Prepared by:
discover your voice
DRAFT
Strategic Communications Plan
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F O R REVIEWO_ 'iilL.
DRAFT
COMMUNICATIONS PLAN
CITY OF PLACENTIA
401 E CHAPMAN AVENUE
PLACENTIA, CA 92870
2024
2 Table of Contents
Page Number
o Overview 4
o Plan Development 4
■ Communications Concepts 5
■ Communication Goals 5
■ Our Mission 6
■ Our Vision 6
■ Definitions 7
o Audiences 7
■ Demographics 8
■ External Audiences 8
■ Internal Audience 9
o Communications Tools 9
■ Emails/E-notifications 9
■ Text/SMS Messages 9
■ Newsletters 10
■ City Administrators Weekly Report 10
■ The Palm Quarterly 10
■ Social Media 11
■ Citywide Social Media Accounts 11
■ Department Social Media Accounts 11
■ Website 12
■ Other Communications Tools 13
■ Placentia Community Television (Channel 3 and 99) 13
■ Signs/Billboards 13
■ iPlacentia Mobile App 13
■ Nixle 14
■ Communications Tools Overview 14
■ External Communications Tool Matrix 14
■ Internal Communications Tools Matrix 15
■ New Tools/Platforms 15
o Objectives and Recommendations 17
o Other Topics
o Navigating the Use of AI Tools 62
o Look Ahead 63
o Objectives Overview 64
o Recommendations Overview 65
3 Overview
As the City of Placentia continues to progress, so does the City's approach to communication. The City of Placentia Communications Plan presented hereafter is a dynamic, living document designed to evolve alongside the City's communication needs and advancements in communication technology.
Communication is fundamental to democracy and the vitality of the community. By engaging with residents, business leaders, visitors and other audiences of interest, the City of Placentia seeks to foster informed participation, elevate community pride, and enhance overall livability. Recognizing the pivotal role of effective communication, the City has crafted this plan to engage and inform, ensuring our efforts are both efficient and comprehensive.
This Communications Plan serves as a snapshot of the City's current communication objectives, providing a cohesive strategy to better serve Placentia's diverse community.
This forward -thinking plan addresses various communications facets of the City of Placentia, its departments, services, and programs.
Together, this plan lays the groundwork for meaningful dialogue and progress.
Plan Development
To create this plan, the City of Placentia hired Communications LAB, a public affairs and community outreach firm, to conduct a thorough, unbiased communications assessment that yielded the recommendations adopted in this plan.
During the assessment process, several ascertainments were conducted to gauge stakeholder perceptions of the City's existing communications and to identify opportunities for growth.
The research steps included:
• Evaluation of City marketing materials (printed and electronic communications) • Evaluation of the City Style Guide
• Interviews with members of the Placentia City Council • Interviews with Department Directors and senior staff • Interviews with community partners
• Online survey of residents
• Online survey of City employees
• Assessment of City social media accounts and analytics • Assessment of communications tools, methods, and frequency 4 The insight gathered through this process ensures the communications plan is both introspective and forward -thinking.
The Communications Audit Report is available as Appendix A.
Communications Concepts
Drawing upon insights gleaned from our assessment process, this plan seeks to make City communications:
• Proactive
• Frequent
• Transparent
• Timely
• Professional
• Collaborative
With these concepts as our guide, this plan:
• Outlines the City of Placentia's communications goals. • Outlines the City of Placentia's Mission and Vision, to which communications should align.
• Identifies and defines Placentia's target audiences.
• Identifies and defines Placentia's communication tools. • Outlines roles and responsibilities
• Outlines strategies and recommendations to pursue.
• Establishes the authority of the Communications and Marketing Division. • Establishes a new expanded Style Guide to allow department uniqueness. • Establishes a social media oversight structure and metrics.
Communications Goals
Communications goals refer to specific outcomes the City seeks to achieve through communication efforts. The following goals should serve as a guiding principle for crafting messages, selecting communication channels, and evaluating the effectiveness of communication strategies. The communications goals identified below stem from the Communications Assessment.
• Inform
o Be the leading source of accurate City information.
• Establish
o Establish the City's Communications and Marketing Division as the central point for incoming and outgoing information, providing communications services to executive management, directors, and target audiences.
