CITY COUNCIL
Maureen Toms, Mayor
Cameron Sasai, Mayor Pro Tem
Anthony Tave, Council Member
Norma Martínez-Rubin, Council Member
Devin T. Murphy, Council Member
PINOLE CITY COUNCIL
MEETING AGENDA
February 6, 2024
5:00 PM
Attend in Person: PINOLE CITY COUNCIL CHAMBERS - 2131 PEAR STREET OR
Attend VIA ZOOM TELECONFERENCE – Details provided below How to Submit Public Comments:
In Person:
Attend meeting at the Pinole City Council Chambers, fill out a yellow public comment card and submit it to the City Clerk.
Via Zoom:
Members of the public may submit a live remote public comment via Zoom video conferencing. Download the Zoom mobile app from the Apple Appstore or Google Play. If you are using a desktop computer, you can test your connection to Zoom by clicking here. Zoom also allows you to join the meeting by phone.
From a PC, Mac, iPad, iPhone or Android:
https://us02web.zoom.us/j/89335000272
Webinar ID: 893 3500 0272
By phone: +1 (669) 900-6833 or +1 (253) 215-8782 or +1 (346) 248-7799 • Speakers will be asked to provide their name and city of residence, although providing this is not required for participation.
• Each speaker will be afforded up to 3 minutes to speak (subject to modification by the Mayor) • Speakers will be muted until their opportunity to provide public comment.
When the Mayor opens the comment period for the item you wish to speak on, please use the “raise hand” feature (or press *9 if connecting via telephone) which will alert staff that you have a comment to provide and press *6 to unmute. To comment with your video enabled, please let the City Clerk know you would like to turn your camera on once you are called to speak.
Written Comments:
All comments received before 3:00 pm the day of the meeting will be posted on the City’s website on the agenda page (Agenda Page Link) and provided to the City Council prior to the meeting. Written comments will not be read aloud during the meeting. Email comments to [email protected] Please indicate which item on the agenda you are commenting on in the subject line of your email.
City Council
Agenda - February 6, 2024
OTHER WAYS TO WATCH THE MEETING
LIVE ON CHANNEL 26. They are retelecast the following week. The Community TV Channel 26 schedule is published on the city’s website at www.ci.pinole.ca.us.
VIDEO-STREAMED LIVE ON THE CITY’S WEBSITE, www.ci.pinole.ca.us and remain archived on the site for five (5) years.
If none of these options are available to you, or you need assistance with public comment, please contact the City Clerk, Heather Bell at (510) 724-8928 or [email protected]..
Americans With Disabilities Act: In compliance with the Americans With Disabilities Act of 1990, if you need special assistance to participate in a City Meeting or you need a copy of the agenda, or the agenda packet in an appropriate alternative format, please contact the City Clerk’s Office at (510) 724-8928. Notification at least 48 hours prior to the meeting or time when services are needed will assist the City staff in assuring that reasonable arrangements can be made to provide accessibility to the meeting or service.
Note: Staff reports are available for inspection on the City Website at www.ci.pinole.ca.us. You may also contact the City Clerk via e-mail at [email protected].
Ralph M. Brown Act. Gov. Code § 54950. In enacting this chapter, the Legislature finds and declares that the public commissions, boards and councils and the other public agencies in this State exist to aid in the conduct of the people's business. It is the intent of the law that their actions be taken openly and that their deliberations be conducted openly. The people of this State do not yield their sovereignty to the agencies, which serve them. The people, in delegating authority, do not give their public servants the right to decide what is good for the people to know and what is not good for them to know. The people insist on remaining informed so that they may retain control over the instruments they have created.
City Council
Agenda - February 6, 2024
1. CALL TO ORDER & PLEDGE OF ALLEGIANCE IN HONOR OF THE US MILITARY TROOPS
2. LAND ACKNOWLEDGMENT
Before we begin, we would like to acknowledge the Ohlone people, who are the traditional custodians of this land. We pay our respects to the Ohlone elders, past, present, and future, who call this place, Ohlone Land, the land that Pinole sits upon, their home. We are proud to continue their tradition of coming together and growing as a community. We thank the Ohlone community for their stewardship and support, and we look forward to strengthening our ties as we continue our relationship of mutual respect and understanding.
3. ROLL CALL, CITY CLERK’S REPORT & STATEMENT OF CONFLICT An official who has a conflict must, prior to consideration of the decision: (1) publicly identify in detail the financial interest that causes the conflict; (2) recuse himself /herself from discussing and voting on the matter; and (3) leave the room until after the decision has been made, Cal. Gov't Code § 87105.
4. CONVENE TO A CLOSED SESSION
Citizens may address the Council regarding a Closed Session item prior to the Council adjourning into the Closed Session, by first providing a speaker card to the City Clerk.
5. RECONVENE IN OPEN SESSION TO ANNOUNCE RESULTS OF CLOSED SESSION
6. CITIZENS TO BE HEARD (Public Comments)
Citizens may speak under any item not listed on the Agenda. The time limit is 3 minutes and is subject to modification by the Mayor. Individuals may not share or offer time to another speaker. Pursuant to provisions of the Brown Act, no action may be taken on a matter unless it is listed on the agenda, or unless certain emergency or special circumstances exist. The City Council may direct staff to investigate and/or schedule certain matters for consideration at a future Council meeting. PLEASE SEE THE COVERSHEET OF THE
AGENDA FOR INSTRUCTIONS ON HOW TO SUBMIT PUBLIC COMMENTS
7. REPORTS & COMMUNICATIONS
A. Mayor Report
1. Announcements
B. Mayoral & Council Appointments
C. City Council Committee Reports & Communications
D. Council Requests for Future Agenda Items
E. City Manager Report / Department Staff
F. City Attorney Report
8. RECOGNITIONS / PRESENTATIONS / COMMUNITY EVENTS
A. Proclamations
1. Black History Month
City Council
Agenda - February 6, 2024
2. Lunar New Year
3. Recognizing Music Repertoire's 25th Anniversary
B. Presentations
1. "Helping Pinole prepare for the 2024 Election" by Contra Costa County Clerk Recorder, Kristin B. Connelly
9. CONSENT CALENDAR
All matters under the Consent Calendar are considered to be routine and noncontroversial. These items will be enacted by one motion and without discussion. If, however, any interested party or Council member(s) wishes to comment on an item, they may do so before action is taken on the Consent Calendar. Following comments, if a Council member wishes to discuss an item, it will be removed from the Consent Calendar and taken up in order after adoption of the Consent Calendar.
A. Approve the Minutes of the Regular City Council Meeting on January 16, 2024.
B. Receive the January 13, 2024 - February 2, 2024 List of Warrants in the Amount of $1,236,401.27 and the January 15, 2024 through January 28, 2024 Payroll in the amount of $528,304.97.
C. Communication and Engagement Plan Update Action: Receive Report (Fiona Epps) D. Adopt A Resolution To Authorize The City Manager To Approve Amendments To On-Call Contracts Issuing Task Orders For Staff Augmentation For A Total Amount Not To Exceed $150,000; And Authorize The Finance Director To Amend The FY 2023/24 Budget Action:
Adopt Resolution per Staff Recommendation (Sanjay Mishra) E. Adopt A Resolution To Accept The Hazel Street Storm Drain Improvements (CIP Project # SW1901) As Complete And Approve Filing Of Notice Of Completion Action: Adopt Resolution per Staff Recommendation (Sanjay Mishra)
F. Conduct Second Reading and Adopt an Ordinance Amending Chapter 17.54 of Pinole Municipal Code to Include Prohibition on Political and Campaign Signs on Public Property Action: Waive Second Reading and Adopt Ordinance (Eric Casher) G. Approve City Membership to the National League of Cities Action: Approve Staff Recommendation (Heather Bell)
10. PUBLIC HEARINGS
Citizens wishing to speak regarding a Public Hearing item should fill out a speaker card prior to the completion of the presentation, by first providing a speaker card to the City Clerk. An official who engaged in an ex parte communication that is the subject of a Public Hearing must disclose the communication on the record prior to the start of the Public Hearing.
11. OLD BUSINESS
12. NEW BUSINESS
A. Receive information regarding options to prohibit the creation of new gas stations and the expansion, reconstruction and relocation of existing gas station in Pinole Action: Receive Report, Discuss and Provide Direction (Lilly Whalen)
City Council
Agenda - February 6, 2024
B. Receive A Presentation On Community Corner And Direct Staff For Next Steps Action:
Receive Report, Discuss and Provide Direction (Sanjay Mishra)
13. CITIZENS TO BE HEARD (Continued from Item 6) (Public Comments) Open only to members of the public who did not speak under the first Citizens to Be Heard, Agenda Item 6 Citizens may speak under any item not listed on the Agenda. The time limit is 3 minutes for City Council items and is subject to modification by the Mayor. Individuals may not share or offer time to another speaker.
Pursuant to provisions of the Brown Act, no action may be taken on a matter unless it is listed on the agenda, or unless certain emergency or special circumstances exist. The City Council may direct staff to investigate and/or schedule certain matters for consideration at a future meeting.
14. ADJOURNMENT to the Regular City Council Meeting of February 20, 2024 in Remembrance of Irma Anderson, Former Mayor of Richmond, and Amber Swartz.
I hereby certify under the laws of the State of California that the foregoing Agenda was posted on the bulletin board at the main entrance of Pinole City Hall, 2131 Pear Street Pinole, CA, and on the City’s website, not less than 72 hours prior to the meeting date set forth on this agenda. _______________________
Heather Bell, CMC
City Clerk
POSTED: 2:00 pm
Contra Costa County
Kristin B. Connelly
Clerk - Recorder - Elections
County Clerk-Recorder-Registrar
[email protected]
925.335.7899
ELECTIONS
Registrar of Voters
Primary Statutory Responsibilities Include:
• Conduct elections in a fair, efficient, accurate, and timely manner; • Provide services to maintain a high level of voter registration and to ensure that all eligible citizens can register to vote and are able to exercise their right to vote, according to Federal and State statutory laws and regulations;
CLERK-RECORDER
Primary Statutory
Responsibilities Include:
• Accurately maintain, protect, and
preserve official records and indices
relating to real property and
vital records in Contra Costa County
and provide the public with easy,
convenient, and reliable access to
public documents;
• Provide micrographic capability and
equipment to digitize, maintain, and
archive our public records.
CLERK
-RECORDER-
ELECTIONS DEPARTMENT
• The Election Division was
selected as 1 of just 16 jurisdictions
nationwide to be a Center for Election
Excellence. o The award is bringing nearly $2 million
in grant revenue through the end of 2024.
• Contra Costa Elections also received the
Democracy Award from the National
Association of Election Officials in 2022 for leading
the 11-county Coalition of Bay Area Elections
Officials (bayareavotes.org) for collaborating
to fight mis- and dis-information about elections
in our shared media market.
• We continue to collaborate on new collateral.
The picture can't be displayed.
Recognized for Excellence
CONTRA COSTA ELECTIONS
BY THE NUMBERS
• 704,567 registered voters
o 90%-95% of ballots are cast as
Vote-By-Mail (VBM) ballots.
o These get returned split about evenly between
secure drop boxes and USPS.
• We moved to a central count model in 2022.
• We are authorized for just 32 permanent FTEs.
• By contrast, Santa Clara has only 400,000 more
registered voters and they have 90 permanent FTEs.
• The Presidential Primary on March 5, 2024, is first time in the history of California where we will mail every voter a ballot in a partisan presidential primary.
9th Largest County in California
PINOLE
BY THE NUMBERS
• 12,250 registered voters (1.7% of county)
o 12 precincts serving city voters
• Partisan breakdown of registered voters:
o 60.3% Democratic Party
o 14.2% Republican Party
o 3.0% American Independent Party
o 0.5% Green Party
o 0.8% Libertarian Party
o 0.5% Peace & Freedom Party
o 20.1% No Party Preference
o 0.6% Misc.
• 19 volunteers from Pinole have committed to
help with the Presidential Primary.
• In November 2022, the highest turnout for in-person voting was at Pinole Valley Community Center with 204 voters
on Election Day.
