWKH'DVKERDUG5HSRUWIRUPDWDQGDGGHGVHYHUDOQHZDFFRXQWVPHWULFVWRWUDFNLQFOXGLQJ <RXWXEH
)ROORZHUV1XPEHURI3RVWV9LGHR9LHZVDQG7RWDO:DWFK7LPH3DUNV 5HF)% )ROORZHUV1XPEHURI3RVWV$YJ'DLO\5HDFK7RWDO(QJDJHPHQW7RS3RVWV3DUNV 5HF,* $YJ'DLO\5HDFK7RWDO(QJDJHPHQW:HEVLWH
7RWDO3DJH9LVLWV1H[WGRRU
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
RIJURZWKLQ)HEUXDU\

,Q$SULOZHZLWQHVVDQRWKHU
VXUJH
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of 2177
61 >@,Q$XJXVWWKH&LW\WUDQVLWLRQHGLWV,QVWDJUDPDFFRXQWIURPD&LW\+DOOIRFXVHGDFFRXQW #&LW\2I$PHULFDQ&DQ\RQ
WRDQDFFRXQWGHGLFDWHGWRWKH3DUNVDQG5HFUHDWLRQ'HSDUWPHQW #$PHULFDQ&DQ\RQ3DUNV$QG5HF
>@2IWKHYLGHRVDGGHGWRWKH&LW\
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
>@3RVWVRQWKH3DUNVDQG5HF)%PRUHWKDQGRXEOHGIURP0DUFKWR$SULO7KHUHZHUHPRUHFRQFHUWHGHIIRUWVIURPWKH&LW\FRPPVWHDPVWRDGGFRQWHQWWR3 5SDJHVLQ$SULO> @$FWLYLW\RQWKH3DUNVDQG5HFUHDWLRQLQVWDJUDPKDVIOXFWXDWHGPRQWKO\GXHWRFKDQJHVLQWKH3DUNVDQG5HFGHSDUWPHQW7KLVQXPEHULVH[SHFWHGWRFRQWLQXHWRLQFUHDVHDVWKH3DUNVDQG5HFGHSDUWPHQWEHJLQVFUHDWLQJPRUHFRQWHQWDQGLQLWLDWLYHVLQWHUQDOO\DQGDGYHUWLVLQJIRUVXPPHUUHFUHDWLRQFODVVHVRSSRUWXQLWLHV7KH&LW\FRPPVWHDPLQYHVWHGLQPRUH3 5FRQWHQWLQ$SULO,W VXQFOHDUZK\SRVWVIURP)%ZHUHQRWSXEOLVKHGWRWKH3 5,*76ZLOOPRQLWRU>@)%5HDFK $YHUDJH'DLO\5HDFKSHU3URILOHLVWKHDYHUDJHQXPEHURIXVHUVWKDWZHUHVHUYHGFRQWHQWDVVRFLDWHGZLWK\RXUSURILOHSHUGD\DQGSHUSURILOH1H[WGRRU,PSUHVVLRQV DVXPRIWKUHHQXPEHUV

8QLTXHYLHZVRIWKHSRVWLQWKHQHZVIHHG

8QLTXHRSHQVRIWKHHPDLOQRWLILFDWLRQVWKDWDUHVHQWWRQHLJKERUVZKHQDQDJHQF\SRVWV 
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of 2177
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a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

IHDWXULQJ
SHRSOHLPDJHVRISURJUHVVDQGHPHUJHQF\DOHUWVSUHSDUHGQHVV

2092 of 2177
63 Appendix D – Preliminary Map of Banner Locations
2093 of 2177
64 Appendix E – Content Creation Tips for PCTV
Tips for Creating Power Point Presentations for Council Meetings So it still looks good (and is readable) on Pinole TV
1) All Power Point presentations are due to Dave Snell by 5pm the Monday prior to the meeting.
2) Save the file in the J:\Temp for Transfer\2009 and the meeting date folder and email Dave to alert him that it is there.
3) A full Power Point with detailed instructions is available at J:\Helpful Instructions 4) All Power Point presentations will be cleaned off of the staff desktop after a meeting and for the next meeting all current presentations will be downloaded. 5) Contact Dave with any questions at x.862 or by email at any time.

Font Size & Type
• Font must be no smaller than 24 point – the larger the better. • Use only Arial, Century Gothic Bold, Impact, Tahoma, or Verdana. • Do not use font shadows and minimize use of italics.

Colors (Background & Font)
• Do not use bright red.
• Avoid bright colors and preferable use dark colors.

Photos & Graphics
• Be sure they are embedded, not linked.
• Make photos & graphics large enough to be seen (at least 2 inches wide/tall). • Change your photograph file size: Import into Photoshop, go to Image, then Image Size. Change the photo image size to 3 inches or less. Save and then place into your Power Point. This decreases the actual memory size of the photo and will keep your presentation from stalling or taking too long to load.

Charts & Graphs
• Use pie charts instead of bar graphs.
• Use thick lines for the outline since small, thin lines pulsate on TV. • Make sure your chart is properly sized and not elongated (due to importing).

Other Points
• Leave at least ¼” blank space on all sides. Otherwise it will be cropped on TV. • Avoid using the laser pointer since the TV audience cannot see this at home.

Use the mouse to point to an item on your presentation. 2094 of 2177
65 2095 of 2177
66 2096 of 2177
67 2097 of 2177
68 2098 of 2177
69 2099 of 2177
70 2100 of 2177
71 2101 of 2177
72 2102 of 2177
73 2103 of 2177
74 2104 of 2177
75 2105 of 2177
76 2106 of 2177
77 2107 of 2177
78 2108 of 2177
79 2109 of 2177
80 2110 of 2177
81 Appendix F – Pinole Postcard

ES FOR PINOLE
a de sus necesidades.
mga pangangailangan.

Community Meetings
Community Survey
LandUsePlanningforPinole.com

MEETING ONE
May 11, 7:00 PM

MEETING TWO
June 9, 7:00 PM
Zoom link to meetings:
https://us06web.zoom.us/j/81837284958
SCAN FOR SURVEY.

AVAILABLE IN ENGLISH,

TAGALOG, CANTONESE

AND SPANISH
2111 of 2177
82 Appendix G – Crisis Communications Decision Tree
2112 of 2177
83 Appendix H – Granicus Website Examples and Ballpark Figures :(%6,7( (;$03/(6
%$// 3$5. ),*85(6
%U\DQ.LP
'LJLWDO$FFRXQW0DQDJHU
%U\DQ.LP#*UDQLFXVFRP



&217$&7,1)250$7,21
3LQROH&$
2113 of 2177
84 3LRQHHU a
,PSOHPHQWDWLRQa0RQWKV
'DQD3RLQW&$ .LQJV&RXQW\&$
&\SUHVV&$ $JRXUD+LOOV&$
2114 of 2177
85 2115 of 2177
86 ,QQRYDWRU a
,PSOHPHQWDWLRQa
0RQWKV
*DOW&$ *LOEHUW$=
'LOORQ&2 /LYHUPRUH&$
2116 of 2177
87 2117 of 2177
88 7UDLOEOD]HU a
,PSOHPHQWDWLRQ
a0RQWKV
/D4XLQWD&$ /DJXQD%HDFK&$
*RRG\HDU$= :HVW+ROO\ZRRG&$
2118 of 2177
89 2119 of 2177
90 2SHQ&LWLHV a
,PSOHPHQWDWLRQa
0RQWKV
&XOYHU&LW\&$ /\QQZRRG:$
'HQYHU&2 .LUNODQG:$
2120 of 2177
91 2121 of 2177
92 2122 of 2177
93 $QQXDO&RVW
9LVLRQ 2SHQ&LWLHV
a a
2123 of 2177
94 Appendix I – CivicLive (Intrado) Proposal for Website Services

Information to Insight
Intrado Proposal for
Website Services
Prepared for: The City of Pinole, CA
Prepared By: Jason Scheper, Region Director
Intrado Interactive Services Corporation
T: 1-800-920-3897 ext. 1648
E: [email protected]
2124 of 2177
95 Page | 2

TABLE OF CONTENTS
Table of Contents ........................................................................................................... 2 Cover Letter ................................................................................................................... 3 Executive Summary ....................................................................................................... 4 Company Profile ............................................................................................................ 6 Sample Websites..................................................................................................................................8 CMS and Services Overview .......................................................................................... 13 Tools That Make Content Management Easy for Staff.......................................................................14 Citizen Engagement Solutions............................................................................................................19 Productivity and Transparency Tools................................................................................................ 22 Integration with 3rd Party Software ................................................................................................... 25 A Mobile-Optimized eGovernment Solution..................................................................................... 27 Support and Maintenance ................................................................................................................. 29 Hosting and Security .........................................................................................................................30 Implementation Process .............................................................................................. 36 The SmartWork Project Implementation Methodology....................................................................40 Estimated SmartWork Project Timeline ............................................................................................41 Cost Proposal............................................................................................................... 43 Optional Add-On: Mass Notification Solution .................................................................................. 45 Optional Add-On: Monsido Accessibility Monitoring Service .......................................................... 47 PageCorrect........................................................................................................................................50 Optional Add-On: Citizen Request System ........................................................................................51 2125 of 2177
96 Page | 3

COVER LETTER
September 30, 2022
Dear Review Committee,
Intrado Interactive Services Corporation is pleased to present our solutions to the City of Pinole, CA.