5 o Establish City's credibility as the top source of City communications. o Establish a strong digital presence that reaches target audiences and engages residents in a positive and responsive way.
o Establish the City social media channels as the "go -to" social media source for City information.
o Establish a clear, recognizable brand identity and standards. o Establish protocols to effectively communicate in proactive responsive patterns.
o Establish relationships between the City and local media. • Increase
o Increase engagement and reach across platforms.
o Increase cross -department coordination.
o Increase awareness of City initiatives, projects, and programs. o Increase employee understanding of the communications goals of the City.
• Promote
o Promote upcoming projects and City initiatives.
o Promote public participation in City government.
• Create
o Create timely, proactive communications.
• Foster
o Foster a culture of transparency.
o Foster a collaborative relationship between City Departments.
Our Mission
The City Council is committed to keeping Placentia a pleasant place by providing a safe family atmosphere, superior public services, and policies that promote the highest standards of community life.
Our Vision
The City of Placentia will maintain an open, honest, responsive, and innovative government that delivers quality services in a fair and equitable manner while optimizing available resources.
6 Definitions
• External Communications refer to the methods, strategies, and channels through which the City interacts and communicates with individuals, groups, or entities outside of the City. External communications encompass various forms including but not limited to website updates, social media posts, press releases, and any other means by which the City conveys information or messages to external. audiences. The City's external audiences and channels will be further defined and explored in this report.
• Internal Communications refer to the strategies, processes, and channels used within the City to facilitate the exchange of information, ideas, and feedback among employees and Departments. It encompasses the dissemination of City messages, updates, policies, and news to ensure that all City internal stakeholders are well- informed and aligned with goals and objectives. Internal communications encourage open dialogue and feedback, fostering a culture of continuous improvement. The City's internal audiences and channels will be further defined and explored later in this report.
Audiences
The City of Placentia's stakeholders or audiences fall into two categories, internal and external. It is essential to understand the varied stakeholder categories and their communications preferences to effectively communicate information in a consistent manner and voice.
Through the communications assessments, residents identified the following tools as their preferred communication tools:
o Emails/E-notifications
o Text Messages
o The Palm Quarterly Newsletter
o Social Media Channels
Placentia's single largest target audience includes City residents. When crafting communications, it is important to keep residents and corresponding population demographics in mind.
7 Demographics
According to the U.S. Census (Source: U.S. Census Bureau Ouick Facts), below are Placentia demographics that all communicators should review.
• Population: approximately 52,000 residents
• Gender: Approximately 51 percent female, 49 percent male • Housing: 63 percent owner -occupied housing.
• Households: 17,000 households
• Average number of persons per household: 3
• Households with a computer: 97 percent
• Households with a broadband internet subscription: 94 percent • Education:
o High School graduate or higher (percent of persons age 25+): 90 percent o Bachelor's degree or higher, (percent of persons age 25+): 42 percent • Languages spoken at home: 61 percent of Placentia residents speak only English, while 39 percent report speaking other languages. The single largest group is Spanish, which is spoken by 23 percent.
External Audiences
Stakeholder/Audience Type
Definition
Residents/Citizens/Constituents
Visitors
Business Stakeholders
Schools
External
External.
External.
External
People who live in the City of
Placentia.
People who visit the City of
Placentia.
People who own/operate
businesses in the City of Placentia.
Placentia Chamber of Commerce.
Educational institutions within the
City of Placentia.
Outlets providing news,
information, and other stories to
the public in Placentia via
Media External newspapers, magazines, social.
media, Internet, television, and
radio.
County, State, and Federal Officials
Elected Officials External representing the City of Placentia.
Community Partners/Community Community -Based Organizations Organizations External that serve the community.
8 Potential New Businesses
Prospective New Residents
Internal Audiences
External Business stakeholders seeking to
relocate or open new businesses.
External. An individual who is considering or
in the process of potentially
becoming a resident of Placentia.
Stakeholder/Audience
Type Definition
City Employees
Internal Individuals employed by the City of
Placentia.
Mayor and City Council. Members Internal Members of the Placentia City Council.
City Boards, Commissions, Internal Residents selected to serve on City Committees boards, commissions, and
committees.
Communication Tools
The City of Placentia strategically utilizes an array of communications tools to communicate with both internal and external. audiences.
Ema i is/E-notifications
Emails and e -notifications are digital communication methods used by the City to communicate with both internal and external. audiences.
Emails provide a convenient and efficient means of communication and were identified by staff as the second most widely used internal communication tool.