Contra Costa County Elections Division
mailed all NPP voters a postcard in December
that gave instructions on how to request a crossover ballot for American Independent Party, the Democratic Party or the Libertarian Party.
Voters wanting to participate in the Republican,
Green Party or Peace & Freedom Party
Presidential Primary need to re-register with that
party by February 20,2024.
How to get back to us?
Voters can send us their No Party Preference CrossOver Ballot Notice and Application in person or by mail. It can also be sent by email or fax.
• Email: [email protected]
• Fax: (925) 335-7836
Contra Costa County Elections Division
mailed all NPP voters a postcard in December
that gave instructions on how to request a crossover ballot for American Independent Party, the Democratic Party or the Libertarian Party.
Voters wanting to participate in the Republican,
Green Party or Peace & Freedom Party
Presidential Primary need to re-register with that
party by February 20,2024.
How to get back to us?
Voters can send us their No Party Preference CrossOver Ballot Notice and Application in person or by mail. It can also be sent by email or fax.
• Email: [email protected]
• Fax: (925) 335-7836
VOTING EARLY IN PINOLE
In-Person Voting 24/7 Drop Box Locations
Friday March 1 -- 11:00 am – 6:00 pm
Saturday March 2 -- 9:00 am – 3:00 pm
Monday March 4 -- 11:00 am – 6:00 pm
Richmond Memorial Auditorium
403 Civic Center Plaza 2131 Pear Street
When is the Next Election?
2024 Presidential Primary Election
E-Day -40
1/25/24
E-Day -29
2/5/24
E-Day -15
2/19/24
E-Day -4
3/1/24
E-Day
3/5/24
E-Day +7
3/12/24
Voter Information Guides mailed
Includes locations of ballot drop boxes and voting sites Ballots mailed to all voters
In-person voting begins in Martinez; drop boxes opened
Last day to register online-If haven’t received your ballot Email [email protected] or phone 925.335.7800
Five early voting sites open
Fri, Sat, Mon, and Election Day
Election Day!
Ballot postmark deadline
Drop-dead
County must receive your ballot
How Can You Support Elections?
• Communicate with your residents and reinforce important election information.
• For the March Primary, NPP voters need to let us know if they would like a “crossover ballot” that allows them to vote in a partisan primary.
• To participate in the Republican Primary, a resident needs to be registered with the Republican party.
• Encourage high school students to become student poll workers. Invite our staff to speak to your Youth Commission.
How Can You Support Elections?
• Be an ambassador for registering new voters year-round. • Reinforce safety messages with your local police department. • Support California High School Voter Education Weeks the last two weeks of April and September.
• In 2024, please do what you can to amplify information about the importance of voting. The CA SOS, Dr. Shirley Weber plans to highlight the 60th anniversary of Fannie Lou Hamer’s 1964 speech “I’m so sick and tired of being sick and tired,” to help inspire Californians to vote.
• Check out our Website and follow us on Social Media:
ContraCostaVote.gov
We’re Easy to Reach!
Follow us on:
Instagram TikTok
QR Code to our Instagram
Social Media:
Twitter – @cocoelections
YouTube – Contra Costa Clerk Recorder
Facebook – Contra Costa County Elections
Instagram – @contra_costa_elections
Tik Tok – @cc.clerkrec.elect
QR Code to our TikTok
California's Youth Vote
State
2014 Youth Turnout
Rate
2018 Youth Turnout
Rate
2022 Youth Turnout
Rate
Change in Youth
Turnout, 2018-2022
California 10.3% 30.3% 22.1% -8.2
Youth Voter Turnout in Recent Midterm Elections: State by State CIRCLE estimates of youth voter turnout (ages 18-29) in the past three midterm elections. Turnout is the percentage of eligible voters (whether or not they were registered) who cast a ballot.
Five
Steps to
Safer
Elections
from the
Committee for
Safe and Secure
Elections
Five
Steps to
Safer
Elections
from the
Committee for
Safe and Secure
Elections
Contra Costa County
Kristin B. Connelly
Clerk - Recorder - Elections
County Clerk-Recorder-Registrar
[email protected]
925.335.7899
Pinole City Council Regular Meeting
Minutes – January 16, 2024
CITY COUNCIL MEETING
MINUTES
January 16, 2024
1. CALL TO ORDER & PLEDGE OF ALLEGIANCE IN HONOR OF THE US MILITARY TROOPS
The City Council Meeting was held in a hybrid format (in-person and via Zoom videoconference and broadcast) from the Pinole Council Chambers, 2131 Pear Street, Pinole, California. Mayor Toms called the Regular Meeting of the City Council to order at 5:02 p.m. and led the Pledge of Allegiance.
2. LAND ACKNOWLEDGEMENT
Before we begin, we would like to acknowledge the Ohlone people, who are the traditional custodians of this land. We pay our respects to the Ohlone elders, past, present and future, who call this place, Ohlone Land, the land that Pinole sits upon, their home. We are proud to continue their tradition of coming together and growing as a community. We thank the Ohlone community for their stewardship and support, and we look forward to strengthening our ties as we continue our relationship of mutual respect and understanding.
3. ROLL CALL, CITY CLERK’S REPORT & STATEMENT OF CONFLICT An official who has a conflict must, prior to consideration of the decision; (1) publicly identify in detail the financial interest that causes the conflict; (2) recuse himself/herself from discussing and voting on the matter; and (3) leave the room until after the decision has been made, Cal. Gov.
Code § 87105.
A. COUNCILMEMBERS PRESENT
Maureen Toms, Mayor
Cameron Sasai, Mayor Pro Tem
Norma Martinez-Rubin, Council Member
Devin Murphy, Council Member
Anthony Tave, Council Member
B. STAFF PRESENT
Neil Gang, Interim City Manager/Police Chief
Heather Bell, City Clerk
Eric Casher, City Attorney
Stacy Shell, Human Resources Director
Sanjay Mishra, Public Works Director
Markisha Guillory, Finance Director
Lilly Whalen, Community Development Director
Roxane Stone, Deputy City Clerk
City Clerk Heather Bell announced the agenda had been posted on January 11, 2024 at 4:30 p.m. with all legally required written notices. No written comments had been received in advance of the meeting.
Pinole City Council Regular Meeting
Minutes – January 16, 2024
Following an inquiry, the Council reported there were no conflicts with any items on the agenda.
4. CONVENE TO A CLOSED SESSION:
Citizens may address the Council regarding a Closed Session item prior to the Council adjourning into the Closed Session, by first providing a speaker card to the City Clerk.
A. CONFERENCE WITH LABOR NEGOTIATORS
Gov. Code § 54957.6
Agency designated representatives: Greg Ramirez, IEDA Employee Organization:
Management Compensation Plan (MCP)
PUBLIC COMMENTS OPENED
Deputy City Clerk Roxane Stone reported there were no comments from the public.
PUBLIC COMMENTS CLOSED
5. RECONVENE IN OPEN SESSION TO ANNOUNCE RESULTS OF CLOSED SESSION At 6:00 p.m., Mayor Toms reconvened the meeting into open session. There was no reportable action from the Closed Session.
6. CITIZENS TO BE HEARD (Public Comments)
Citizens may speak under any item not listed on the Agenda. The time limit is 3 minutes and is subject to modification by the Mayor. Individuals may not share or offer time to another speaker.
Pursuant to provisions of the Brown Act, no action may be taken on a matter unless it is listed on the agenda, or unless certain emergency or special circumstances exist. The City Council may direct staff to investigate and/or schedule certain matters for consideration at a future Council meeting.
James Tillman, Pinole, expressed concern that 7-Eleven had not been completed; asked the status of the Safeway property; asked that the Police Reserves be brought back to the City of Pinole since the Police Department should be expanded; and reported that Lucky Stores had closed one of its entry doors due to theft although that posed a problem for those with accessibility issues. He asked the City Attorney to provide information on local, state and federal Americans with Disabilities Act (ADA) laws.
Mayor Toms asked the Interim City Manager to provide a response in the weekly report on the status of the 7-Eleven and Safeway projects, and to look into the protocol for police volunteers.
Irma Ruport, Pinole, wished everyone a Happy New Year and thanked former Mayor Murphy for a productive 2023. She suggested the hiring of consultants had become routine for the City and that the hiring practices and needs of the City should be reevaluated prior to hiring a consultant.
She described her preferred criteria when considering consultant services, suggested more timely responses be provided from the City Clerk’s Office on Public Records Act (PRA) requests, and suggested the City Attorney’s Office should be open to the public with detailed information related to lawsuits along with identifying relative costs to the City, to be posted on the City website and reported out to the City Council.
Pinole City Council Regular Meeting
Minutes – January 16, 2024
Ms. Ruport also suggested the hiring of the new City Manager should be advertised, past practices should be improved, and involvement from the community should be provided on what residents wanted in a City Manager to ensure the best qualified candidate.
Rafael Menis, Pinole, reported on the continued presence of COVID-19 in the community, the rate of hospitalization in Contra Costa County which had risen to the moderate level and evidence the current COVID-19 variant varied significantly from other variants. He strongly encouraged everyone to get the current COVID-19 booster shot and urged the community to use higher levels of caution until such time as the rate of infection decreased, including wearing masks in crowded and indoor settings. He also wished everyone a Happy New Year.
7. RECOGNITIONS / PRESENTATIONS / COMMNUNITY EVENTS
A. Proclamations
1. Recognizing Police Officer of the Year
The City Council read into the record a proclamation recognizing Jeffrey Teel as 2023 Pinole Police Department Officer of the Year.
Pinole Police Officer Jeffrey Teel thanked the City Council, staff and family members for the honor.
Mayor Toms reported that Pinole Rotary would have a Crab Feed on February 10, 2024 to honor the cities of Hercules and Pinole 2023 Police and Firefighter of the Year, with more information on the Rotary website.
Council member Martinez-Rubin thanked Officer Teel who had been her first contact during a recent situation and she commended his response and service to the City of Pinole.
PUBLIC COMMENTS OPENED
Deputy City Clerk Stone reported there were no comments from the public.
PUBLIC COMMENTS CLOSED
2. Recognizing Jaime Castillejos Marroquin and Norman Montiel-Garay for their Heroism in Stopping a Carkjacking in Pinole
Interim City Manager/Police Chief Neil Gang introduced Commander Jeremy Crone and Administrative Assistant Maria Cabrera who read into the record a proclamation (both in English and Spanish) recognizing Jaime Castillejos Marroquin and Norman Montiel-Garay for their heroism in stopping a carjacking in the City of Pinole. Both men were also presented Certificates of the Community, and both thanked the City Council for the recognition.
The City Council thanked both men for their courage and grateful service to the community.
PUBLIC COMMENTS OPENED
Pinole City Council Regular Meeting
Minutes – January 16, 2024
Anthony Vossbrink, Pinole, echoed the comments and appreciation to both men but commented on his understanding the Chevron minimart where the incident occurred had been the subject of incidents in the past. He suggested the City should consider ways to improve security along Fitzgerald Drive and the victim and manager of the Chevron station to also consider recognition of the men’s heroism. He otherwise suggested it was important to put this matter into perspective and asked that the City not promote public citizens going into the line of fire given the men had been injured in the course of the incident. He asked that a warning be provided to the public as other communities had done that such situations should be handled by law enforcement.
PUBLIC COMMENTS CLOSED
3. Recognizing Firefighter of the Year
The City Council read into the record a proclamation recognizing Josh Andrews as 2023 Contra Costa County Fire Protection District Firefighter of the Year.
Contra Costa County Fire Protection District (CCCFPD) Battalion Chief Whit McDonald accepted the proclamation on behalf of Firefighter Josh Andrews and thanked the City Council for the recognition.
PUBLIC COMMENTS OPENED
Deputy City Clerk Stone reported there were no comments from the public.
PUBLIC COMMENTS CLOSED
Mayor Toms recognized the following proclamations which were not read into the record but had been included in the agenda packet.
4. Martin Luther King Jr. Day
5. National Day of Racial Healing
6. Holocaust Day of Remembrance
PUBLIC COMMENTS OPENED (Items 4 through 6)
Deputy City Clerk Stone reported there were no comments from the public.