At Intrado Interactive Services Corporation, our goal with CivicLive solutions has always been to ensure municipalities are able to easily connect with their communities in many languages and on any device. We are focused on delivering innovative technology supported by an award-winning service and support team. Similarly, our commitment to being highly responsive and proactive in supporting our customers has pushed the overall market forward. Highlights of our solution include:
• A highly adaptable and intuitive CMS and website solution to address your new website requirements;
• Customized responsive design of your website;
• Full implementation services, including content migration services, at no additional cost; • Top-notch professional services, including unlimited 24/7/365 support, at no additional cost; and,
• High-availability hosting with unlimited storage so your site is free to grow and expand asneeded.

We share your vision for turning your website into a center of self-service and information with a citizen focus. Our proposal outlines how a partnership with Intrado will help provide an optimized online experience to your citizens. We encourage you to schedule a demo with us to personally see the benefits our comprehensive solution can offer you, from interactive web design on any device to more streamlined content management for your Web Administrators and content authors.

We believe your website will benefit from our powerful, user-friendly content management system and innovative design services ± both of which will help you connect better with your citizens and increase electronic availability of important information. We are thankful for having this opportunity to work with you, and look forward to forthcoming updates in your vendor evaluation process.

Sincerely,
Jason Scheper | Region Director
2126 of 2177
97 Page | 4

EXECUTIVE SUMMARY
We are the e-government web specialists that you can trust to redesign www.ci.pinole.ca.us so that it serves your community using our powerful web software, and markets your City as a vibrant place to visit, do business, and call home.

We have prepared this document to showcase our industry-leading CivicLive web solution that will meet yRXUSURMHFW¶VLPPHGLDWHJRDOVDQGSURYLGHORQJ-term value. Learn more about this winning combination in the following sections of this executive summary.

CREATIVE, TECHNICAL AND PROFESSIONAL SERVICES
CivicLive solutions are offered by a team of skilled creative and technical professionals who use a SURYHQ3URMHFW,PSOHPHQWDWLRQ0HWKRGRORJ\FDOOHG6PDUW:RUNWRPHHW\RXUSURMHFW¶VJRDOV Highlights of our Professional Services include:

Professional Project Management
Working wiWKXVPHDQVEHQHILWWLQJIURPDGHGLFDWHG3URMHFW0DQDJHUZKRLVQ¶WMXVW\RXU friendly point-of-contact, but also an experienced software technical professional that leads our team and your team through our proven SmartWork Project Implementation Methodology.

Web Design Services with a 100% Satisfaction Guarantee
$ZHEVLWH¶VGHVLJQPDWWHUV7KDW¶VZK\RXU'HVLJQLQJSKDVHLVFRPSOHWHO\ iterative and allows your team to give actionable feedback every step of the way. In fact, we value good web design so much that we offer a 100% Satisfaction Guarantee with many of our design deliverables, along with free design refresh services every 4 years to keep your website current. This means your website will look and feel exactly the way you want it to!
Mobile-Optimization with Responsive Design and Smartphone App Our proposed solution includes Responsive Design ± a versatile mobile-optimization solution that is device and platform-agnostic ± as well as an optional Smartphone App, giving your end-users seamless access to information and services on-the-go to and enhancing their satisfaction.

Training Sessions
:H¶YHLQFOXGHG7UDLQLQJSessions to get your users confident and ready to use the CivicLive CMS to its fullest potential. Our training services also include offering your staff with a wealth of learning resources such as user manuals and videos for the platform, project-specific support documentation, and the choice to provide more training webinars, if desired. 2127 of 2177
98 Page | 5

LEADING EDGE E-GOVERNMENT SOFTWARE
The backbone of our CivicLive solution is our powerful, easy-to-use website Content Management 6\VWHP
&06
:H¶YHEXLOWRXU&06IURPWhe ground up to include an unbeatable range of tools and functionality specifically-designed for government application, such as:

Intuitive Content Management Tools
CivicLive makes routine content management a breeze with In-Context, WYSIWYG, and Drag-and-Drop editing tools that can empower even the least-technical staff to become engaged content editors who help maintain your eGovernment website.

Citizen Engagement Solutions
Your citizens will be able to get more information, request more services from your departments, and participate in a digital community thanks to our everexpanding range of citizen engagement modules.

Government Productivity and Transparency Modules
Dozens of modules and resources such as online forms, reporting tools, and a Customizable Workflow Engine and more will turn your staff into an efficient team that uses the Internet as a tool that simplifies their jobs.

SOFTWARE-AS-A-SERVICE LONG-TERM SUPPORT
A partnership with Intrado goes beyond the redesign of your website. We offer all our clients a lasting alliance that includes 24/7/365 Customer Support Services, Website Hosting Services, Software Maintenance and Upgrades, and an unlimited-user Software License.

Our long-term partnerships are designed to reduce your over-worked IT department and save you money E\EXQGOLQJFUXFLDOVHUYLFHVLQWRRQHORZDQQXDOIHH%HVWRIDOOZHGRQ¶WFKDUJHIRURXU support or hosting services in the first contract year!

CONCLUSION
We hope that this proposal shows the capabilities of CivicLive solutions and our commitment to excellence which will ensure the best outcome for your project. If you have any questions about what ZH¶UHRIIHULQJRUZRXOGOLNHXVWRSUHVHQWRXUVROXWLRQWR\RXUWHDPLQPRUHGHWDLOSOHDVHGRQRW hesitate to contact me.

Jason Scheper | Region Director
2128 of 2177
99 Page | 6
Phone: 1-888-527-5225 ext. 1648 | Email: [email protected]

COMPANY PROFILE
CivicLive, offered by Intrado Corporation, is the trusted platform for government communication and engagement solutions. From smart websites to notifications, custom mobile and citizen request management, CivicLive solutions are designed to encourage community engagement and give government agencies and their constituents a unified place for communication.

From our start with websites in 2001, the proposed solution has expanded to become the recognized and respected choice for web-based solutions for North American towns, cities, counties, regional municipalities, agencies, and state/provincial governments. Backed by 24/7/365 support every day of the year, and robust, secure technology, ,QWUDGR¶VZHE solutions are regularly credited for helping public agencies better serve, connect, and engage with their stakeholders.

Intrado, formerly West, is an innovative, cloud-based, global technology partner to clients around the world. Our solutions connect people and organizations at the right time and in the right ways, making those mission-critical connections more relevant, engaging, and actionable - turning Information to Insight. Intrado has sales and/or operations in the United States, Canada, Europe, the Middle East, Asia Pacific, Latin America and South America. Intrado is controlled by affiliates of certain funds managed by Apollo Global Management, LLC (NYSE: APO).

BENEFITS OF PARTNERING WITH INTRADO
Public institutions trust our CivicLive solutions to serve and engage with their communities. For each project we undertake, our team brings more than 18 years of experience working with governments. In RWKHUZRUGVZH¶YHSHUIHFWHGRXUWRROVDQGWHFKQLTXHVWRPDNH\RXUSURMHFWDVXFFHVV • We understand municipalities and help create an easy and efficient experiences for citizens like yours.
• We help governments make the best of their investment by providing leading-edge creative web design services.
• We set your website free by offering no limits on hosting services and site depth, unlimited website hierarchies, and easy 3rd party integration.

Our Mission:

Provide municipalities with the enterprise-grade web software solutions they need to succeed in an era where citizens are seeking more government services and information on the internet 2129 of 2177
100

Page | 7
• We stay budget-friendly with flexible Software-as-a-Service (SaaS) solutions and streamlined project-management capabilities that save you money. 2130 of 2177
101

Page | 8
Sample Websites
More than 100 local governments rely on CivicLive for their website/CMS services. Our solution is built to meet the needs of each client, while guaranteeing intuitive design, seamless integration, innovative technologies, and affordability. Breathtaking visual design comes standard.