Text/SMS Messages
Text messages, often abbreviated as SMS (Short Message Service) or MMS (Multimedia Messaging Service), are brief electronic communications sent between mobile devices. 9 Newsletters
City Administrators Weekly Report
The City Administrator's Weekly (CA Weekly) newsletter serves as a vital communication tool, disseminating updates to both internal and external stakeholders through email distribution. This newsletter, presented in PDF format, offers comprehensive insights into departmental projects and Citywide news on a weekly basis. A copy of the CA Weekly may be viewed HERE.
Internal and external audiences can register to receive this communication via email. The Communications and Marketing Manager manually adds/removes subscribers.
Throughout the communications assessment process, audiences conveyed their appreciation of the CA Weekly, praising the communication for its relevance.
Considering the comprehensive nature of the information provided, strategic recommendations have been made to streamline production and broaden the outreach of this essential communication tool.
Detailed recommendations for tactical adjustments and enhancements are outlined on page 58 for further consideration and implementation.
The Palm Quarterly
The Palm Quarterly is a quarterly community newsletter, formatted akin to a magazine, designed to provide residents with a comprehensive update on City news, upcoming events, and information on recreational classes. The Palm is printed and mailed to Placentia households and is also made available online via the City website. During the communications assessment process, residents reported liking the printed and digital copies of the newsletter and further enjoyed the level of detail included in the newsletter.
The Palm was further identified by residents as one of the top platforms to be informed of City news.
Given its ample distribution, a recommendation has been made to leverage this communication to direct residents to the City's social media pages. The recommendation is delineated on page 50 for further consideration and integration.
A copy of the Palm Quarterly can be viewed HERE.
10 Social Media
The City of Placentia operates five distinct social media accounts across various platforms to engage with residents, disseminate information, and foster community interaction. Each social media account serves as a dedicated channel for communicating different aspects of City life, initiatives, and events.
Citywide Social Media Accounts
Account Name Platform Staff Responsible Handle
City of Placentia Facebook Communications and Marketing Manager @PlacentiaCA City of Placentia Instagram
City of Placentia (X) Twitter
City of Placentia Linkedln
City of Placentia YouTube
Communications and Marketing Manager @PlacentiaCA
Communications and Marketing Manager @PlacentiaCA
Communications and Marketing Manager @CityofPlacentia
Communications and Marketing Manager @CityofPlacentia
Department Social Media Accounts
Several. City departments have established their own dedicated social media accounts.
These department -specific accounts cater to the unique interests, initiatives, and communication needs of their respective areas of responsibility and are an extension of the City's communications.
Account Name Platform Department Responsible Handle
Placentia Police
Department
Facebook
Police Department, with
consultation of the
Communications and
Marketing Manager
Placentia Police Instagram Police Department, with
Department consultation of the
Communications and
Marketing Manager
Placentia Fire and Facebook Fire Department, with
Life Safety consultation of the
Department Communications and
Marketing Manager
Placentia Fire and Instagram Fire Department, with
Life Safety consultation of the
Department Communications and
Marketing Manager
Placentia Public Facebook Public Safety
Safety Communications Center
Communications with consultation of the
Center Communications and
Marketing Manager
Placentia Public Instagram Public Safety
Safety Communications Center
Communications with consultation of the
Center
@PlacentiaPD
@PlacentiaPD
@PlacentiaFire
@Placentiafiredepartment
@PlacentiaPSCC
@Placentia_Public_Safety_Comm
11 Communications and
Marketing Manager
City of Placentia Facebook Community Services
Community Department with
Services consultation of the
Communications and
Marketing Manager
City of Placentia Instagram Community Services
Community Department with
Services consultation of the
Communications and
Marketing Manager
@placentiacommunityservices
@placentiacommunityservices
Note: City Departments like Development Services, Public Works, Finance, and Human Resources have communications department liaisons who coordinate with the Communications and Marketing Manager to share information.
Due to the identification of social media platforms as a preferred communications tool, a series of tactics have been suggested for the City to establish a comprehensive oversight framework aimed at addressing discrepancies in tone, appearance, handles, and posting frequency across different City Departments. Recommendations have also been proposed to realign pages and amplify the City's social media reach and engagement.
Website
The City of Placentia maintains a website, www.placentia.org , that serves as the centralized platform for residents, businesses, and visitors to access essential information, engage with local government, and participate in civic life.