PUBLIC COMMENTS CLOSED
B. Presentations: None
8. REPORTS & COMMUNICATIONS
A. Mayor Report
1. Announcements: None
B. Mayoral & Council Appointments: None
Pinole City Council Regular Meeting
Minutes – January 16, 2024
C. City Council Committee Reports & Communications
Mayor Toms reported she had attended a League of California Cities orientation to the 2024 Policy Committee and she would be serving on the Housing Community and Economic Development Policy Committee with a meeting scheduled for Friday, January 19, 2024; she had attended the December and January Mayors’ Conferences and briefed the City Council on a presentation from the East Bay Regional Parks District (EBRPD) and the appointment of new representatives to the Hazardous Materials Commission. Commenting on the issue of retail theft, particularly due to students coming into stores and as a result of a recent incident, she had met with Walgreens local and corporate management along with representatives from the Pinole Police Department and the administration from Pinole Valley High School. Pursuant to a recommendation from the Pinole Police Department, Walgreens would limit students’ entrance into the store and if students were asked to leave a store and did not do so, they could be cited for trespassing. Similar incidents had occurred at CVS due to the proximity of the nearby middle school and she had reached out in the last week to the Assistant Manager of CVS. She offered to facilitate a meeting between CVS and the Pinole Police Department and she understood the West Contra Costa Unified School District (WCCUSD) had been informed of this issue.
Mayor Pro Tem Sasai reported the San Francisco Bay Trail between the Pinole Shores Staging Area and Bay Front Park would be closed from early to mid-February 2024 to repair a 100-foot section of the trail damaged by a landslide during the 2022/23 winter storms, with construction to take approximately two months. He thanked Elizabeth Echols, EBRPD Ward 1 Board member and Vice-President for her advocacy in moving the matter forward. He also provided an overview of events he had attended including Mayors’ Conferences, West Contra Costa Transportation Advisory Committee (WCCTAC) special meeting, breakfast for West County electeds and a Grand Opening for Teaspoon Pinole. He also welcomed the new Council Interns and wished everyone a Happy New Year, Martin Luther King Jr. Day, and looked forward to the work in 2024.
Mayor Toms added the Friends of Pinole Creek would host a litter pick-up on Saturday, January 20, 2024 at 10:00 a.m. Everyone was asked to meet behind Sprouts.
Council member Murphy provided an overview of the 511 Contra Costa Winter Walk Challenge, to run through mid-March, with more information at 511contracosta.org/walk; and reported the League of California Cities Transportation Communications and Public Works Policy Committee would meet on January 18, 2024, and briefed the City Council on the items to be discussed. He wished everyone a Happy New Year and outlined a number of new transportation laws for 2024, with more information on the 511 Contra Costa website.
Council member Tave wished everyone a Happy New Year and reported on the outcome of recent California Public Utility Commission (PUC) actions regarding infrastructure revenue requirements for PG&E, rate increases and a number of other topics. He also reported that Contra Costa County had information on resources to deal with cold weather. In addition, Nordstrom Rack had opened and residents were encouraged to participate in public meetings and let their voices be heard.
Council member Martinez-Rubin reported she had participated in the WCCUSD School Tour; Municipal Finance Institute hosted by the League of California Cities, and briefed the Council on the topics presented, with more information on the League of California Cities website.
Pinole City Council Regular Meeting
Minutes – January 16, 2024
Council member Martinez-Rubin also reported that the Revenue and Taxation Policy Committee would meet on January 18, 2024. She also reported that she had spent time with the Interim City Manager to walk and highlight Pinole Creek, with the City to pursue along with members of the public a discussion of how to mitigate litter in the creek. She added that the first program meeting of the Pinole Historical Society would be held on February 2, 2024 from 6:30 to 8:00 p.m. at Pinole Library, with a presentation on the Carquinez Bridge.
D. Council Requests for Future Agenda Items
Mayor Pro Tem Sasai requested a proclamation to recognize Music Repertoire, which would celebrate its 25th anniversary as a small business in the City of Pinole. Consensus given.
Mayor Pro Tem Sasai requested an update to the City’s Procurement Policy to add a preference for the purchase of American union-made vehicles.
Mayor Toms suggested the request be considered by the Municipal Code Update Subcommittee, which could consider folding in procurement policies for electric vehicles (EV) as part of the City’s Climate Action Plan (CAP).
City Attorney Eric Casher confirmed the Municipal Code Update Subcommittee could consider the request and the request was so referred.
Mayor Pro Tem Sasai requested a discussion to create a potential Communications Department under the City Manager’s Office that may include moving Information Technology (IT) and Pinole Community Television (PCTV) staff under that department.
As to whether the request was under the purview of the City Manager’s Office or the City Council, City Attorney Casher suggested that could be discussed at the staff level, with staff to follow-up with the Mayor Pro Tem on how to move the request forward.
Council member Murphy asked that staff also provide the history of the establishment of other City Departments as part of the same request, which City Attorney Casher confirmed could be provided.
PUBLIC COMMENTS OPENED
Rafael Menis, Pinole, asked the City Council to consider a condemnation of Hamas’ attacks on the State of Israel and a call for a bilateral cease fire between Hamas and the State of Israel as a future agenda item. He provided the statistics from the conflict for those who had been displaced, killed, wounded, destruction of medical infrastructure throughout the Gaza strip along with the challenges to provide supplies and aid. He provided a number of reasons why a cease fire was warranted and emphasized the regional implications of the possibility of expanding the conflict to other areas, such as Lebanon, which would be disadvantageous to the strategic interests of the United States given current other priorities which he also detailed. He urged the City Council to support a resolution backing a cease fire.
Anthony Vossbrink, Pinole, requested a formal presentation from the Police Department on crime in and around the City, particularly traffic and pedestrian citations, stops, ticketing, arrests and the like pre-, during and post-COVID.
Pinole City Council Regular Meeting
Minutes – January 16, 2024
Mr. Vossbrink requested that information be presented to the City Council and the Traffic and Pedestrian Safety (TAPS) Committee as a future agenda item, which he pointed out had previously been agreed would be provided. He also requested a study for a six-month satellite sub-station with two police officers stationed in property on the 1400 to 1500 block of Fitzgerald Drive including Appian Way as a future agenda item.
PUBLIC COMMENTS CLOSED
E. City Manager Report / Department Staff
Interim City Manager Neil Gang reported that Community Services Director Jeremy Rogers would be leaving the City of Pinole, and he expressed his appreciation for the work he had provided and wished him well. Maria Picazo had been named as Acting Community Services Director, and he would work with the Human Resources Department to initiate a national recruitment for the position. He also reported a consultant had been retained to update the City’s Emergency Operations Plan (EOP) with a meeting scheduled for January 25, 2024, and with all Department Heads involved as part of that process. In addition, he outlined the City of Pinole citywide app which was in the testing phase to be downloaded in February, to be shared through the City’s communication channels at that time.
Public Works Director Sanjay Mishra provided an update on Public Works Operations and Activities. Since the last report to the City Council from October 2023, there had been 86 resident requests received and logged into the system, with eleven outstanding items with pending service requests including street lights, facilities, roads and pothole repairs. Work requests involved facility and park maintenance, illegal dumping, roadwork, storm drain, wastewater and traffic issues. He advised that over 32 pothole locations had been addressed.
Public Works Director Mishra added that recruitment was ongoing for two engineering staff positions and he was working with the Human Resources Director to include flexibility in the job classifications, which would come to the City Council soon. He expected both positions would not be filled for another four to five months and he would return to the City Council at its next meeting with a request for appropriation of funds for those positions.
Interim City Manager Gang reported the Police Department would provide an update to the City Council on February 20, 2024, updates from the CCCFPD had been scheduled for March 19, 2024, and the remaining departmental updates would be scheduled thereafter.
In response to Council member Murphy, City Clerk Bell confirmed that agenda forecasts could be provided to the City Council.
Council member Murphy sought more information on how data had been progressing when updates had been provided by the Public Works Department in the future and suggested it would be helpful for the consistency of the monthly reports to be the same as they moved forward.
Public Works Director Mishra advised that the software program used by the Public Works Department could provide the information requested and Interim City Manager Gang confirmed staff would work to ensure the reports were provided monthly.
Pinole City Council Regular Meeting
Minutes – January 16, 2024
In response to Council member Tave, Public Works Director Mishra provided an overview of how the public notified the Public Works Department of a request for service, either via email or telephone call, with the data input into the software system used by the Public Works Department.
Council member Martinez-Rubin asked for a breakout of the category of road service to distinguish between pavement and curb painting, and eventually as the City increased its technology use it would be helpful to have an idea of the status of the complaint received.
Public Works Director Mishra clarified that staff had looked at various systems to post the status of services but the platform had not yet been finalized. He acknowledged the need to show a prompt response to the public to report on the status of service requests.
Mayor Toms asked that the report from the Public Works Director be posted in the City’s annual newsletter.
F. City Attorney Report
City Attorney Eric Casher reported there was a new series of laws and ordinances that had gone into effect in 2024, and the Municipal Code Update Subcommittee would meet on January 22, 2024 to discuss a range of ordinances moving forward including those necessitated as part of the update to the Housing Element.
PUBLIC COMMENTS OPENED (Items 7E through 7F)
Deputy City Clerk Stone reported there were no comments from the public.
9. CONSENT CALENDAR
All matters under the Consent Calendar are considered to be routine and noncontroversial. These items will be enacted by one motion and without discussion. If, however, any interested party or Council member(s) wishes to comment on an item, they may do so before action is taken on the Consent Calendar. Following comments, if a Council member wishes to discuss an item, it will be removed from the Consent Calendar and taken up in order after adoption of the Consent Calendar.
A. Approve the Minutes of the Regular City Council Meeting on December 5, 2023 B. Receive the December 2, 2023 – January 12, 2024 List of Warrants in the Amount of $2,622,428.60, the December 8, 2023 Payroll in the Amount of $523,176.33, the December 22, 2023 Payroll in the Amount of $514,089.35, and the January 5, 2024 Payroll in the Amount of $616,892.96
C. Adopt a Resolution Approving Side Letter Agreement to the Memorandum of Understanding Between the City and AFSCME Local 1 to Amend Article II – Recognition and Attachment A – Salary Schedule [Action: Adopt Resolution per Staff Recommendation (Stacy Shell, Charlene Davis)] D. Receive the Quarterly Report on Implementation of the Strategic Plan for Fiscal Year (FY) 2023/24 First Quarter [Action: Receive Report (Nail Gang, Fiona Epps)]
Pinole City Council Regular Meeting
Minutes – January 16, 2024
E. Authorize the Interim City Manager to Execute the Purchase of Vehicles for Public Works Operations and Maintenance Division at a Total Cost Not to Exceed $128,000 [Action: Adopt Resolution per Staff Recommendation (Joseph Bingaman, Sanjay Mishra)]
F. Adopt a Resolution Authorizing the Interim City Manager to Execute a Contract with Client First Technology Consulting through FY23/24 for System Administration Support and Implementation of New Permitting/Licensing System [Action: Adopt Resolution per Staff Recommendation (Lily Whalen, Sanjay Mishra)]
G. Award a Contract for Engineering Services for the RO2302 Safety Improvements on Arterial Roadways Project (CIP Project #RO2302) to CSW/Stuber-Stroeh Engineering Group in an Amount Not to Exceed $37,000 [Action: Adopt Resolution per Staff Recommendation (Sanjay Mishra)]
H. Approve the 2024 Council Committee Assignment List [Action: Adopt Resolution per Staff Recommendation (Heather Bell)]
I. Adopt a Resolution Amending the On-Call Agreement with M-Group for Fiscal Year 2023/2024 [Action: Adopt Resolution per Staff Recommendation (David Hanham)]
J. Adopt a Resolution Authorizing Designated Staff to Accept Disaster-Related Financial Assistance from Federal and State Programs [Action: Adopt Resolution per Staff Recommendation (Markisha Guillory)] K. Adopt a Resolution to Approve the Successor Agency Recognized Obligation Payment Schedule (ROPS) for Fiscal Year 2024/25 [Action: Adopt Resolution per Staff Recommendation (Markisha Guillory)]
L. Adopt a Resolution to Accept the Safety Improvements at Tennent Ave/Pear & Plum St. (CIP Project #R02304) as Complete and Approve Filing a Notice of Completion [Action: Adopt Resolution per Staff Recommendation Sanjay Mishra)]
Council member Murphy requested that Item 9J be removed from the Consent Calendar for discussion.