We have included some examples below; additional sites can be provided upon request:
• The City of Arlington, TX: www.ArlingtonTX.gov
Population: 395,000
Client Since 2018
• The City of Glendale, AZ: www.GlendaleAZ.com
Population: 240,000
Client Since 2018
• The City of Cape Girardeau, MO: www.CityofCapeGirardeau.org Population: 39,800
Client Since 2015
• The City of College Station, TX: www.csTX.gov
Population: 122,000
Client Since 2017
• The City of Shawnee, KS: www.CityofShawnee.org
Population: 62,000
Client Since 2017
• Lane County, OR: www.LaneCounty.org
Population: 350,000
Client Since 2015
• Washington Township, OH: www.WashingtonTWP.org
Population: 60,000
Client Since 2017
2131 of 2177
102

Page | 9
The City of Arlington, TX
ArlingtonTX.gov
Population: 395,000
Client Since 2018
The City of Glendale, AZ
GlendaleAZ.com
Population: 240,000
Client Since 2018
2132 of 2177
103

Page | 10
The City of Cape Girardeau, MO
CityofCapeGirardeau.org
Population: 39,800
Client Since 2015
The City of College Station, TX
csTX.gov
Population: 122,000
Client Since 2017
2133 of 2177
104

Page | 11
The City of Shawnee, KS
CityofShawnee.org
Population: 62,000
Client Since 2017
Lane County, OR
LaneCounty.org
Population: 350,000
Client Since 2015
2134 of 2177
105

Page | 12
The Township of Washington, OH
WashingtonTwp.org
Population: 60,000
Client Since 2017
The City of Vallejo, CA
cityofvallejo.net
Population: 115,000
Client Since 2015
2135 of 2177
106

Page | 13

CMS AND SERVICES OVERVIEW
CivicLive solutions are GHVLJQHGWRRYHUFRPH\RXUFXUUHQWZHEVLWH¶VZRHVDQGDGGUHVV\RXU needs with a host of resources and functionality.

This innovative solution offers dozens of modules and tools tailored to address staff and key end user JURXSV¶UHTXLUHPHQWV. Through our robust website content management system (CMS), wH¶UHRIIHULQJ the necessary framework for making your website accessible on mobile devices with a range of proven mobile-optimization methods, and proposing a compelling, cost-effective partnership focused on supporting your website over the long-term.

PROFESSIONAL

SERVICES

CONTENT

MANAGEMENT
SYSTEM

RESPONSIVE
DESIGN

LONG-TERM

SUPPORT

SOFTWARE

INTEGRATION
:H¶YHFUHDWHGWKHULJKWVROXWLRQIRUPHHWLQJ\RXUSURMHFW¶VLPPHGLDWHJRDOVDQG offering a roadmap for hassle-free website maintenance over the long-term. 2136 of 2177
107

Page | 14
Tools That Make Content Management Easy for Staff
CivicLive is designed to put the power of managing government websites into the hands of nontechnical staff. 7KHSODWIRUP¶VEURZVHU-based tools enable easy content authoring and management, allowing your staff to create webpages with defined templates, author content with familiar editing tools, and post content within a structured review and approval process created by your Website Administrators. We can illustrate how these tools will work for you during a demo presentation. Your team can enjoy &LYLF/LYH¶VFRQWHQWPDQDJHPHQWH[SHULHQFHZLWKWKHVHJUHDWWRROV

Some tools that make content management easy:

Drag-and-Drop Page
Editing
Image Editor with
Automatic Resizing
In-Context Editing
Rotating Banner Module
Photo Galleries Module
Advanced WYSIWYG
Editor
All standard formatting
options including indent
and justification control
Cut/Copy/Paste
Edit in HTML Mode
Font Manager
Format Stripper
Hyperlink Control
Image Manager
Insert Symbol
Online Support Resources
Human Readable URLs
Content Scheduling
Paste from Word with
Formatting and Fonts
Paste HTML
Paste Plain Text
Content Preview
Spellcheck
Undo/Redo
Style and CSS Manager
Table Maker
Site-wide File Manager
Page-level Document
Container
One-Click Social Media
Sharing with Twitter
Media Manager
Video Embedding Tools
Page Checkout
Page Checkout
Administrator Override
Page Link
Paragraph Control
Paste from Word with
Format Cleaning
Broken Link Checker
Quick Links
Template-Based Layout
2137 of 2177
108

Page | 15
Drag-and-Drop Page Designer
Place any of the many widgets simply by dragging the widget you want from WKHVROXWLRQ¶VGUDJ-and-drop interface on to the section of the page where you want that content or tool to appear. This easy-to-use element places advanced page editing right into the hands of even the most non-technical user!
In-Context Page Editing
CivicLive offers an In-Context Editing tool. With this feature, authors can edit the content for a webpage right from the page itself. There is no need to go to a backend system; you can simply use WYSIWYG (What You See Is What You Get) editing tools to start editing your text right where it appears on the page. All updates are done in real time, with no publishing previews needed - MXVWFOLFNµ3XEOLVK¶ZKHQ\RX¶UHVDWLVILHGDQGa publishing approval process begins, or the webpage updates simply go live.

WYSIWYG + HTML Content Editor
A WYSIWYG editor powers content creation and editing. This editor provides many tools including word processor-style formatting, spell checking, and multimedia management, making it simple to create and XSGDWHDSDJH¶VFRQWHQW HTML view is also supported from within the content editor, allowing users with HTML knowledge to edit in a code-based view.

On-Page Social Media Publishing
:H¶YHPDGHLWVLPSOHWRXQLI\\RXUZHESDJH¶VFRQWHQWupdating processes with your active social PHGLDXSGDWLQJSURFHVVHVWKURXJKWKHV\VWHP¶VOnPage Social Media Publishing tool. This feature allows your Content Managers to save time by automatically posting updates to your Twitter account as you update your website, ensuring Twitter subscribers and followers can discover that fresh content faster than ever before.

Image and Media Managers
Since a webpage is more than just text, CivicLive also provides built-in, easy to use Image and Media Managers for simple multimedia content uploads and website editing. Simply load your files and resources to these site-wide file folders, making them available to all content editors across your site. 2138 of 2177
109

Page | 16
Webpage Layout and CSS Editors
:H¶UHRIIHULQJFUHDWLYHGHVLJQVHUYLFHVWKDWZLOOJHW\RXUQHZZHEVLWH loRNLQJDQGIHHOLQJWKDWZD\\RXZDQWLWWREXWZH¶UHDOVRJLYLQJ you the power to FRQWUROWKHVHHOHPHQWVDVZHOO&LYLF/LYH¶V/D\RXW0DQDJHUDQG Themes, Templates and CSS management tools allow Site Administrators to control the look-and-feel of a webpage and maintain consistency while also providing the flexiblity for subpage and department page layouts to be unique.

Checkout and Lock Pages
&LYLF/LYH¶VPage Checkout and Page Lock tools ensure that when multiple staff need to modify a webpage QRRQHRYHUZULWHVDQRWKHU¶VZRUNRU accidentally removes important new information. Administrators can also override the lock, just in case someone forgets to unlock a page before completing their tasks.

Customize Content Publishing Approval Processes
Maintaining high-quality and consistent published web content is essential.

CivicLive features a Content Approval manager. Publishing approval processes support any number of checks, revisions, and multiple levels of sign-off to be custom-designed by your Administrators. They ensure that the correct user always approves content before it gets published and is visible to your whole community. This tool also supports email notifications for all approvals to ensure that the process is handled promptly, no matter how complex it may be.

Content Scheduling
CivicLive also offers a Content Scheduling tool that make advanced planning easy. This tool allows you to create content well in advance to when you want it to appear on your website. Further, it empowers your team to release information on a given date, remove a webpage from the public view on a given date, auto-archive a page, and send stale-content reminders to track which pages need to be updated. The Content Scheduling tool works in FRQMXQFWLRQZLWKWKHV\VWHP¶V$XWRPDWLFArchiving and Page Hiding functionality, which streamlines archiving processes and makes it easy to keep information stored on webpages for as long as you need. 2139 of 2177
110

Page | 17
News Content Engine
The News Engine is a powerful tool that allows you to publish news or announcements in one central location and have new summary feeds summarize and feed news content to appear in multiple locations within your website.