During the communications assessment conducted in early 2024, staff reported the City website is the most used method of communication by Departments. Departments reported diligently updating Department webpages regularly, whether daily, weekly, or monthly.
The Communications and Marketing Manager routinely encourages Departments to update pages through regular email and calendar reminders.
Ensuring that the City website is responsive, secure, and user-friendly is critical to the City's communications strategy.
12 Other Communications Tools
Placentia Community Television (Channel 3 and 99)
Placentia Community Television (Channel 3 and 99) is the City's cable network, running programming on Channel 3 and 99 and the City's website. Routine content includes City council. meetings, State of the City programs, and community announcements.
Signs/Digital Billboards
The City of Placentia has access to signs and digital billboards located outdoors designed to display information, messages, or images to passing pedestrians or motorists. Signage includes the overhead street banner on Kraemer Boulevard.
Residents indicated that this communication tool. is not their preferred choice for receiving City communications.
iPlacentia Mobile App
The iPlacentia mobile app is a smartphone application that allows users to instantly submit service requests for issues such as potholes, graffiti, and street light outages with just the touch of a button. The report is then automatically sent to the respective Department for review. The iPlacentia app also features direct access to recent City news, upcoming events and meetings, permit applications, and job openings. iPlacentia uses GPS technology to automatically provide the problem's exact location, simplifying the reporting process for users while increasing the reliability of report location for City crews. The user submitting the service request is instantly notified when the City receives it and when it has been resolved. iPlacentia also allows residents to track the status of their requests, register for recreational classes, renew a business license, contact City Council or staff directly, and more!
iPlacentia is available for free download on all iPhone and Android devices on the App Store or GooglePlay. The iPlacentia App is not intended for use in reporting emergency situations or crimes in progress.
In response to residents' expressed interest in receiving text alerts, tactics have been proposed to prioritize the promotion of the app and the regular dissemination of push alerts to enhance community engagement and public awareness. 13 Nixie
The City of Placentia uses the Nixle alert system daily. The Nixle alert system can be opted -in by texting "92870" to 888-777. The Nixle alert system informs the community about general advisories, police and fire activity, and large-scale community notifications.
A distinct feature of Nixle is the ability to register more than one contact method to a specific address, cell phone, and email address to be incorporated into a single notification system.
Recommendations have been made to encourage residents to subscribe to this platform.
Communication Tools Overview
External Communications Tools Matrix
Communication Tool
Audience Platform
Frequency
Council Meetings
Website
Emails
Text Messages/SMS
Social Media
Meetings
iPlacentia app
Mail: Flyers, Notices
Newsletter (The Palm
Quarterly)
Newsletters (The CA
Weekly)
Signage/Billboards
Channel. 3
Media Relations:
Press Releases/
Conferences/Media
pitches
Emergency
Communications
Tools (Nixie)
Phone
Nixie
Email
External
External.
External.
External
External
External.
External.
External.
External
In Person
Digital.
Digital.
Digital
Digital
In Person
Digital.
Print
Print and
Digital.
External/Internal Digital.
External
External.
External.
External
External.
External
External
Print and
Digital.
Television
Digital/In
Person
Digital
Digital.
Digital
Digital
Ongoing
Ongoing
Daily/Weekly
As needed
Daily
Ongoing
Ongoing, As needed
As needed
Quarterly
Weekly
As needed
Ongoing
As needed
As needed
Ongoing
Ongoing
Ongoing
14 Internal Communications Tools Matrix
Tool
Audience
Platform Frequency
Intranet Internal Digital
Email Internal Digital
Newsletters (The CA Internal/External Digital.
Weekly)
Department Internal In -Person Ongoing
Meetings
Brown -Bag Lunch Internal. In -Person Quarterly
Meetings
Ongoing
As needed
Weekly
New Tools/Platforms
As new communication tools and platforms arise, the City of Placentia will be proactive in securing the username "City of Placentia". Once it is established that the platform is worth investing in, staff will assess how to include it in its active channels. 15 OBJECTIVES AND RECOMMENDATIONS
Objective #1: Establish the Authority of the Communications and Marketing Division as the Center of City's Communications
Recommendation 1: Establish Communications Oversight Structure In Placentia, everyone serving in an official capacity for the City is entrusted with the responsibility of being a communicator.
A key element of this plan is identifying, training, and preparing messengers with communications responsibilities to understand the City's communications goals, tools, audiences, objectives, and resources.