Council member Martinez-Rubin requested that Items 9F and 9H be removed from the Consent Calendar for discussion.
PUBLIC COMMENTS OPENED
James Tillman, Pinole, spoke to Item 9C, and expressed concern with the state having a problem with the Public Employee Retirement System (PERS) and with the number of retirees that had placed a burden on the system to the effect that the state could reduce payments to PERS retirees. He asked whether Item 9C included any information to address an increase in the PERS amount to retirees to ensure funds.
Pinole City Council Regular Meeting
Minutes – January 16, 2024
Human Resources Director Stacy Shell explained that costing had been performed on the action shown as Item 9C by the Finance Department, and she suggested the concern would be better answered by the Finance Director.
Irma Ruport, Pinole, referenced Item 9B and asked about the furniture costs as shown in the amount of $30,000. She asked whether that was a one-time cost. She also commented on the attorney fees and requested more information on the hours spent by officials and individuals since even if salaried they must account for the hours spent, which would be more transparent to the public. She requested that information be included for this year and that the hours be posted in the future. For Item 9D, specifically for the City’s EOP, she understood the City had hired a consultant to update the EOP and asked why firefighters had not been included since they had a City representative for the EOP. She also understood the City had hired a grant writer and commented on her understanding a higher City official had attended a conference where grant information had been provided but never communicated to the City. As a result, the City had lost that grant opportunity since required deadlines had been missed. She asked who the grant writer reported to and whether the grant writer would train staff members. She had information on grants available to the City and could email that information to staff.
Ms. Ruport liked the idea of removing PCTV from the Recreation Department, and noted it had been under the City Manager’s Department in the past and should be put back under the auspices of the City Manager’s Department and expanded.
Mayor Toms clarified the CCCFPD had participated in the preparation of the EOP but had not prepared it alone. She had participated as part of her day job in those plans where the CCCFPD had also participated.
Mrs. Ruport reported she had spoken with a member of the CCCFPD who was unaware of Item 9D and she urged greater transparency.
As to Item 9F, Council member Martinez-Rubin referenced Page 127 of 250 of the agenda packets and asked in the future that staff ensure the agreement itself reflected the current Interim City Manager since Page 127 had referenced former City Manager Andrew Murray and should be corrected to read: Interim City Manager Neil Gang.
For Item 9H, City Clerk Bell identified a correction to Page 194 of 250 of the agenda packet, with Item 18. Project Labor Agreement Ad Hoc Subcomittee to be removed from the final version of the Council Committee Assignment List, as approved by the City Council on December 5, 2023.
For Item 9J, Council member Murphy asked how the City tracked readiness for the California Office of Environmental Emergency Services and other state agency grants. He also clarified the action proposed as part of Item 9J and asked how the process had come about.
Finance Director Markisha Guillory clarified the City had onboard a grant consultant who was on retainer, with the City receiving a monthly memo of all grant opportunities as well as earmark opportunities from the federal government. There had also been meetings with executive staff to identify needs and to find where there were gaps in funding to find those resources. The process had come about through the Public Works Director working with the Federal Emergency Management Agency (FEMA) to secure reimbursement for storm damages that had occurred in December 2022/January 2023.
Pinole City Council Regular Meeting
Minutes – January 16, 2024
As part of that process, funding had come from the federal government and the California State Office of Emergency Services (Cal OES) with a specific form required to be on file, as listed in the staff report, with titles as opposed to names used in the event names changed, as part of the action of Item 9J.
As to whether the City Council could receive copies of the monthly memos from the grant managers, Finance Director Guillory stated that could be provided. While staff had not currently scheduled a presentation from the grant managers to the City Council that could be facilitated by staff. She further clarified the City’s contribution to PERS had been based on PERS annual valuation report, as provided by PERS to all agencies that were part of the system, which had factored in returns, investments and losses. The numbers had been budgeted and the City had no control as an agency to make any changes to those contributions.
ACTION: Motion by Council members Martinez-Rubin/Murphy to approve Consent Calendar Items 9A through 9L, with revisions as identified for Items 9F and 9H.
Vote: Passed 5-0
Ayes: Toms, Sasai, Martinez-Rubin, Murphy, Tave
Noes: None
Abstain: None
Absent: None
10. PUBLIC HEARINGS
A. Introduce and Waive the First Reading of an Ordinance Amending Chapter 17.54 of the Pinole Municipal Code to Include a Prohibition on Political and Campaign Signs [Action: Introduce and Waive the First Reading of Ordinance (Eric Casher)]
City Attorney Eric Casher provided a PowerPoint presentation. The City Council was asked to introduce and waive the first reading and introduce an ordinance amending Chapter 17.54.030 of the Pinole Municipal Code (PMC) to include campaign signs and other political material among generally prohibited signage on public property.
Mayor Pro Tem Sasai asked how the ordinance changed or improved enforcement of the process, and City Attorney Casher advised the ordinances in the PMC were the framework, with code enforcement being the practical side. With clearer language in the PMC, the City could cite the actual language and the City Council and Interim City Manager may direct staff to be more proactive to retrieve campaign signs from a practical standpoint.
Mayor Pro Tem Sasai asked about the example ordinances from the cities reviewed by the Municipal Code Update Subcommittee, which had been the strictest ordinances.
City Attorney Casher advised that some cities had robust definitions of a political sign and the type of content. Staff proposed a more general description of political signs in part to align and be consistent with the First Amendment on speech.
Mayor Pro Tem Sasai understood the action being requested of the City Council involved a minor text amendment.
Pinole City Council Regular Meeting
Minutes – January 16, 2024
City Attorney Casher confirmed the change was relatively minor while from a practical standpoint it was significant allowing the City the authority to cite if needed.
Council member Martinez-Rubin asked what materials would be made available at candidate orientations to explicitly identify a prohibition of campaign material posted on public property and to identify public property.
City Attorney Casher explained if the amendment to the ordinance was adopted it would be included in materials to all candidates and candidates would also be encouraged to share those materials with volunteers. In addition, as part of the next election cycle, if campaign signs were retrieved, staff could have conversations with the campaigns to let them know when signs were retrieved, advise of the ordinances in place and inform volunteers of the ordinance.
Council member Martinez-Rubin commented that the PMC did not mention the dimensions for campaign signs. She commented that during the 2022 election cycle, there had been clever ways in which campaign material had been displayed on San Pablo Avenue; in one instance by covering a vehicle with signage, and she was uncertain that met the language of the ordinance.
City Attorney Casher clarified the amendment to the ordinance prohibited campaign signage on City property and there was a reference to someone holding a sign in a park, as an example, which was permitted. There had been issues with campaign signs on vehicles parked on San Pablo Avenue, which was a different issue and technically not City property, but a private vehicle parked on a City right-of-way (ROW) would be dealt with on a case-by-case basis.
Council member Tave suggested over the next couple of years the City would have to grow into the regulations and have a discussion on what was reasonable. He found the ordinance amendment to be reasonable and would change the way people campaigned.
Council member Martinez-Rubin referenced Attachment A, Pinole – Campaign Sign Ordinance,
Casher, the statement in that section which read: The City Council of the City of Pinole hereby declares that it would have passed each Section, subsection, subdivision, paragraph, sentence, clause, or phrase hereof irrespective of the fact that any one or more sections, subsections, subdivisions, paragraphs, sentences, clauses, or phrases be held unconstitutional, invalid, or unenforceable, which was standard language and which had been included in all City contracts.
If the ordinance was adopted and the state later adopted a minor change to the law, the requirements in no way would invalidate the entire ordinance and the City would have to go back and clean up the ordinance to ensure consistency.
PUBLIC HEARING OPENED
James Tillman, Pinole, commented that in 2007 he had taped campaign signs on his vehicle and had checked with his and other attorneys and had been informed that was free speech and could not be regulated. He otherwise commented the area of Fitzgerald Drive included a lot of signage about homes for sale making the area unsightly and he asked whether such advertisements should also be considered in the ordinance.
Pinole City Council Regular Meeting
Minutes – January 16, 2024
City Attorney Casher clarified that campaign signage was allowed to be affixed to one’s vehicle, but if a vehicle was parked for a period of time beyond that permitted in the PMC and not moved that would involve a different violation of the PMC.
Irma Ruport, Pinole, commented that during the prior election cycle there had been a situation with political materials that had been distributed in a mailer from a Council member that had been elected. In that case, there should have been a fine imposed along with an apology. She suggested the ordinance should include fines. She also commented she had seen signs at the Senior Center and asked whether a member of the public could remove campaign signs and take them to City Hall.
City Attorney Casher recommended if anyone saw campaign or other signage on public property, they should notify City staff or code enforcement to remove the signage making it less contentious.
City Clerk Bell clarified that staff and code enforcement did a good job responding to members of the public when responding to concerns with respect to political signage. When political signage was retrieved, staff held the sign and engaged with the campaign to educate the campaign and volunteers prior to returning the signs.
PUBLIC HEARING CLOSED
ACTION: Motion by Council members Martinez-Rubin/Murphy to waive the first reading and introduce an ordinance amending Chapter 17.54.030 of the Pinole Municipal Code (PMC) to include campaign signs and other political material among generally prohibited signage, consistent with the current general prohibition of affixing signs to City property by private parties.
Vote: Passed 5-0
Ayes: Toms, Sasai, Martinez-Rubin, Murphy, Tave
Noes: None
Abstain: None
Absent: None
11. OLD BUSINESS: None
12. NEW BUSINESS
A. Revised Long-Term Financial Forecast and Results of the City Council-Directed Forecast Scenarios [Action: Adopt Resolution per Staff Recommendation (Markisha Guillory)
Finance Director Markisha Guillory provided an extensive PowerPoint presentation of the Revised Long-Term Financial Forecast and the results of the City Council directed forecast scenarios.
She recommended the City Council receive the revised 20-year General Fund status quo financial forecast (FY 2024/25 – FY 2044/45) and the results of the City Council directed forecast scenarios and direct staff on which revenue enhancement and/or expenditure reduction options to pursue.
Finance Director Guillory responded to specific questions from the City Council on each of the Long-Term Financial Forecast Scenarios, as outlined in the January 16, 2024 staff report.
Pinole City Council Regular Meeting
Minutes – January 16, 2024
Finance Director Guillory clarified each of the scenarios and explained that if the City Council were to consider a ballot measure, direction could be to engage a polling firm. She also clarified that excise taxes must be used for certain purposes. If an excise tax was imposed on sugar, as an example, the City would have to turn to experts for more information and tap into resources around sales taxes where there were databases on the types of goods that could be considered.
Finance Director Guillory also clarified that there were 6,000 residential parcels in the City of Pinole, although she was uncertain of the total number of “all” parcels in Pinole and would have to return with that information. She recognized the forecast was far out and speculative, there would be ebbs and flows in the economy, but the intent was for the City to be prepared in the long term, which was exactly what the forecast had shown. As to the franchise fee with PG&E, she clarified it had no end date, went back to the 1960s or 1970s, and was uncertain whether an amount could be negotiated. She also walked through Attachment B, Results of the Forecast Scenarios as part of the staff report, and clarified the Other Options for Consideration, which did not require voter approval, had also been outlined in the staff report.
Mayor Toms suggested a survey be considered to solicit input from the public on each of the Long-Term Financial Forecast Scenarios. She identified the pros and cons for each of the scenarios and suggested the City Council should move forward with a solid waste franchise fee increase, a reduction of 4 percent of the budget as an option that would not require voter approval, and the development of a survey that would develop the threshold residents might be interested in. She also understood that if too many ballot questions were asked, things would be washed out and the City had to figure out what could be the most successful scenario for passage.
In response to Council member Murphy, Finance Director Guillory again walked through the Other Options for Consideration. An Enhanced Infrastructure Financing District option had previously been discussed by the City Council with no action to move forward. A feasibility study had been identified as part of the economic development strategy, although she questioned whether all items in the Economic Development Plan for Year One had been approved to move forward.