Version Control Management
&LYLF/LYH¶VVersion Control tool enables side-by-side comparison of every version of content history. With this tool, Authors and Administrators can easily check the content history and see what has changed. With automatic rollback support to any historical version, switching back to any earlier version is simple.

Document Tracking and Permissions Management
Permissions and version histories for all documents and media stored in the system¶V'RFXPHQWContainer can be tracked and managed by Administrators, allowing them to set exactly who can access which documents and media, and allows authorized users to view the history of when those resources have been changed since being uploaded to your website.

Audit Trails
To help meet security and reporting requirements, CivicLive solutions offers Audit Trails for most system activity. Administrators can use this tool to track access and modified web content.
2140 of 2177
111

Page | 18
Permissions Management
CivicLive offers the security and access control that a government website needs. Powerful User Permissions allow your Administrators to control who can view, create, edit, or delete site content. This feature can be controlled at the individual or group level and provides highly granular control to allow you to customize and tailor your approach to meet your unique needs.

Quick Links Editor
Quick Links are a versatile navigation tool that can be deployed on homepages and subpages while also enhancing the look and feel of a website. CivicLive allows Content Managers to design, create, edit, or remove quick links through a widget that can be added to webpages. 2141 of 2177
112

Page | 19
Citizen Engagement Solutions
Effective government websites go beyond delivering information: they create a gateway for citizens to get access to the resources and services they need and want.

People are becoming used to easy self-service options for everything from shopping for clothes to buying cars ± and the proliferation of services and technology that has evolved from this phenomenon is a proof that it works. So, it only makes sense for your government to provide this level of convenience in your ciWL]HQV¶OLYHV
Examples of our Citizen Engagement Modules:

News Engine
Unlimited Blogs
Video Upload and Embed
Support
Calendars with Year,
Month, Week, Day views,
Full Filtering, and RSS
Public/Private Discussion
Forums
Searchable Staff
Directories
Site-wide Search
Customizable Forms
Polls and Surveys
RSS-Subscription Support
Emergency Homepage
Banner
Searchable Directories
2142 of 2177
113

Page | 20
Polls and Surveys
Polls and Survey tools let you gather feedback and community reactions on any specific topic where granular, individual citizen data is desired. Our Poll tool includes real-time results and all data captured by either our Poll or Survey tools can easily be exported in CSV format so your Administrators can analyze engagement.

Private, Moderated, and/or Public Discussion Forums
6WDUWWKHFRQYHUVDWLRQZLWK&LYLF/LYH¶V)RUXPVPRGXOHV± the perfect place for private (or public) online discussions, conversations, and debates on specific topics.

Filterable Calendars
&LYLF/LYH¶V&DOHQGDUPRGXOH supports multiple integrated calendars, allowing you to separate calendars by topic and merge calendars for stakeholder convenience. For example, a mayoral aide could post an event to every calendar in the system, while a meeting might be posted only to a specific calendar. The calendar exports iCal files to Outlook to maintain consistency and supports RSS subscription, allowing users to subscribe to the events that matter most.

Blogs
0DNH\RXUJRYHUQPHQW¶VRQOLQHFRQQHFWLRQWR\RXUFLWL]HQVPRUHSHUVRQDO E\XVLQJWKHV\VWHP¶V%ORJJLQJPRGXOH:LWKWKLVPRGXOHyour representatives can create a web blog that they can easily update and use moderated or open commenting from other users, to control the comments before they are posted.

Staff Directory And Profile Pages
The searchable Staff Directory tool offers searchable online listings with customizable contact information and optional profile pages for each staff member. These directories make it simple for citizens (and other staff) to find the right contact person in the shortest amount of time. 2143 of 2177
114

Page | 21
Event Management And Event Registration
Our Event Registration tool enables your users to quickly find and register for upcoming events published to the CivicLive calendar.

Event coordinators and Administrators can easily set up events and limit the number of attendees, view reports on event participation, create waiting lists, and make event-specific forms.

Website Search Tool
CivicLive offers full built-in search capabilities with a unified Search Tool.

The Search module provides ranking and results control, and full Google Integration, if desired.

Video Support
Easily upload and manage your video files, converting your website into a one-stop-shop for videos, audio files, and key resources. Easily embed media videos (such as content from YouTube and Vimeo) directly within \RXUZHEVLWH0RUHRYHUZLWK&LYLF/LYH¶V9LGHR6WUHDPLQJ,QWHJUDWLRQ framework, we can easily integrate with your existing 3rd party video streaming engine, converting your website into a primary place to live stream videos of council meetings, announcements, events, and more. 2144 of 2177
115

Page | 22
Productivity and Transparency Tools
One of the greatest benefits of FKRRVLQJWKH&LYLF/LYHLVWKDWLWGRHVQ¶WMXVWRIIHULQQRYDWLYHZD\VWR engage citizens and make website content management easy for your staff, it also offers innovative ways for your staff to improve how their primary roles in your government work as well.

Our Productivity, Transparency, and Accessibility Management Tools include:

Advanced Drag-and-Drop
Workflow Manager
Meeting Minutes and
Agenda Manager
Structured Content
Publishing Approvals
Granular User Permissions
Group-based Permissions
Activity Logs
Reporting Tools
Integrated Google Analytics
Dynamic XML Sitemap
Scheduled and Automatic
Archiving
µ,:DQW7R«¶1DYLJDWLRQ
Mega-Drop-Down Menu
Navigation
Automatic Breadcrumb
Navigation
Text-Only Page Creation
Printer-Friendly Pages
SSL Support
2145 of 2177
116

Page | 23
Meeting Minutes And Agendas
Nothing makes fostering transparency easier than offering community members immediate access to critical government documents and records.

Since most governments uphold transparency by thoroughly documenting council meetings, we have created a Meeting Minutes and Agendas module within CivicLive, specifically designed for sharing meetings-related content such as agendas, meeting minutes, and audio/videos recordings.

Advanced Drag-and-Drop Workflow Engine
Making sure your solution works smoothly needs a governance structure that makes effective use of your department staff, department managers, and higher-level Administrators.

To enable effective web governance structures for important website-related tasks, we offer an intuitive drag-and-drop Workflow Engine that allows your staff to easily map out custom processes and staff duties related to everything you need your website to do, such as:
• Manage content
development approval
before content gets published
anywhere on the website
• Review and edit press
releases and news stories
before they are published
• Make sure citizen requests,
reports and applications
are routed to the right staff
and managed effectively
2146 of 2177
117

Page | 24
Bid Posting
Manage publicly-tendered RFPs, RFIs, and RFQs using our built-in Bid Posting Module. Any number of RFXs and their related documents can be uploaded by your staff and made openly available for download or restricted to specific users. Citizens and potential vendors can also subscribe to this PRGXOH¶VILOWHUVDQGEHQRWLILHGZKHQELGVPHHWLQJWKHLUVSHFLILFSDUDPHWHUV are released to public tender, further simplifying your bid management process.

Job Postings
Instead of relying on third party applications that create barriers to filling the jobs you have available, simply post those jobs through &LYLF/LYH¶V Job Posting module.

Intranet And Private Staff Collaboration Groups
Depending on your needs, some form of private web space for interdepartmental collaboration and resource sharing will need to be created.

For smaller endeavors or specific projects, sections of the site can be configured to be private and restricted so that only certain staff users can DFFHVVWKDWJURXS¶VFRQWHQWand resources.

For larger endeavors, an entire Intranet site can be built, for an added fee.

This separate website will be created complete with customized access and content management permissions restrictions.

All CivicLive modules, such as Calendars, Document Containers, Blogs, and Surveys/Polls, can also be used on Intranets as well.

Archiving and Records Retention
As part of our commitment to fostering government transparency and information accessibility, CivicLive solutions are designed to support virtually unlimited digital archives.

Accessing these archives is never inhibited; content versions and older documents can be retrieved and made accessible online again based on your needs.
2147 of 2177
118

Page | 25
Integration with 3rd Party Software
At Intrado, we want your website to offer a limitless range of functionality. In order to help your website reach its fullest potential, CivicLive includes a robust set of integration services.

Some examples of how CivicLive solutions integrate with 3rd party software and applications:

Google Search Integration
Google Translate
Integration
Social Media Feed
Embeds
Social Media Sharing [like,
tweet, +1, etc.]
Direct File and Image
Uploads from Various
Cloud Services
ArcGIS Integration
Google Analytics Support
YouTube and Vimeo Embedding
RSS Feeds
Active Directory
(AD)/ADFS/LDAP/SAML/Google
Single Sign-On (SSO)
Google Analytics
Google Analytics can be integrated into your CivicLive website, at no additional cost, to provide staff with the ability to track and analyze your web traffic. This integration will provide reporting capabilities such as page hits, user statistics, and best performing pages.