Community Development Director Lilly Whalen clarified that looking and studying the item was in the Economic Development Strategy and she would have to verify whether it was in Year One or Year Two. If the City Council wanted to move that up as a priority to study, that direction should be given to the Finance Director at this time or at a subsequent City Council meeting.
Council member Murphy asked whether that objective would require additional staff time since he recalled the City Council had already approved that objective and process and the feasibility of that study should already be done and would require a public engagement process. He also recalled the City Council had a directive for staff to look into shared service models and what it would look like for a Public Works partnership between the City and the County. He wanted to see what that assessment would look like, if a directive of the City Council and would be interested in staff doing that research as the City Council had agreed to do.
Mayor Toms clarified an Enhanced Infrastructure Financing District was similar to redevelopment.
For a feasibility study, she suggested they start with a conversation with the County auditor/controller to determine whether any of them had established in the County and whether the taxing entities would cooperate. She expressed the willingness to do some checking as well.
Pinole City Council Regular Meeting
Minutes – January 16, 2024
Finance Director Guillory confirmed the scope of the feasibility study may also look at or survey others to see how they were set up and they could start where the Mayor recommended.
Council member Murphy also supported that type of conversation with the County prior to any decision on the issue.
PUBLIC COMMENTS OPENED
Rafael Menis, Pinole, commented that a few of the baseline assumptions seemed to have changed from a prior report in November 2023, which needed to be clarified, and he asked if that was due to more conservative estimates or whether there were underlying causes. As to the Other-Post Employee Benefits (OPEB), he assumed the projected future expenditures had not included OPEB, just a five percent increase for medical costs but did include the unfunded pension liability that would ultimately resolve itself by 2044/45.
Mr. Menis asked whether the magnitude of decrease that would be required to make the lines converge completely if there were no revenue increases shown, and if there was a combination of cuts and revenue increases or just revenue increases, how many of them would be required to be combined in order to get the line to fill up all the way past 2030. Since none of the scenarios got the two lines to meet after 2030 not accounting for OPEB, deferred maintenance, roadways, but just meeting existing obligations with no single measure being sufficient, and he asked what combination of measures would be sufficient to meet that line and it was important for that to be shown. He also asked what cuts meant in practice, whether a four or five percent cut, whether it meant four to five percent of staff laid off, cuts to costs of wages or health care and he wanted more information what that meant in practice.
James Tillman, Pinole, commented the City needed to come up with a way to measure income and revenue. He also understood the City had double the sewage mass than the City of Hercules, with more occupants living in single-family homes, particularly rentals, and asked whether those costs had been calculated, with consideration of charging those property owners which should be considered as another avenue for revenue. He emphasized the City would have problems in the future, needed to expand, was around 99 percent built-out and the only way for the City to expand would be to consider expansion through the Local Agency Formation Commission (LAFCO) as the City of Hercules had done. He added that the City of Hercules did not pay for the lease of equipment on Pinole land related to the wastewater treatment plant and as the City of Pinole was the landlord of that property that should also be considered as a possible source of revenue.
Mayor Toms hoped the members of the Pinole-Hercules Wastewater Treatment Plant Subcomittee would raise that issue at a future meeting.
PUBLIC COMMENTS CLOSED
Council member Tave asked staff to pursue adding a half-cent or one cent sales tax measure, add a Real Property Transfer Tax, (RPTT), add a parcel tax ($100 annually per residential parcel), increase the Utility User’s Tax (UUT) from 8 percent to 10 percent with a 10-year sunset, and expand the UUT to be levied on water service and an excise tax on sugar, and provide as much information to the public as possible on the options, with staff to do the due diligence of what was right for the City of Pinole and what was palatable for 2024.
Pinole City Council Regular Meeting
Minutes – January 16, 2024
Finance Director Guillory clarified on the discussion that a half-cent was the maximum allowed for the sales tax measure scenario. She also confirmed that for an excise tax, such as a sugar tax as an example, if a product was taxed the funds must be used for specific programs and would not relieve or replace the General Fund or some other expense the City already had.
Council member Murphy supported the combination of and exploration of the possibilities identified and recommended polling. He again clarified with the Mayor the example of an excise tax, for sugar as an example, would require the revenue to be used on some other special program that addressed the consumption of the sugar for health benefits. The City had no budget item that would address that and it would not change any of the revenue and expenditure lines.
Finance Director Guillory reiterated the revenue would have to be connected to a special purpose related to health.
Council member Tave offered a motion, seconded by Council member Murphy to direct staff to explore the following scenarios: Add a half-cent sales tax measure, add a Real Property Transfer Tax (RPTT), add a parcel tax ($100 annually per residential parcel), increase the Utility User’s Tax (UUT) from 8 percent to 10 percent with a 10-year sunset, and expand the UUT to be levied on water service and an excise tax on sugar, and provide as much information to the public as possible on the options.
Mayor Toms emphasized education and polling was needed to allow the City Council to obtain as much information as possible to get a successful proposal.
Council member Martinez-Rubin commented the City was now taking those discussion items to the public for help, but there were difficulties that polling would not cover. When the time came to educate the public, at some point the City Council needed to discuss what that would entail and would have to understand from the pollsters how the measure could be presented in such a way where the public would understand the results or effects of their votes one way or another along with the implications of what that would mean.
ACTION: Motion by Council members Tave/Murphy to direct staff to explore the following scenarios: add a half-cent sales tax measure, add a Real Property Transfer Tax (RPTT), parcel tax, increase the Utility User’s Tax (UUT) from 8 percent to 10 percent with a 10-year sunset, and expand the UUT to be levied on water service and an excise tax on sugar, provide as much information to the public as possible on the options and direct staff to hire a public research and engagement team for the exploration of those items.
Vote: Passed 5-0
Ayes: Toms, Sasai, Martinez-Rubin, Murphy, Tave
Noes: None
Abstain: None
Absent: None
In terms of the feasibility study to include an Enhanced Infrastructure Financing District as an option and in response to Council member Murphy, Finance Director Guillory advised that direction was needed to move forward with a feasibility study.
Pinole City Council Regular Meeting
Minutes – January 16, 2024
Community Development Director Whalen clarified that an Enhanced Infrastructure Financing District had been included in Year One of the Economic Development Strategy, the last quarter of the Year One activities as planned out. If the City Council so directed, she could work with the Economic Development Consultant and try to move that up in the timeline as soon as possible.
Interim City Manager Gang advised a motion was not needed and staff would work on the issue, as stated. He would also work with the Community Development Director on the taxing agencies to be included.
Council member Martinez-Rubin understood the attraction of an Enhanced Infrastructure Financing District was that the City may receive tax increment but they could not assume the amount, and more study was needed and when that tax increment would be received needed to be clarified.
Finance Director Guillory reported it would take around 24-months to form an Enhanced Infrastructure Financing District.
13. CITIZENS TO BE HEARD (Continued from Item 6) (Public Comments) Only open to members of the public who did not speak under the first Citizens to be Heard, Agenda Item 6.
Citizens may speak under any item not listed on the Agenda. The time limit is 3 minutes and is subject to modification by the Mayor. Individuals may not share or offer time to another speaker.
Pursuant to provisions of the Brown Act, no action may be taken on a matter unless it is listed on the agenda, or unless certain emergency or special circumstances exist. The City Council may direct staff to investigate and/or schedule certain matters for consideration at a future Council meeting.
Deputy City Clerk Stone reported there were no comments from the public.
Council member Tave asked that the meeting adjourn in memory of his brother Derick Andre Tave whose life he highlighted at this time.
14. ADJOURNMENT to the Special City Council Meeting of January 30, 2024 in Remembrance of Amber Swartz and Derick Andre Tave.
At 9:48 p.m., Mayor Toms adjourned the meeting to the Special City Council Meeting of January 30, 2024 in Remembrance of Amber Swartz and Derick Andre Tave.
Submitted by:
_________________________________
Heather Bell, CMC
City Clerk
Approved by City Council:
CITY COUNCIL
REPORT 9.C.
DATE: FEBRUARY 6, 2024
TO: MAYOR AND COUNCIL MEMBERS
FROM: FIONA EPPS, ASSISTANT TO THE CITY MANAGER
SUBJECT: COMMUNICATION AND ENGAGEMENT PLAN UPDATE
RECOMMENDATION
Staff recommends that the City Council receive a report on the current state of the Communication and Engagement Plan.
BACKGROUND
On October 18, 2022, City Council adopted a resolution approving the Communication and Engagement Plan (Attachment A). The Communication and Engagement Plan was the product of two strategies outlined in the City of Pinole Strategic Plan 2020-2025, which 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.
The Communication and Engagement Plan was created by consulting firm Tripepi Smith who performed an in-depth assessment of the City’s communication and engagement practices to produce a comprehensive plan containing the following recommendations for how the City can improve communication and engagement with the community:
• Planning Process
• Website
• Social Media
• Branding
• Newsletter
• Policies and Procedures
• Crisis management
• Media Relations and Press Accessibility
• Language Access
• Residents Academy
• Metrics
On October 5, 2022, the City hired the Assistant to the City Manager (ATTCM), who is responsible for overseeing the implementation of the Communication and Engagement Plan and citywide communication and engagement coordination. Since then, the City has been working to improve communications and engagement across all departments according to the recommendations outlined in the Communication and Engagement Plan.
REVIEW AND ANALYSIS
The Communication and Engagement Plan recommendations, along with specific action steps, are organized into two phases and are centered around planning, website, social media, branding, newsletter, policies and procedures, crisis management, media relations, language access, a resident’s academy, and metrics. The first, or priority, phase includes action items that were prioritized to quickly take the City’s communications efforts to the next level. The action items in the second, or long term, phase are seen as long-range goals to follow phase one implementation.
The table below provides a description for each recommendation and a summary of corresponding action items with a status and brief explanation about the status. Individual action items highlighted in yellow indicate that they are still in progress; action items listed in red indicate that they have not been started. Most action items are scheduled to be completed by the end of fiscal year 2024/25 in accordance with the City of Pinole Strategic Plan 2020-2025.
Recommendation Action Items Status Explanation
Planning Process Phase 1
• Identify staff for crossdepartmental planning tasks:
• Communications calendar
• Quarterly crossdepartmental
communications meeting
Phase 2
• Assign key staff members to
identify ongoing
communication opportunities
• Establish staff submission
guidelines & detailed
communication plans for posts,
news, and/or projects
• Include council, commissions
and committees in
communication distribution
efforts
• Regularly check in with a
key point of contact to
offer information about
key City communications
underway
• Collaborate with West Contra
Costa Unified School District
• Establish a City Speaker’s
Bureau
• Quarterly Coffee with the City
Manager
In progress Phase 1 has been completed: The
ATTCM coordinates crossdepartmental communications planning through the use of the shared “COP
Communications” calendar in Outlook
and an annual meeting with each
Department Head at the start of the
fiscal year to map out the upcoming
year’s major communication
opportunities.
Phase 2 has been completed with the
exception of the City Speaker’s
Bureau.
City Council, Commission and
Committee members are included in
the City’s distribution list of “The
Pulse,” the City’s biweekly enewsletter.
The ”COP Communications” Outlook
calendar is shared with the mayor.
The City Manager, ATTCM and/or
Department Heads communicate with
the Mayor and/or City Council on key
communication initiatives as they arise.
The City has developed a
Communication Rubric (Attachment B)
that maps out the type of
communication and how it is
distributed through various channels.
Website Phase 1
• Restructure the format of the
website to ease navigability
and make small cosmetic
updates
• Ensure content is up to date
Phase 2
• Shift to a more robust content
management system (CMS)
• Pursue a website design with a
more modern look and feel
• Audit the website for ADA
compliance; ensure staff who
regularly edit the website
receive training
• Establish continued website
administration support
• Integrate a citizen request
management tool where
residents can submit requests
online
In progress Phase 1 has been completed. Ensuring
that content is up-to-date remains an
ongoing effort.
City Council approved a contract in
May 2023 with Planeteria Media to
build a new website and host a new
CMS.
The City established a crossdepartmental Website Task Force to guide new website development.
The new website is being built to
achieve full ADA and language
compliance. Staff responsible for
editing content will be trained on the
new CMS.
Staff have completed the content
crosswalk phase of the new website
and Planeteria Media is actively
building the new website using the
City’s new color and font branding
guidelines (see Attachment C).
The new website will offer residents
expanded online services and
functionality, including a citizen
request management tool.
Social Media Phase 1
• Establish a social media
strategy to ensure
communication efforts via
social media sites are effective
• Gain control of and actively
maintain the City’s Twitter
account
• Regularly schedule activity on
the City’s Instagram account
• Leverage Pinole PD accounts
to supplement City posts (tag,
share, engage)
• List direct links to the City’s
social media sites in the footer
of the website
• Standardize staff signatures to
include links to the City’s
digital assets, including the
website
• Ensure branding assets are
consistent in colors, images
and words
Phase 2
In progress Phase 1 and Phase 2 are in progress,
although the majority of social media
action items have been completed.
City staff has drafted a RFP
(Attachment D) to select a
communications firm to help establish
a more robust social media strategy.
A complete set of branding guidelines
is necessary to standardize staff
signatures and ensure consistency in
social media post graphics, including
flyers. Once a new logo and seal are
approved by City Council, we can
complete the branding guidelines and
complete Social Media Phase 1.
Staff plans to include a social media
archive tool in the fiscal year 24/25
budget.
The City (not including Pinole PD) has
increased its total followers across
Facebook, Instagram, and Twitter by
141%. The number of @CityofPinole
social media followers (as of 1/9/24):
• Establish a social media
management software to
schedule posts, monitor, and
track metrics
• Establish a social media
archive tool to ensure social
media posts on all platforms
are available to the public
• Create a dedicated webpage on
the City’s website to include
links to digital assets
• Link policies appropriately
across all platforms
• Track and report social media
metrics; discuss metrics during
cross-departmental meetings
• Increase posting frequency
across all platforms
• Identify City-specific hashtags
to use
• Launch a social media
campaign to increase the
City’s following
Facebook 1,202 (compared to 731 on
9/2/22)
Instagram 605 (compared to 55 on
9/2/22)
Twitter 95 (compared to 0 on 9/2/22)
See Attachment E for social media
insights report.
Branding Phase 1
• Develop a Brand/Style Guide
• Determine the City’s
official logo/seal
• Incorporate color that
complements the logo/seal
• Determine official fonts
and provide guidelines for
use
• Develop cheat sheets and
templates for commonly
used materials
Phase 2
• Incorporate the vision, mission
and goals identified in the
Strategic Plan 2020-2025 into
regular City communications
• Establish plan for replicating
all external-facing reports
using the new branding guide
• Use an official map of
locations where banners should
be placed across City parks
and facilities
• Use PCTV to create video
content about City events
• Train staff to incorporate
branding guidelines
In progress On March 21, 2023, City Council
approved the formation of the City Seal
Ad Hoc Subcommittee to work on
creating a new set of seal and logo
designs.
City staff has consulted with members
of the Nations of Lisjan and is
gathering feedback from the
community to ensure the revised logo
and seal designs appropriately reflect
the past, present and future of the
Pinole community.
The City Seal Ad Hoc Subcommittee
has developed branding guidelines for
color and font. A new City seal and
logo have undergone 2 of 4 redesign
phases by consultants Tripepi Smith.
After a new logo and seal are approved
by City Council, the City will be able
to complete Branding Action Steps as
outlined here.
Newsletter Phase 1 Complete Phase 1 and Phase 2 are considered to be complete, with the exception of a
• Consider distributing a survey
to subscribers that reveals what
information is most beneficial,
the types of services most
frequently used, or what topics
they’d like to see covered
• Develop a digital advertising
campaign via the City’s social
media accounts
• Ensure content in the
newsletter directly impacts
residents
Phase 2
• Expand the use of the City’s
Mailchimp account
• Conduct a survey to determine
the need for a print newsletter
printed newsletter survey. To address
this question, a general communication
survey will be sent to residents after
staff implements a public engagement
software.
In 2023, staff completed cosmetic and
content improvements to the
Administrative Report, renaming it
“The Pulse,” an engaging crossdepartmental e-newsletter.
A successful campaign increased the
audience from 95 recipients in October
2022 to over 6,700 recipients as of
January 2024. “The Pulse” averages a
50% open rate and 2% click rate.
Staff use Mailchimp metrics to track
engagement on popular topics and
links.
“The Pulse” is sent to recipients
biweekly in English and Spanish.
Policies and
Procedures
Phase 1
• Update formal internal social
media policy
• Establish formal external
social media policy
Phase 2
• Assign a staff member as
citywide communication and
engagement coordinator
• Develop internal
communications materials
• Link policies appropriately
across City platforms
• Establish a resource for staff to
be able to answer questions
about programs and services
In progress The ATTCM serves as the citywide
communication and engagement
coordinator.
Staff are finalizing a batch of
communication policies that could be
considered for review by the
Technology & Communications
Subcommittee: Crisis Communications
Plan, Language Access, Media Inquiry,
Social Media, Website Use, and
Written Materials on Display.
Crisis Management Phase 1
• Develop a Crisis
Communications Plan for the
City
• Develop a Communication
Decision Tree and checklist for
staff
Phase 2
• Regularly update the Crisis
Communications Plan
• Review Crisis
Communications Plan annually
In progress The Crisis Communications Plan is
being finalized and could be considered
for review by the Technology &
Communications Subcommittee.
Media Relations and
Press Accessibility
Phase 1
• Assign a resource, such as the
ATTCM, to monitor local
media for mentions of the City
across media platforms
• Define a process for
communication with the media
• Establish a formal Media
Relations/Inquiry policy or
procedure
• Regularly develop press
releases
Phase 2
• Expand media outreach team
and activities
In progress The Media Inquiry Policy is being
finalized and could be considered for
review by the Technology &
Communications Subcommittee.
City staff continues to work on
identifying media opportunities and
hopes to hire a consultant to assist with
media outreach expansion by end of
FY 23/24.
Language Access Phase 1
• Develop a defined process for
translation services of
communications
• Update website translation
options to include simplified
Chinese
Phase 2
• Boost bilingual posts to
increase reach
• Plan to collect and analyze
available metrics to evaluate
the performance of translated
communications
In progress The City currently uses a translation
service for translating printed
communication materials. “The Pulse”
is translated to Spanish by Staff.
The website is being rebuilt and will
have built-in Google translate for all
Google translate available languages,
including simplified Chinese.
A defined budget for social media ad
boosts was not included in the FY
23/24 budget. Staff will consider
adding to the FY 24/25 budget.
Staff is implementing Public Input, a
public engagement software that will
expand on the City’s ability to publish
communication materials in multiple
languages. The public engagement
software will also collect and analyze
data that will enable Staff to decide on
equitable and relevant communications
efforts for non-English speaking
residents.
Residents Academy Phase 1
• Establish a Resident Academy
Phase 2
• Recruit first academy class
Not started City staff have not had the capacity to
implement this recommended action.
Staff is working to draft a RFP
(Attachment D) to select and hire a
communication firm to assist with
creating a Residents Academy.
Metrics Phase 1
• Plan to collect, analyze and
report on available metrics on
a quarterly basis. Regularly
compare metrics to baseline
averages
• Determine key metrics to
report regularly
In progress City staff currently use data analytics
tools available in Mailchimp and Meta
Business Suite.
Staff have developed an internal
process for metrics review and
leverages insights to adjust the enewsletter and social media posts accordingly.
• Leverage insights from each
quarterly report to
inform messaging strategy and
distribution
• Optimize Google Analytics
Phase 2
• Shift from quarterly to
monthly reports
• Incorporate metrics
discussions into crossdepartmental communications
planning meetings
• Conduct annual or biennial
scientific surveys to gather
direct community feedback via
a professional, scientific
surveying service
A Google Analytics account was
created by Staff to monitor the City’s
website and have used its data to create
a revised sitemap for the new website.
Staff have started to implement Public
Input, a public engagement software
that compiles data from several sources
(web, newsletter, social media,
surveys) to produce comprehensive
reports that will be incorporated in
department communications planning
and shared at management meetings.
Outside albeit related to the Communication and Engagement Plan recommendations, City Staff has explored additional tools to help achieve communication goals and objectives. As mentioned in the above table, Staff has begun to implement a public engagement software, Public Input. Public Input integrates disconnected engagement solutions and enables staff to better target outreach campaigns to increase engagement and ensure equity and representation from previously underrepresented neighborhoods and/or populations in Pinole.
Staff will also use Public Input to streamline reporting and automate the storage and organization of communication data. The City anticipates fully implementing the solution by early March 2024.
Another new tool that the City plans to release in February 2024 is the City of Pinole mobile application. The interactive app was designed to serve as a mobile hub for local information and provide easy access to City news, upcoming events, meeting agendas, and essential updates like public safety alerts from trusted sources. The app will enable residents to easily connect with council members and City Staff, simplifies access to frequently used online services, and offers a convenient way to submit work requests or crime tips. The City of Pinole’s custom app was built by OCV LLC and is in final stages of testing and integration.
Lastly, the City has drafted a Request for Proposal (RFP) to hire a communications firm (see Attachment D). City Staff hope to engage a communications firm to assist the Assistant to the City Manager with developing and enhancing public outreach, community engagement and social media strategy to facilitate expanded two-way communication with a broader audience.
The project description includes some of the recommendations from the Communication and Engagement Plan. The City Manager Department budget contains approved funds to hire a communications consultant during the FY 23/24.
FISCAL IMPACT
There will be no direct fiscal impact to the City created by receiving this report.
ATTACHMENTS
A. ATTACHMENT A - Communication and Engagement Plan
B. ATTACHMENT B - Communication Rubric
C. ATTACHMENT C - Branding Guidelines Colors and Fonts
D. ATTACHMENT D - City of Pinole Communication Firm RFP Draft E. ATTACHMENT E - Social Media Insights Report Oct 2023-Jan 2024
1 Communication and Engagement
Plan
Submitted: September 2, 2022
Submitted by Karen Villaseñor, Sr. Business Analyst
Cailyn Thompson, Jr. Business Analyst
Jacob Lyle, Jr. Business Analyst
2 Table of Contents
Executive Summary ................................................................................................................ 3 Pinole By the Numbers ........................................................................................................... 3 Recommendations.................................................................................................................. 5 Planning Process .............................................................................................................................. 5 Website ........................................................................................................................................... 7 Social Media..................................................................................................................................... 9 Branding ........................................................................................................................................ 12 Newsletter..................................................................................................................................... 13 Policies and Procedures.................................................................................................................. 15 Crisis Management......................................................................................................................... 16 Media Relations and Press Accessibility ......................................................................................... 19 Language Access............................................................................................................................. 20 Residents Academy ........................................................................................................................ 22 Metrics........................................................................................................................................... 23 Conclusion............................................................................................................................ 24 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
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.
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.
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
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. 1 As of this writing, the City has assigned the Assistant to the City Manager to be responsible for citywide communication and engagement coordination.
7 • Incorporate City Council, Commissions and Committees City Communications Distribution Efforts
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.
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
8 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. • Track website metrics through Google Analytics2.
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.3 • 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 refresh4. 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.
2 The Assistant to the City Manager will perform this task in their capacity as citywide communication and engagement coordinator.
3 See Appendix H for estimated cost of transitioning to Granicus. 4 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.
9 • 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 SeeClickFix5 and GoGov6 are two viable options, both offering website integration and a mobile app.
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 5 https://seeclickfix.com/ 6 https://www.gogovapps.com/
10 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. § 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.
11 o Sprout Social7 and Hootsuite8 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. • 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 necessary9.
• 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.
10 • 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.
7 https://sproutsocial.com/
8 https://www.hootsuite.com/
9 Reference Planning Process on page 5.
10 Reference Planning Process on page 5.
12 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.
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
13 • 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.
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
14 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:
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.
15 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.
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
16 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 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 Tree11
§ Question 1: Does the City need to communicate with public about the crisis?
11 See Appendix G for Crisis Communications Decision Tree.
17 • 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):
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 residents12. § 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:
12 See page 15 for emergency alert tool recommendation.
18 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?
• 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
19 • 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 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 media13.
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.
13 *See Crisis Communications (pg. 15) for media response decision tree.
20 • 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.