Single Sign-On Support
Identity providers allow for managing user authentication across multiple 3rd party products. This means that users will only have to log in once to have access to multiple applications. CivicLive supports the latest SAML Single Sign-On (SSO) standards that provide easy integration to identity providers such as Active Directory. Moreover, the solution is compatible with LDAP and Google Single Sign-On Services, further simplifying credential management.
2148 of 2177
119

Page | 26
Social Media Feed Integration
Your CITY already offers time-sensitive updates to followers on social media communities such as Twitter and Facebook ± so why not share these content updates on your website with prominently-integrated social media feeds on your homepage?
Visualize Critical Data with GIS Tools
Integration with multiple GIS systems, such as Google Maps and ArcGIS, to provide diverse data mapping. Real estate, business registries, zoning, and many more services can be mapped, viewed, and tracked. Additionally, the mapping systems can integrate with other modules to allow you to track and map requests, complaints, and more.
2149 of 2177
120

Page | 27
A Mobile-Optimized eGovernment Solution
With over half of website traffic now coming from mobile devices, the message to governments is clear: your citizens want information accessible on the go. 7KDW¶VZK\each CivicLive powered website comes with responsive design and an optional custom mobile app. We want you to be able to optimize service delivery and drive citizen engagement by offering web-based services where your stakeholders will use them the most: on their mobile phones, tablets, and other portable devices.
&LYLF/LYH¶VSURYHQPRELOH-optimization solutions are:

Whether navigating through full webpages optimized for an end-XVHU¶VVSHFLILFGHYLFHRUTXLFNO\ navigating between specialized application sections, your end-users will get the information, resources, and access to municipal services that they ZDQWRQZKLFKHYHUGHYLFHWKH\¶UHXVLQJDWWKDW time.

RESPONSIVE

WEB DESIGN
CUSTOM

ANDROID &
iOS

SMARTPHONE
APPS
2150 of 2177
121

Page | 28

RESPONSIVE DESIGN
Responsive Design supports a consistent look and feel for your website across all platforms, keeping navigation familiar to end-users. Furthermore, services and functionality can easily be accessed from mobile browsers, without the need to switch between multiple mobile apps that you may have developed in the past. With CivicLive, the web services your citizens need are all there, just like with their desktop experience.

Responsive design is included with every CivicLive
website implementation and is the simplest, most effective means for making your website function optimally on any
screen size and any platform. Depending on your project requirements, responsive design may be the only form of mobile-optimization your website needs.

CIVICLIVE SMARTPHONE APP
Smartphone technology is notable for its emphasis on specially-designed applications that create intuitive interfaces for performing thousands of different tasks with varying degrees of complexity on one touch-enabled mobile device. Hundreds of government apps have been developed for use with municipal governments, often focusing on one small task or feature. However, are these apps right for you? How well do they integrate with your web technology and web governance plans? ,QWUDGR¶VDSSURDFKWRWKHAndroid and iOS smartphone app is simple: it offers quick, easy access to the CivicLive government services we offer on your website via an intuitive app interface designed to match your newly designed website.

This takes the onus off your technology and web administration staff to maintain multiple systems and platforms, each with varying update frequencies, allowing for a more efficient, consistent, and accurate internal content and information management.

With our smartphone app as part of your CivicLive solution, your end-users can enjoy seamless integration and access to consistent information and data on all their devices, empowering them to get the best experience from your government in terms of service and citizen engagement. 2151 of 2177
122

Page | 29
Support and Maintenance
We are proposing a Software-as-a-Service (SaaS) solution to meet your needs. With a SaaS solution, you will enjoy:
• Unlimited, 24/7/365 access to the friendly CivicLive Customer Support team
• Unlimited and unrestricted access for all your staff to our Customer Support team, at no additional cost
• Hassle-free software maintenance and updates
• Reliable hosting in our Tier III data center, backed by a 99.9% uptime guarantee

CUSTOMER SUPPORT SERVICES
,QWUDGR¶V award-winning Customer Support Services includes:
• Unlimited Toll-Free Support, 24/7/365
• Unlimited Email Support
• Unlimited Live Chat Support
• Unlimited Access to Our Customer Resource Portal ± including manuals, tips and tricks, and guides

UNLIMITED-USER SOFTWARE LICENSE
:HGRQ¶WZDQWWROLPLW\RXUZHEVLWHPDQDJHPHQWH[SHULHQFHE\UHVWULFWLQJWKHQXPEHURIVWDIIZKR FDQDVVXPHZHEPDQDJHPHQWUROHV7KDW¶VZK\&LYLF/LYHVROXWLRQVLQFOXGHDQXQOLPLWHG-user software license. In other words, any member of your staff can contribute to your new communication strategy!

SOFTWARE MAINTENANCE AND UPGRADES
We invest considerable resources into the long-term maintenance and development of our CivicLive solutions. We give every client access to our software maintenance and upgrade services ensuring that you are always using the latest and best version of our software.

DEDICATED ACCOUNT MANAGEMENT
Once implementation is complete and your site has gone live, you will be introduced to your dedicated Account Manager, who will take on the role of caring for you as a member of the CivicLive family. Our Account Management philosophy is based on friendliness, courtesy, and quick service. Serving as your primary point of contact, your Account Manager ensures long-term success by traFNLQJ\RXUZHEVLWH¶V goals, sharing industry best practices, and keeping you informed of new CivicLive product enhancements that you may benefit from.
2152 of 2177
123

Page | 30
Hosting and Security
We are proposing a fully-hosted Software-as-a-Service model to meet your needs. Our solution is carefully engineered to meet or exceed industry best practices, and collocated within a Tier III data center subject to annual ISO 27001 audits. In addition, at Intrado, our approach to information security, as well as our policies and procedures, are heavily governed by the information security framework outlined in ISO 27002. In short, our hosting facilities provide world-class enterprise hosting infrastructure with data protection and security as a standard part of our service offering.

WEBSITE SERVICE SECURITY FEATURES:

Secure Facilities Hosted
Model
All components of the application reside in Tier III (SSAE 16 data centers) subject to annual SOC I, Type II and SOC II, Type II audits. Rigorous physical and biometric security systems protect these facilities. All sites are engineered to survive natural disasters. Plus, redundant network, power, HVAC, and fire detection/suppression systems ensure the highest levels of system availability.

Moreover, our facilities are redundantly connected via multiple different major network providers. Each of these carriers provides +10 Gbps of connectivity to our facility. All our providers have extensive transit relationships around the world, thus providing the lowest latencies possible for your websites to deliver the best possible online experience. With this
configuration, we can provide maximum bandwidth and transfer capacity, ensuring that your websites are fast-loading, available, and stable.

We also provide total maintenance of the hosted solution, with regularly scheduled performance checks, health checks, 24/7 monitoring, security audits and backup management to ensure your site is always secure.

Intrado Hosted Servers
Each customer has their own siloed environment. Our servers provide storage sufficient to give you the ability to create and maintain unlimited pages, and upload and store your websites and your documents without having to worry about constantly managing space requirements.
2153 of 2177
124

Page | 31
Data Protection & Backup
Our Managed Backup Service provides our clients with backup to prevent loss of data due to accident, hardware failure, or environmental disaster.

Redundancy Redundancy is managed at power, firewall, network connectivity, server configuration, web server, and database server levels.

Network Connectivity
Our facilities are redundantly connected via many different network providers. Each of these carriers provides +10 Gbps connectivity to our facility. All of our providers have extensive transit relationships around the world, thus providing the lowest latencies possible.

Content Distribution
Network
To ensure maximum availability and high performance, we rely on a Content Distribution Network (CDN) that utilizes servers deployed in 22 data centers across the United States.

Firewalls
Our firewalls are designed to restrict the type of traffic and originating IP addresses that can access the servers. This service is based on our shared firewall infrastructure.

Power
We provide redundancy in five distinct levels of the overall hosting configuration. These include redundancy at the incoming power supply, uninterruptible power supply, standby power generators, rack power, web server and database server levels.

Encryption All client to server communications are encrypted. And, all data is encrypted at rest.