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
21 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. • 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 budget14 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.
14 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.
22 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.
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
23 • 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 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.
24 § 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
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 OpenGov15 and FlashVote16 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 15 https://opengov.com/
16 https://www.flashvote.com/
25 Tripepi Smith’s recommendations, the City can reach a higher level of engagement and strengthen its community ties.
26 Appendices
Appendix A – City of Pinole Strategic Plan 2020-2025
&LW\RI3LQROH
Strategic Plan
2020 ± 2025
Vision
Mission
Goals
Strategies
February
2020
"55"$).&/5#
27 Page i
City of Pinole Strategic Plan 2020 - 2025 February 2020 Prepared for the City of Pinole by Management Partners
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 3LQROH¶V*RDOV..................................................................................................................................................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
29 Page iii
City of Pinole Strategic Plan 2020 - 2025 February 2020 This Page Purposely Left Blank
30 Introduction Page 1
City of Pinole Strategic Plan 2020 - 2025 February 2020 Introduction
The City of Pinole Strategic Plan 2020 ± 2025 H[SUHVVHVWKH&LW\¶V 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 3LQROH¶VFRPPXQLW\PHPEHUVDSSRLQWHG officials, staff, and the City Council.
The vision is our aspiration for the future. The mission is the City RUJDQL]DWLRQ¶VVWDWHPHQWRISXUSRVH7KHJRDOVDUHWKHPDLQREMHFWLYHV 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 WKH&LW\¶V progress and celebrating the results we achieve and deliver together.
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
Andrew Murray, City Manager
Hector De La Rosa, Assistant City
Manager
Eric Casher, City Attorney
Neil Gang, Police Chief
Heather lopu, City Clerk
Andrea Miller, Finance Director
Tamara Miller, Development
Services Director / City Engineer
Chris Wynkoop, Fire Chief
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
7KH&LW\RI3LQROH¶VStrategic 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 &LW\¶Vdirection 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 IRUWKHFRPPXQLW\DQGLQVLJKWVDERXW3LQROH¶VDFFRPSOLVKPHQWs, challenges, and opportunities. The public input opportunities that informed the Strategic Plan included the following:
x 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. x 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.
33 Strategic Plan Process and Themes Page 4
City of Pinole Strategic Plan 2020 - 2025 February 2020 x 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.
x 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.
x 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 3LQROH¶V 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:
x Consistent communication with community members,
x Community engagement opportunities,
x Emergency preparedness,
x Fiscal stewardship and sustainability,
x Long range capital planning and maintenance of current assets, x Neighborhood beautification efforts,
x Economic development and downtown redevelopment,
x Regional and legislative partnerships, and
x Employee attraction, retention, and development.
Environmental Scan
The Strategic Plan was also informed by an environmental scan. The scan LQFOXGHGDVXPPDU\RI3LQROH¶V 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 LQIRUPDWLRQDERXWWKH&LW\¶VFXUUHQWDQGIXWXUHILQDQFLDOIRUHFDVWVThe impacts of climate change were also discussed along with a review of overall community resilience.
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.
³Pinole is a safe,
vibrant, and innovative
community with small
town charm and a high
quality of life.´
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.
³Pinole will be efficient,
ethical, and effective in
delivering quality
services with community
involvement and fiscal
stewardship.´
36 3LQROH¶V*RDOV Page 7
City of Pinole Strategic Plan 2020 - 2025 February 2020 3LQROH¶V*RDOV
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.
37 3LQROH¶V*RDOV 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.
38 3LQROH¶V*RDOV 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.
39 3LQROH¶V*RDOV 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. &RQGXFWDUHYLHZDQGXSGDWHRIWKH&LW\¶VFRGHHQIRUFHPHQWDQG property maintenance programs with a focus on increased beautification efforts and investment in community amenities, business districts, and nuisance abatement.
40 3LQROH¶V*RDOV 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. $QDO\]HWKH&LW\¶VFODVVLILFDWLRQDQGFRPSHQVDWLRQV\VWHP 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.
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.
42
City of Pinole Strategic Plan 2020 - 2025 February 2020 PINOLE, CA 94564
(510)724-9826
43 Appendix B – Cerrell Communications Assessment
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63 Appendix D – Preliminary Map of Banner Locations
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
x Font must be no smaller than 24 point ± the larger the better. x Use only Arial, Century Gothic Bold, Impact, Tahoma, or Verdana. x Do not use font shadows and minimize use of italics.
Colors (Background & Font)
x Do not use bright red.
x Avoid bright colors and preferable use dark colors.
Photos & Graphics
x Be sure they are embedded, not linked.
x Make photos & graphics large enough to be seen (at least 2 inches wide/tall). x 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
x Use pie charts instead of bar graphs.
x Use thick lines for the outline since small, thin lines pulsate on TV. x Make sure your chart is properly sized and not elongated (due to importing).
Other Points
x /HDYHDWOHDVWó´EODQNVSDFHRQDll sides. Otherwise it will be cropped on TV. x 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.
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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
82 Appendix G – Crisis Communications Decision Tree
83 Appendix H – Granicus Website Examples and Ballpark Figures :(%6,7( (;$03/(6
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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]
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
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:
x A highly adaptable and intuitive CMS and website solution to address your new website requirements;
x Customized responsive design of your website;
x Full implementation services, including content migration services, at no additional cost; x Top-notch professional services, including unlimited 24/7/365 support, at no additional cost; and,
x 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
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.
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
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 x We understand municipalities and help create an easy and efficient experiences for citizens like yours.
x We help governments make the best of their investment by providing leading-edge creative web design services.
x 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
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Page | 7
x We stay budget-friendly with flexible Software-as-a-Service (SaaS) solutions and streamlined project-management capabilities that save you money.
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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:
x The City of Arlington, TX: www.ArlingtonTX.gov
Population: 395,000
Client Since 2018
x The City of Glendale, AZ: www.GlendaleAZ.com
Population: 240,000
Client Since 2018
x The City of Cape Girardeau, MO: www.CityofCapeGirardeau.org Population: 39,800
Client Since 2015
x The City of College Station, TX: www.csTX.gov
Population: 122,000
Client Since 2017
x The City of Shawnee, KS: www.CityofShawnee.org
Population: 62,000
Client Since 2017
x Lane County, OR: www.LaneCounty.org
Population: 350,000
Client Since 2015
x Washington Township, OH: www.WashingtonTWP.org
Population: 60,000
Client Since 2017
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
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
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
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
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.
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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
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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.
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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.
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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.
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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.
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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
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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.
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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.
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
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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:
x Manage content
development approval
before content gets published
anywhere on the website
x Review and edit press
releases and news stories
before they are published
x Make sure citizen requests,
reports and applications
are routed to the right staff
and managed effectively
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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.
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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.
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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.
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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
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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.
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Support and Maintenance
We are proposing a Software-as-a-Service (SaaS) solution to meet your needs. With a SaaS solution, you will enjoy:
x Unlimited, 24/7/365 access to the friendly CivicLive Customer Support team
x Unlimited and unrestricted access for all your staff to our Customer Support team, at no additional cost
x Hassle-free software maintenance and updates
x 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:
x Unlimited Toll-Free Support, 24/7/365
x Unlimited Email Support
x Unlimited Live Chat Support
x 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.
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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.
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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:
x 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
ǯ
technologies to take
immediate corrective action.
x Cross-site Scripting (XSS) & Cross-site
Request Forgery: The application utilizes antiPage 193 of 283 125
Page | 32
XSS libraries provided by Microsoft to prevent
attacks that can allow a malicious agent to take
over control of the usǯǤ
x Insecure Direct Object References: The
platform has a strong and rich hierarchical
Ǥ
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.
x 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.
x Data Sensitivity: All sensitive information is
cryptographically encrypted in the application.
x Function-level Access Control: Intradoǯ
security monitoring uses its strong permissions
management system. It ensures all functionlevel access is validated before execution. x 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.
x 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
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traffic patterns) and then applies real-time
heuristics (rules that sniff out harmful data
packets) to protect against DDoS attacks.
x 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.
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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.
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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.
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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
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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
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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
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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:
x 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. x 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.
x 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.
x 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.
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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.
x 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. x 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. x 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. x Migrating Phase ± :HPRYH\RXUH[LVWLQJZHEVLWH¶VSDJHFRQWHQWDQGPHGLDWRWKH corresponding page on your new website(s) according to the content plan laid out in the Planning Phase.
x 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
x 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. x Deploying ± You sign-off on the site and your new site is launched.
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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
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THE STABILIZING PHASE
CivicLive Quality Assurance [QA] Process 20 Days
User Acceptance Testing [UAT] Period
THE DEPLOYING PHASE
1 Day
Website Launch!
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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
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Unlimited, 24/7/365 Access to Customer
Support
PLEASE NOTE: There is no Annual SaaS
Fee charged in Contract Year #1!
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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
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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.
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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
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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
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PageCorrect Yes Yes
Performance Yes Yes
HeatMaps Yes
Cookie Consent Manager Yes
Data Privacy (GDPR/ CCPA) Yes
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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.
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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
Type of Event
AuthorSourceContentAudience / RecipientFrequencyDirect Notification to City CouncilMedia / Press*Social MediaWebsite PCTVNewsletter EmailFlyerBannerLetter / MailerPostcardMarketplacePartners Ceremonies
City Manager,
ATTCM,
Department
heads
City of Pinole,
government /
local agencies,
City partners
Ribbon-cutting,
groundbreaking Variable Variable Y Y Y Y Y Y N N N S S N N City-sponsored event
ATTCM,
Department
heads City of Pinole City-sponsored event ALL Variable Y S Y Y Y Y N Y Y N N Y Y Community event
ATTCM,
community
partners, outside
agencies
Members of the
community,
outside agencies
Non City-sponsored
public events ALL Variable N N S S S Y N N N N N N N
Informational resource
ATTCM,
Department
heads City of Pinole
Wildfire brochure, list of
events, list of programs Residents Variable Y N N Y N Y N N N Y S N N Job announcement
Human
Resources
Human
Resources, City
of Pinole
Job announcements, job
posting ALL Variable N N Y Y N S N S N N N N Y
Meetings
City Clerk,
ATTCM, Staff
liasion
City Clerk, City
of Pinole
City council meetings,
commission meetings ALL Variable Y N Y Y Y Y N S N N S N N News - routine
ATTCM,
Department
heads
City of Pinole,
government /
local agencies,
City partners,
trusted sources
Department updates,
traffic notices, day-to-day
operations, local
news/resources,
inclement weather ALL Daily N N Y S S S N N N N N N N
News - special
City Manager,
ATTCM,
Department
heads City of Pinole
High impact City news of
public interest ALL Variable Y Y Y Y Y Y N N N S N N N
Operational notices
ATTCM,
Department
heads City of Pinole
Construction notice,
utilities, City-owned
facilities Residents Variable N N Y S S Y N N N S N N N Operational updates City Manager City Manager Department updates City Council Bi-weekly Y N N N N N Y N N N N N N Programs/classes
Department
heads City of Pinole
Camps, after-school
programs, classes
Variable (i.e.
toddlers, seniors,
school-age) Variable N N Y Y Y Y N Y S N Y Y S
Reports
City Manager,
Department
heads City of Pinole
A Year in Review & Look
Ahead ALL Variable Y N N Y N N N N N Y N N N
Seasonal ATTCM
Organization
calendar, City
Council,
Calendar of
Cultural & Social
Awareness
Federally-recognized
holidays, proclamations,
cultural-social
campaigns ALL Variable N N Y N N Y N N N N N N N
Survey
Department
heads City of Pinole
Community outreach,
feedback surveys,
participatory budgeting
Variable (i.e.
businesses,
residents,
employees) Variable N S Y Y S Y S S N S S N S
Videos/series PCTV, ATTCM City of Pinole
Mayoral updates, Code
enforcement videos,
training videos ALL Monthly N N Y Y Y S N N N N N N N
Workshops
Department
heads City of Pinole
Community workshops,
project pop-ups ALL Variable Y N Y Y Y Y N Y S N S Y Y
COMMUNICATION CHANNELS KEY
Y = yes
N = no
S = sometimes*
*Sometimes this communication channel is used depending on budget and available resources, if the Department considers it to be high/low priority, and/or if it has a direct impact on more than 50% of the community.