Application Security
The system is built entirely on the Microsoft frame, where numerous security measures have been instituted at the
application level to maximize security. Here are some examples:
• Authentication, Session Management,
Security Configuration & Component
Vulnerabilities: Intrado ensures all our
security libraries in the application are as up-todate as possible, while our team proactively monitors any security threats to our
ƒ’’Ž‹
ƒ–‹‘ǯ•
‘”‡technologies to take
immediate corrective action.
• Cross-site Scripting (XSS) & Cross-site
Request Forgery: The application utilizes anti2154 of 2177 125

Page | 32
XSS libraries provided by Microsoft to prevent
attacks that can allow a malicious agent to take
over control of the us‡”ǯ•„”‘™•‡”Ǥ
• Insecure Direct Object References: The
platform has a strong and rich hierarchical
’‡”‹••‹‘••›•–‡Ǥ
–˜ƒŽ‹†ƒ–‡•ƒ—•‡”ǯ•
credentials on the server side before performing
any CRUD (Create, Read, Update, and Delete)
operations. In doing so, any URL manipulation is
also verified at the server end before any
response is transmitted back.
• Injection Attacks: Injection attacks can be used
by malicious agents to corrupt a database.

Intrado uses sophisticated tools such as Rapid 7,
Nessus, and others to identify such
vulnerabilities and eliminate them from our
application.
• Data Sensitivity: All sensitive information is
cryptographically encrypted in the application.
• Function-level Access Control: Intradoǯ•ƒ
–‹˜‡
security monitoring uses its strong permissions
management system. It ensures all functionlevel access is validated before execution. • Unvalidated Redirects and Forwards: The
platform protects against unvalidated redirects
and forwards by sanitizing any incoming
redirect variables and maintaining a whitelist of
trusted URLs.
• Distributed Denial of Service (DDoS): To
safeguard and mitigate attacks of this nature,
Intrado relies on real-time, in-line DDoS
protection through the latest mitigation
appliances. This system can detect sophisticated
Layer 3 through 7 attacks in addition to various
types of DDoS attacks. The solution develops a
traffic signature (created by monitoring regular
2155 of 2177
126

Page | 33
traffic patterns) and then applies real-time
heuristics (rules that sniff out harmful data
packets) to protect against DDoS attacks.
• Our Mitigation Service is a carrier agnostic solution that pulls customer traffic through route redirection onto our global mitigation network scrubbing centres for cleansing.

Highlights include, but are not limited to:
o Nine regional scrubbing centers with

4.5 Tbps of attack ingestion capacity
o Volumetric and application layer attack
mitigation
o Mitigates against known forms of layer
3 ± 7 attacks
o Advanced behavioral analytics
technology
o FiveǦminute Time to Mitigate for most
known forms of attack after traffic is
onǦramped through scrubbing centers
o Full range of proactive and reactive
mitigation including traffic base lining
Furthermore, monthly scans are performed against all top OWASP security risks. Examples of such scans include Rapid 7, Metasploit Pro, and Nessus scans.
2156 of 2177
127

Page | 34

MONITORING SERVICES
Our team employs a wide range of 24/7/365 performance monitoring tools to ensure the integrity and availability of our services. Below is an overview of several of the primary tools, divided by category.

External Application Monitoring
Website and Performance
Monitoring
3URYLGHVDGYDQFHGUHPRWHPRQLWRULQJRIWKHV\VWHP¶VPLVVLRQcritical business operations, reducing the risk of failed internet transactions and service interruption.

Performance Analyzer
Monitors and alerts the CivicLive team on response times, latency, and performance. It also provides HTTP/HTTPS,
PING, SMTP, SNMP, and TCP port tests.

Network Monitors
Used to observe the overall health and well-being of the web DQGDSSOLFDWLRQVHUYHUV¶LQSXW-output. Triggering alerts and notifications when thresholds are reached, these tool focuses on server components, disk space availability, memory, ports, and traffic over network connections.

Database Performance
Monitors and alerts the CivicLive WHDPRQWKH64/6HUYHUV¶ overall performance, with an emphasis on latency, wait-time trends, CPU, packet activity, and memory.

Website Monitoring
Intrado¶VSURSULHWDU\ZHEVLWHPRQLWRULQJWRROVLPXOWDQHRXVO\ tracks the performance and availability of all client websites down to the minute through a global monitoring network. They provide full-page downloads summarizing activity, with realtime website alerts generated if web page errors or website performance problems occur.

Storage Monitoring
2YHUDQGDERYHWKHQHWZRUNPRQLWRULQJWKHSODWIRUP¶VVWRUDJH monitoring tools examine hardware failures, path failures, and storage issues at the individual and component level.
2157 of 2177
128

Page | 35
System Availability and Firewall Monitoring
Firewall / Routers
Redundant stateful firewalls are installed between all client data and external connections.

Provides security safeguards and traffic monitoring capabilities relating to Gateway AV, Anti-Spyware, intrusion prevention, App Control, Botnet filtering, and App visualization.

System Availability
Dashboard
Intrado¶V'DWD&HQWHUPDQDJHPHQWWHDPNHHSVDYDLODELOLW\ records by recording all service affecting events.
2158 of 2177
129

Page | 36

IMPLEMENTATION PROCESS
The CivicLive team uses a proven 8-phase project implementation methodology called SmartWork to take your project from conceptualization planning to a complete implementation that ends with a live website.
6PDUW:RUN¶V phases are each designed to address specific project milestones. Via our Project Manager, your Project team interacts with a number of our technical specialists throughout the SmartWork implementation.

Learn more about our highly-qualified team, implementation process, key project milestones, and the many project deliverables in the following section.

THE CIVICLIVE DELIVERY TEAM
Your CivicLive team is a talented group of professionals that perform all the tasks needed to take your project from conception to completion. These tasks include project management, website design and implementation, CMS configuration, training, and quality assurance.

The CivicLive Delivery Team
Tom Quinlivan, Project Management Lead
Tom is an experienced Project Manager, known for his detail-oriented approach, thorough knowledge, and ability to focus on the needs of the customer to deliver high calibre projects. Since joining the CivicLive team in 2017, Tom has successfully overseen implementation and project management services for countless CivicLive clients. Bringing more than 20 years of operations and customer engagement expertise, he leads our talented Implementation team and will oversee pairing you with the right Project Manager for your project.

Tom will be the initial point of contact between your Project team and the CivicLive Project team as we begin the project ± and will continue to work behind the scenes with your Project Manager WRHQVXUH\RXUSURMHFW¶VVXFFHVV
Years of Experience:
27 Years
2159 of 2177
130

Page | 36

IMPLEMENTATION PROCESS
The CivicLive team uses a proven 8-phase project implementation methodology called SmartWork to take your project from conceptualization planning to a complete implementation that ends with a live website.
6PDUW:RUN¶V phases are each designed to address specific project milestones. Via our Project Manager, your Project team interacts with a number of our technical specialists throughout the SmartWork implementation.

Learn more about our highly-qualified team, implementation process, key project milestones, and the many project deliverables in the following section.

THE CIVICLIVE DELIVERY TEAM
Your CivicLive team is a talented group of professionals that perform all the tasks needed to take your project from conception to completion. These tasks include project management, website design and implementation, CMS configuration, training, and quality assurance.

The CivicLive Delivery Team
Tom Quinlivan, Project Management Lead
Tom is an experienced Project Manager, known for his detail-oriented approach, thorough knowledge, and ability to focus on the needs of the customer to deliver high calibre projects. Since joining the CivicLive team in 2017, Tom has successfully overseen implementation and project management services for countless CivicLive clients. Bringing more than 20 years of operations and customer engagement expertise, he leads our talented Implementation team and will oversee pairing you with the right Project Manager for your project.

Tom will be the initial point of contact between your Project team and the CivicLive Project team as we begin the project ± and will continue to work behind the scenes with your Project Manager WRHQVXUH\RXUSURMHFW¶VVXFFHVV
Years of Experience:
27 Years
2160 of 2177
131

Page | 38
Rachel Bryson, Manager of Customer Support
Rachel brings more than 10 years of customer support experience, over 2 years of which have been spent supporting Intrado solutions. She is vital to our customer support services and is recognized by customers as always going the extra mile to ensure the best customer care possible.

As Customer Support Manager, Rachel handles managing the day-to-day support requirements and ensuring that your needs are being met.

Years of Experience:
8 Years
2161 of 2177
132

Page | 39

RECOMMENDED CITY PROJECT TEAM RESOURCES
In order to make your project a success, we recommend the following staffing commitments from your stakeholders and staff.