Media / Press*
A quote may be requested from the mayor if the event is the direct result of council action.
COMMUNICATION CHANNELS RUBRIC
This rubric is a visual guide to show how different types of events are communicated through the City of Pinole's various communication channels. It is revised annually.
Questions? Contact Fiona Epps, Assistant to the City Manager [email protected] (510) 724-9830
10 City of Pinole Brand Guidelines 2024
COLORS
PRIMARY COLORS: GREEN AND INDIGO
The primary colors underpin the brand family. At least
one of these should appear on almost all materials.
Like the logo, the primary colors need not be the
most prominent, but they should be placed to
visually anchor our communications.
#337136
RGB 51.113.54
PMS 363 C/U
CMYK 81.32.100.21
#202188
RGB 32.33.136
PMS 2738 C
(PMS 072 U)
CMYK 100.99.11.5
20% 20%
40% 40%
60% 60%
80% 80%
###### .......... Hex ......................web, digital, screens RGB ................ Digital .................. digital, screens PMS C ............ Pantone Ink.......... best match, for coated paper (PMS U) .......... Pantone Ink.......... best match, for uncoated paper CMYK .............. 4C Process............ professional, full color printing For all brand colors, it is permitted to use lighter tints in places, as long as materials are anchored plainly by a recognizable and undiluted brand color.
For the brand colors, it is permitted to use these darker shades, as long as materials are anchored plainly by a recognizable and undarkened brand color. #11461b
RGB 17.70.27
CMYK 81.32.100.60
#160b50
RGB 22.11.80
CMYK 100.100.11.50
The color family is a curated selection
of hues that work together to reflect
the City’s unique character and create
a communication environment that is
consistent, recognizable and engaging.
11 SECONDARY: GOLD AND BRONZE TERTIARY: SKYBLUE AND SALMON Secondary and Tertiary colors round out the color family. They are set in this hiearchy to indicate their relative prominence. Primary colors are the brand anchors, Secondary colors add another layer of identity, while the Tertiary colors are used less frequently, but are available when necessary.
NEUTRALS: GRAY & CREAM
Neutrals are the very light background colors that work well with the brand colors. They are used to define
blocks of space without drawing attention and, in their consistency, subtly reinforce the brand.
OTHER GRAYS
Not all Grays are created equal. The brand Grays have
been identified to work well with the brand colors and, like the Neutrals, subtly reinforce the brand.
#6e421b
RGB 110.66.27
CMYK 6e421b
#9A641B
RGB 154.100.27
CMYK 32.59.100.19
#91B365
RGB 154.100.27
PMS 583 C/U
CMYK 32.59.100.19
20%
40%
60%
80%
#f0ab2b
RGB 240.171.43
PMS 130 C
(PMS 129 U)
CMYK 5.35.95.0
20%
40%
60%
80%
#00608d
RGB 0.96.141
CMYK 80.32.0.40
#b34e39
RGB 179.78.57
CMYK 6.75.75.25
#e57959
RGB 229.121.89
PMS 158 C/U)
CMYK 6.64.68.0
20%
40%
60%
80%
#3591cf
RGB 53.145.207
PMS 2925 C
(PMS 2995 U)
CMYK 74.32.0.0
20%
40%
60%
80%
8 1.216
0.18 #EFEFF0
RGB 239.239.240
CMYK 0.0.0.6
#f8efe7
RGB 248.245.239
CMYK 0.4.7.3
#6f6361
RGB 111.99.97
CMYK 54.54.53.21
#473d3c
RGB 71.61.60
CMYK 62.64.61.49
#d5d3d8
RGB 213.211.216
CMYK 0.0.0.18
#EFEFF0
RGB 239.239.240
CMYK 0.0.0.6
#f8efe7
RGB 248.245.239
CMYK 0.4.7.3
12 City of Pinole Brand Guidelines 2024
TIPS FOR COLORS
COLOR PROPORTIONS
COLOR COMBINATIONS
The Primary Colors are intentionally strong. Using
them together in equivalent amounts can overwhelm,
it’s often best to emphasize one of the two.
COLOR HIEARCHY
The Color Family is divided into 3 pairs as an
indication of their relative prominence in the brand.
The Primary Colors should appear on most materials
and, with the Secondary Colors, comprise the core
brand coloring. The Tertiary Colors are provided for
when more colors are necessary and to give a couple
brighter color options.
COLOR RATIOS
The Color Family is intended to provide design
flexibility, but use of the entire Color Family without restraint is not recommended. There are many cases
where all the colors will be necessary (e.g.
infographics), but take care not to overuse the colors.
DO NOT
overwhelm with
color
DO
emphasize one
Lots of Neutral Cream
1 Primary Color
Lots of Neutral Cream
1 Primary Color
Lots of Neutral Cream
2 Primary Colors
Lots of Neutral Cream
2 Primary Colors
Lots of Primary Color
With White
Plus Tints & Shade
Lots of Primary Color
With White
Plus Tints & Shade
Comfortable
With White Space
& Neutrals
Tertiary colors
only used
when necessary
DO NOT
use equivalent hiearchy of color
DO
13 COLOR ACCESSIBILITY
MAINTAINING CONTRAST
The difficulty of differentiating light colors on light colors, or dark colors on dark colors, is even harder of those with reduced vision. Contrast ratios need to be
at least 3:1, or more if text is smaller (search online for “WCAG Color Contrast Check” to learn more).
COLOR BLINDNESS
There are varying levels of color blindness; a rough rule of thumb is that color blindness causes warm colors to blend together and cool colors to blend together. You can help elements not blend together by separating them a bit, and alternating warm-cool-warm or light-dark-light.
14 City of Pinole Brand Guidelines 2024
DESIGN FONTS
The design fonts work work together to complement other brand components. They are free Google fonts for use online and in design applications. Individual users typically must install them to their system.
HEADINGS: UBUNTU
BOLD
abcdefghijklmnopqrstuvwxyz
ABCDEFGHIJKLMNOPQRSTUVWXYZ
BODY TEXT: OPEN SANS
REGULAR
abcdefghijklmnopqrstuvwxyz
ABCDEFGHIJKLMNOPQRSTUVWXYZ
BOLD
abcdefghijklmnopqrstuvwxyz
ABCDEFGHIJKLMNOPQRSTUVWXYZ
ALSO AVAILABLE
Light, Light Italic, Regular,
Italic, Medium,
Medium Italic, Bold Italic
Free Google Font (www.Fonts.Google.com/Specimen/Ubuntu)
ALSO AVAILABLE
Light, Light Italic, Italic,
Semibold, Semibold Italic, Bold Italic,
Extrabold, Extrabold Italic
Free Google Font (www.Fonts.Google.com/Specimen/Ubuntu)
TIPS FOR FONTS
Open Sans offers a clean and versatile option suitable for a broad range of contexts, while Ubuntu brings a distinctive, friendly, and is a more visually interesting option for larger use (e.g. titles, headings, art text). If Ubuntu is not available, then Open Sans is the next best option. If both are not available, then the widely available Arial is recommended.
UBUNTU BOLD, HEADINGS
TOP LEVEL HEADINGS (H1, H2): use as
ALL CAPS to differentiate from lower level
headings.
H3, etc., and lower level Headings: use as
Title Case to differentiate from higher level
headings.
Open Sans Regular, Body Text
Body text (P): use for paragraphs of text
and smaller text that need a clean, very
legible font. The bold face is not intended for
headings, but it can be used for emphasis or
other text that should appear strong.
15 ADMINISTRATIVE FONT
For official documents, the more formal “serif” Palatino family is used. Most users of Microsoft Office will have a version available, and it has versions available in other systems (e.g. Adobe).
ADMIN: PALATINO LINOTYPE
REGULAR
abcdefghijklmnopqrstuvwxyz
ABCDEFGHIJKLMNOPQRSTUVWXYZ
Microsoft Font (installed with most Office apps)
www.learn.microsoft.com/en-us/typography/font-list/palatino-linotype ALTERNATE: GEORGIA
REGULAR
abcdefghijklmnopqrstuvwxyz
ABCDEFGHIJKLMNOPQRSTUVWXYZ
Web-safe Font (installed on most Windows and Mac OS)
www.learn.microsoft.com/en-us/typography/georgia
Headings: Bold, Title Case
Body Text: Regular, lorem ipsum dolor sit amet,
consectetur adipiscing elit, sed do eiusmod
tempor incididunt ut labore et dolore magna
aliqua. Ut enim ad minim veniam, quis nostrud
exercitation ullamco laboris nisi ut aliquip ex
ea commodo consequat. Duis aute irure dolor
in reprehenderit in voluptate velit esse cillum
dolore eu fugiat nulla pariatur. Excepteur sint
occaecat cupidatat non proident, sunt in culpa
qui officia deserunt mollit anim id est laborum.
CHANGING THE FONT APPEARANCE
Fonts all feel different. The way the brand fonts combine creates an impression and, along with consistent use of the Color Family, builds the consistent, reliable and recognizable communications our community relies on. Using other fonts, or the brand fonts differently, is not permitted except in very rare cases (e.g. creating a traditional Halloween appearance for a flyer).
TOO MUCH OF A GOOD THING:
THE PROBLEM WITH OVERUSING FONTS
Note how unpleasant this paragraph is.
Having too many different fonts in the same
place makes it hard to know where your eye should go.
Request for Proposal
City of Pinole, CA
Communication Firm
City of Pinole
2131 Pear Street
Pinole, CA 94564
Phone: (510) 724-9830
Submittal Requirements
The deadline for RFP responses is March 9, 2024 no later than 4:30 p.m. (PST). Submit a PDF of the response with the subject line "City of Pinole Communication Firm RFP" to:
Fiona Epps
Assistant to the City Manager
E-mail: [email protected]
Inquiries
Inquiries regarding this Request for Proposal must be submitted via email and directed to:
Fiona Epps
Assistant to the City Manager
E-mail: [email protected]
City of Pinole, CA Communication Firm Request for Proposal 2 1. Background
The City of Pinole is looking for a dynamic communications firm to assist the Assistant to the City Manager with developing and enhancing public outreach, community engagement and social media strategy to facilitate expanded two-way communication with a broader audience. One of the main objectives under this goal is to develop sustainable communication practices that use effective, multi-pronged approaches to take public outreach and engagement to the next level.
Pinole is a City of approximately 19,318 residents that has a small town feel albeit located in the San Francisco Bay Area. The City operates a total of 7 locations which consist of 8 main departments: City Clerk, City Manager, Community Development, Community Services, Human Resources, Finance, Police, and Public Works. We work under the Council-Manager form of municipal government. The City Council is comprised of five members elected at large to fouryear terms, and the mayor is rotated amongst the council on a yearly basis.
Council approved a Communication and Engagement Plan in October 2022. The Communication and Engagement Plan outlined specific recommendations to improve information-sharing and engagement with the community, specifically in the areas of planning, policy, branding, website, social media, media relations, newsletter, crisis management, residents’ academy, language access and metrics. The Assistant to the City Manager (ATTCM) is responsible for implementing the plan and serves as the City’s primary coordinator of communications and engagement activities across departments.
Since the City’s Communication and Engagement Plan was adopted, communications with residents have dramatically improved as several action items have already been executed. Most recently, we have implemented a public engagement software (Public Input), built a custom City app and are getting ready to launch a completely reimagined website (Wordpress).
The City does not currently have any full or part-time employees or department solely dedicated to communication functions, and is looking forward to augmenting recent communications efforts with an experienced consultant who uses a strategic and collaborative approach.
2. Project Description
We seek strategic and collaborative communications support with all elements of communications activities related to departmental staff’s ongoing projects and issues, to better inform, educate, and engage the community using existing tools and technology.
At minimum, the consultant will perform the following deliverables. Bidders are encouraged to provide detail on how each task is to be accomplished, to recommend which tasks require greater emphasis, and to suggest additional tasks that may be necessary or beneficial but have not been identified in this RFP.
1. Project Kick Off and Information Gathering
a. Meet with the project team to develop a comprehensive understanding of the project scope and schedule.
b. Gather existing information from surveys and other research conducted.