Although these recommendations have been separated by roles, it is common to have the same individual fill multiple roles on your project team:
• Project Manager
A Project Manager will serve as the main point of contact throughout your deployment and will act as the liaison and prime partner for the CivicLive Project Manager. Although not mandatory, we highly recommend that your Project Manager be an individual with some degree of technical qualifications or experience, such as an IT Professional. • Project Implementation Team (1-4 Members, Typically)
The Project Implementation team are staff members involved in the planning and management of your VLWH¶VLPSOHPHQWDWLRn. Ideally, this team is ± or will become ± your web governance committee, and will offer guidance on how your long-term web content strategy ZLOODIIHFW\RXUQHZZHEVLWH¶VGHVLJQDQGIXQFWLRQDOLW\7KHVHVWDIIPHPEHUVZLOODOVREHWKH core team that gives most of the feedback during the client-side review periods that occur during your LPSOHPHQWDWLRQ¶Vphases.
• Content Authors
At least one content author - someone who will post material to the website regularly - should attend training to gain mastery over CivicLive¶VPDQ\LQWXLWLYHFRQWent creation and editing tools.
• Media and Digital Assets
At the project commencement, we recommend that your Project team gather logos, photos, videos, documents, and other pertinent files that may be stored offline. This will help the migration of that content to your new website, which will in turn streamline the quality assurance process.
2162 of 2177
133

Page | 40
The SmartWork Project Implementation
Methodology
We follow an iterative implementation cycle. To achieve this goal, implementation is a multi-step process involving six phases: Envisioning, Planning, Developing, Migrating, Training, and Stabilizing, then culminating in the Deploying or Go Live Phase.
• Envisioning Phase ± Creates a broad description of the goals and constraints of the migration task, details on the current system, and expectations for the future system. • Planning Phase ± We create specific and measurable plans to define how the solution will meet the definition of success as laid out in the Envisioning Phase. • Developing Phase ± We create and build the solution. Existing content is migrated to the new site according to the content plan laid out in the Planning Phase. • Migrating Phase ± :HPRYH\RXUH[LVWLQJZHEVLWH¶VSDJHFRQWHQWDQGPHGLDWRWKH corresponding page on your new website(s) according to the content plan laid out in the Planning Phase.
• Training Phase ± We are committed to ensuring your long-term success by providing the knowledge transfer that will enable all of your website management and IT staff to effectively XWLOL]HRXUVROXWLRQ¶VQXPHURXVIHDWXUHV
• Stabilizing Phase ± We perform User Acceptance Testing (UAT) to verify all functionality and to give your administrators a chance to test the system before it goes live. • Deploying ± You sign-off on the site and your new site is launched. 2163 of 2177
134

Page | 41
Estimated SmartWork Project Timeline
The following table offers an estimated project timeline and highlights project milestones using our SmartWork Project Implementation Methodology.

Website Services Project Timeline Est. Duration

THE ENVISIONING PHASE
1-4 Days
Project Kick-Off Meeting

THE PLANNING PHASE
15 Days
Draft Master Project Plan and Charter
Client Reviews Project Plan and Project Charter
Finalized Project Plan and Charter Documents
Implement Responsive Webpage Templates in CMS

THE CONFIGURING PHASE
55 Days
Provision Website Environment
Configure CivicLive Modules
Integrate 3rd Party Software
Implement Responsive Webpage Templates in CMS
Fully-Configured CivicLive Solution

THE TRAINING PHASE
Conduct Training Sessions 3 Days
Fully-Trained City Staff

THE MIGRATING PHASE
25 Days
Collaborative Web Content Migration
Collaborative Document and File Migration
Internal Beta Website Launch
2164 of 2177
135

Page | 42

THE STABILIZING PHASE
CivicLive Quality Assurance [QA] Process 20 Days
User Acceptance Testing [UAT] Period

THE DEPLOYING PHASE
1 Day
Website Launch!
2165 of 2177
136

Page | 43

COST PROPOSAL
The following section outlines the One-Time Implementation fee and Annual Software-as-a-Service IHHVWUXFWXUHZHDUHSURSRVLQJWRPHHW\RXUSURMHFW¶VUHTXLUHPHQWV3OHDVHFRQWDFWXVLI\RXKDYHDQ\ questions about our fixed-fee pricing model.

One-Time Implementation
Fee- Premium Design- A credit
has been applied to the total for the 20
hours of refresh services
$18,237.00
Our One-Time Implementation Fee covers costs associated with designing, developing, and implementing your new website. Key deliverables per SmartWork phase include:

Envisioning and Planning Phase
Kick-Off Meeting
Finalized Project Plan
Project Charter
Designing Phase
A New Customized Responsive Website
Design for https://www.ci.pinole.ca.us/
100% Design Guarantee
Configuring Phase
Complete CMS Software Configuration
Integration of 3rd Party Software
Training Phase
Completion of Training Sessions
User Manuals and Access to Online
Resources
Migrating Phase
Completion of Desired Website Content
Migration
Stabilizing Phase
A Stable Internal Beta Launch of
www.ci.pinole.ca.us
Completed City Staff User Acceptance
Period
Deploying Phase
www.ci.pinole.ca.us Goes Live!
Finalized Project Documents
Annual Software-as-a-Service
(SaaS) Fee $4,400.00
This fee is not charged in Contract Year #1!
&LYLF/LYH¶V$QQXDO6RIWZDUH-as-a-Service [SaaS] Fee includes the following services:

Data Protection and Unlimited-Bandwidth
Website Hosting Services for
www.ci.pinole.ca.us
CMS Software Version Upgrades and
Maintenance
Unlimited-User CMS Software License
Design Refresh Services for
www.ci.pinole.ca.us at the End of Contract
Year #4, if Desired
2166 of 2177
137

Page | 44
Unlimited, 24/7/365 Access to Customer
Support
PLEASE NOTE: There is no Annual SaaS
Fee charged in Contract Year #1!
2167 of 2177
138

Page | 45
Optional Add-On: Mass Notification Solution
For Rapid Delivery of Voice, Text, Social Media, and Email Messages To keep your citizens informed and engaged on-the-go, we are pleased to offer you a highly reliable mass communication solution.

Whether you want to remind your residents of important dates, seek community feedback in a survey, call in volunteers, or get the word out quickly in an emergency, CivicLive Mass Notification Solution can help you reach your audience anytime, anywhere.

Municipalities use our mass notification solution for:

Event Invitations
E-newsletters
Customer Service feedback
Opinion Polls and Surveys
City/County Meeting Reminders
Schedule Changes/Updates
Public Safety Announcements
Missing Person and Amber Alerts
Utility and Service Interruption Notices
Staffing and Volunteer Appeals
Parking Ticket Reminders
Public Information Hotlines
First Responder Alerts
Severe Weather Warnings
Municipal Payment Reminders
Interdepartmental Coordination
With CivicLive, there are no limits on how many messages you can send so you can truly engage with your citizens at the right time and in the right format. Unlimited messaging, massive capacity, robust reporting, prompt technical support, and our proven track record are just some of the reasons why municipalities trust our Notification Solution for their citizen engagement, staff notification, and emergency communication needs.

Built on a rock-solid
infrastructure that delivers
over 130 million
messages
per month to citizens and
staff members across
North America
2168 of 2177
139

Page | 46

PRICING FOR THE OPTIONAL MASS NOTIFICATION SOLUTION
Annual SaaS Fee
Up to 19,343 Residents $8,124.06/Year
With the CivicLive Mass Notification Solution, you will receive:

Unlimited voice, SMS text, and email
Social media publishing (Facebook/Twitter)
Surveys through phone and web with
unlimited questions
Configurable RSS widget to post messages
automatically to your website(s)
Instant translation to 50+ languages with
reverse translation quality assurance
Recipient portal mobile app; manage
preferences and review prior messages
Unlimited self-updating groups/lists
(dynamically change based on source data)
Dashboard offers at-a-glance views into
overall messaging activity
User training, and unlimited 24/7/365
customer support
Please note that our robust notifications service is not included in our one-time website development and annual web hosting fees that are outlined on the previous pages. 2169 of 2177
140

Page | 47
Optional Add-On: Monsido Accessibility
Monitoring Service
Accessibility is one of the hottest topics today, thanks to the efforts of concerned citizens and advocacy groups. Many organizations across the United States are dealing with OCR complaints, and many more want to ensure that their sites properly cater to the needs of their audiences.

In order to help you meet Web Content Accessibility
Guidelines (WCAG) best practices and ADA Section
508 requirements, we have partnered with Monsido
(https://monsido.com) to offer an accessibility
monitoring solution that helps municipalities and counties improve their websites. Monsido is an optional add-on which provides you with monitoring tools to check your website against the globallyrecognized WCAG 2.0 and 2.1 guidelines, which help define accessibility in relevant US regulations. By checking your websites against WCAG standards, you can identify issues that may put them out of compliance with ADA Section 508 and other regulations.

Thanks to this partnership, local governments can have peace of mind when it comes to their websites.

Municipal officials can rest assured that they can prevent a frustrating experience for web visitors by finding and fixing errors. This ensures you have a solution for long-term website success.

Accessibility Website Monitoring Services ADA
Package
WCAG 2.0 and 2.1 Monitoring Services for up to 500 Webpages (ADA) $1,990/yr WCAG 2.0 and 2.1 Monitoring Services for up to 2500 Webpages (ADA) $2,490/yr WCAG 2.0 and 2.1 Monitoring Services for up to 5000 Webpages (ADA) $2,490/yr Accessibility Website Monitoring Services Economy
Package
WCAG 2.0 and 2.1 Monitoring Services for up to 500 Webpages (Economy) $3,270/yr WCAG 2.0 and 2.1 Monitoring Services for up to 2500 Webpages (Economy) $4,235/yr WCAG 2.0 and 2.1 Monitoring Services for up to 5000 Webpages (Economy) $5,325/yr 2170 of 2177
141

Page | 48
Accessibility Website Monitoring Services- Standard
Package
WCAG 2.0 and 2.1 Monitoring Services for up to 500 Webpages (Standard) $4,251/yr WCAG 2.0 and 2.1 Monitoring Services for up to 2500 Webpages (Standard) $5,506/yr WCAG 2.0 and 2.1 Monitoring Services for up to 5000 Webpages (Standard) $6,923/yr Products ADA Economy Standard Premium
Web Accessibility Yes Yes Yes Yes
Mobile Accessibility Yes Yes Yes Yes
PDF Accessibility Yes Yes Yes Yes
Site Inventory Yes Yes Yes Yes
Quality Assurance Yes Yes Yes
Uptime Monitoring Yes Yes Yes
Policies Yes Yes Yes
SEO Yes Yes Yes
Analytics Yes Yes Yes
PageAssist Yes Yes
2171 of 2177
142

Page | 49
PageCorrect Yes Yes
Performance Yes Yes
HeatMaps Yes
Cookie Consent Manager Yes
Data Privacy (GDPR/ CCPA) Yes
2172 of 2177
143

Page | 50
PageCorrect
PageCorrect is an add-on to the Monsido web governance platform which offers you a complete solution to identify and correct website errors easily. The tool allows you to work effciently by fxing quality assurance and accessibility issues directly from the Monsido platform without having to login to your content management system.

PageAssist
PageAssist an add-on to the Monsido web governance platform, is a personalization toolbar that you can add to your website as an overlay. The tool gives visitors with or without disabilities control over the way they experience a website. By making your content available to a wider audience, you can better achieve your business goals and tap into a wider market.

Hosting
tĞƉƌŽǀŝĚĞŽƵƌĐƵƐƚŽŵĞƌƐǁŝƚŚƚŚĞĨĂƐƚĞƐƚƉĞƌĨŽƌŵĂŶĐĞĂǀĂŝůĂďůĞǁŝƚŚŚŽƐƚŝŶŐ͘DŽŶƐŝĚŽ͛Ɛ data is processed and hosted on local Google servers in the United States, Europe, and Australia. Monsido crawls publicly available data on the public website. Any password protected sections of your website are not crawled--unless you specifically ask us to set this up. Monsido does charge an additional amount for data stored in the United States and Australia. 2173 of 2177
144

Page | 51
Optional Add-On: Citizen Request System
The CivicLive platform includes a versatile Citizen Request System (CRS) that can be used to simplify the process of discovering and requesting government services right from your website.

Reporting Potholes
Applying for Parking Permits
Applying for Pet, Hunting & Fishing Licenses
Reporting Graffiti & Vandalism
Requesting Oversized Garbage Pickup
Requesting Business Registration Certificate
Reporting Animal Control Issues
Reserving Public Parks Facilities & Applying for Campground Permits Once requests are submitted, the CRS routes them to the correct department or person. Citizens can stay up to date using the mobile app or through email notifications.

Citizen Request System- $3,386/ Year
CRS- for up to 19,343 residents-
- Requires 4 year commitment
2174 of 2177

CITY COUNCIL
REPORT
12C
DATE: OCTOBER 18, 2022
TO: MAYOR AND COUNCIL MEMBERS
FROM: ANDREW MURRAY, CITY MANAGER

SANJAY MISHRA, PUBLIC WORKS DIRECTOR
SUBJECT: ESTABLISHMENT OF A PROJECT LABOR AGREEMENT (PLA) AD

HOC SUBCOMMITTEE

RECOMMENDATION
Staff recommends that the City Council consider adopting a resolution to establish a Project Labor Agreement (PLA) Ad Hoc Subcommittee.

BACKGROUND
At its meeting on September 20, 2022, City staff provided the City Council with information on Project Labor Agreements (PLAs). The City Council decided that it would like to further research the issue of potentially establishing an overarching PLA for City construction projects and directed staff to return to Council at a future meeting with an agenda item establishing a PLA subcommittee.

The City Council occasionally establishes subcommittees of the City Council, composed of a subset of the City Council and possibly other appointed officials or members of the public, or committees/commissions, composed of community members, to consider a City policy or operational issue at a greater level of detail than is feasible for a regular Council meeting. Subcommittees and committees/commissions can either be established as “standing,” meaning that they are formed for the purpose of addressing a continuing issue/matter or have a meeting schedule fixed by formal action of the Council, or “ad hoc,” meaning that they are formed for a limited-term issue or matter. The City currently has a number of subcommittees, including the following: Finance Subcommittee, Historic Preservation Subcommittee, Pinole Hercules Wastewater Subcommittee, Technology and Communication Subcommittee, Municipal Code Update Ad-Hoc Subcommittee, Honoring/Plaques Naming Ad-Hoc Subcommittee, Planning Commission Interview AdHoc Subcommittee, and Community Services Commission/TAPS Committee Interview Ad-Hoc Subcommittee. The power/authority of City subcommittees and committees/commissions is advisory in nature. They each simply make recommendations to the full Council on potential Council action, with the exception of the 2175 of 2177
City Council Report
October 18, 2022 2
Planning Commission, which is a quasi-judicial body and can take action independently of the City Council.

The City Council may establish a new subcommittee or committee/commission via Council resolution or by minute order.

REVIEW & ANALYSIS
City staff believes that an ad hoc subcommittee is the appropriate type of subcommittee to assess and provide a recommendation to the City Council on the issue of establishing an overarching PLA for City construction projects. At the meeting on September 20, 2022, the City Council discussed the potential composition of a PLA subcommittee, including two Council Members, one Planning Commissioner, and one Community Services Commissioner. City staff has created the attached resolution, which specifies the composition of the Project Labor Agreement (PLA) Ad Hoc Subcommittee, for City Council’s consideration.

FISCAL IMPACT
There is no fiscal impact from establishing a Project Labor Agreement (PLA) Ad Hoc Subcommittee.

ATTACHMENTS
A. Resolution
2176 of 2177

ATTACHMENT A
RESOLUTION NO. 2022-XX

A RESOLUTION OF THE CITY OF PINOLE, COUNTY OF CONTRA COSTA, STATE

OF CALIFORNIA, CREATING THE PROJECT LABOR AGREEMENT (PLA) AD HOC

SUBCOMMITTEE
WHEREAS, at its meeting on September 20, 2022, the City Council received information on Project Labor Agreements (PLAs); and
WHEREAS, at that meeting, the City Council decided that it would like to further research the issue of potentially establishing an overarching PLA for City construction projects and directed staff to return to Council at a future meeting with an agenda item establishing a PLA subcommittee; and
WHEREAS, at that meeting, the City Council discussed that the subcommittee could be composed of two members of the City Council, one member of the Planning Commission, and one member of the Community Services Commission; NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Pinole does hereby establish the Project Labor Agreement (PLA) Ad Hoc Subcommittee composed of two Council Members appointed by the City Council and a Planning Commissioner and a Community Services Commissioner appointed by the Mayor, staffed by the Public Works Director.

PASSED AND ADOPTED this 18th day of October 2022, by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

I hereby certify that the foregoing resolution was introduced, passed and adopted on this 18th day of October 2022.
____________________________
Heather Bell, CMC
City Clerk
2177 of 2177