Implementing a unified structure is essential to define messaging protocols and procedures, thereby guaranteeing consistent and dependable communication.
Consequently, the success of the City's communication efforts relies on the shared understanding and proactive involvement of all messengers.
Within the framework of this plan, the City identifies its core external communications team, "external messengers," as the following:
• Mayor, City Council, and City Council -appointed Board, Committee, and Commission Members
• City Administrator
• Communications and Marketing Division
• Department Directors and their designated Communications Liaisons • Police and Fire Department Public Information Officers Communications Structure
By adopting a defined structure, roles, and responsibilities, we fortify the City's capacity to disseminate information accurately and responsibly, fostering trust and transparency within the community. The communications structure also delineates the interconnectedness and accountability of Department communications to ensure adherence to City communication standards.
Note: the structure detailed below only applies to communications and does not affect other reporting structures or responsibilities outside of communications. 17 Communications Roles and Responsibilities Overview
Placentia Residents
i
Mayor and City Council
/
City Council. Appointed Board,
Committee, and Commission
Members
Digital Media Analyst
r
City Administrator
Deputy Director of
Administrative Services
Communications and Marketing Manager/
Public Information Officer
Department
Communication
Liaisons
Police and Fire and
Life Safety
Public Information
Officers
Recommendation 2: Adopt New City of Placentia Communications Roles and Responsibilities
Below, we delve into the expanded roles, responsibilities, and oversight of the communications structure.
Role Responsibility
Oversight
Mayor and City
Council
City -Council
appointed Board,
Committee, and
Commission
Members
City Administrator
Deputy Director of
Administrative
Services
o Understand communications
goals of the City of Placentia
o Share factual information about
City initiatives, programs,
events, etc.
o Understand Public Records Act
o Review and adopt social media
policy
o Understand communications
goals of the City of Placentia
o Share factual information about
City initiatives, programs,
events, etc.
o Understand Public Records Act
o Review and sign social media
policy
o Understand communications
goals of the City of Placentia
o Coordinate emergency
communications
o Approve press releases and
other media relations
o Understand Public Records Act
o Review and sign social media
policy
o Understand communications
goals of the City of Placentia
o Oversee Communications and
Marketing Division
o Understand Public Records Act
o Review and sign social media
policy
Residents of the City of
Placentia
Placentia City Council
Placentia City Council
City Administrator
19 Role Responsibility
Oversight
Communications and
Marketing Manager
o Understand communications
goals of the City of Placentia
o Spearhead the direction and
execution of outreach and
communication strategies,
working with City departments
to ensure that information is
proactive, frequent, and of
value to the community
o Maintain City social media
channels
o Maintain Citywide editorial
calendar
o Review department editorial
calendars for compliance with
Style Guide and accuracy
o Draft and distribute City
Administrator's Weekly
o Coordinate with Department
Directors and Department
Communications Liaisons
o Serve as the City's PIO for all
media inquiries
o Website maintenance, training,
and assessments
o Graphic design and video
creation
o Respond to media and resident
inquiries as needed
o Ensure adherence to the Style
Guide
o Conduct social media best
practices training
o Host quarterly strategic
communications meetings
o Develop marketing plans with
Communications Liaisons to
promote citywide events.
o Review Department
communications (as needed).
City Administrator and Deputy
of Administrative Services
20 Role Responsibility Oversight
o Understand Public Records Act
o Review and sign social media
policy
Digital Media Analyst o Understand communications Communications and Marketing goals of the City of Placentia Manager/P10
o Create graphics, videos, and
other marketing materials at
the direction of the
Communications and Marketing
Manager
o Ensure adherence to the Style
Guide
o Understand Public Records Act
o Review and sign social media
policy
Department o Understand communications Department Head and Communication goals of the City of Placentia Communications and Marketing Liaisons o Coordinate with Manager/P10
Communications and Marketing
Manager
o Deliver monthly department
editorial calendar to
Communications and Marketing
Manager
o Create graphics and other
marketing materials for
Department communications
that follows City guidelines
o Ensure Department adherence
to the City Style Guide
o Attend quarterly strategic
communications meetings with
Communications and Marketing
Manager
o Attend annual social media
best practices training
o Review all print and digital
external (public)
communications shared by
21 Role Responsibility Oversight
Police and Fire and
Life Safety
Department Public
Information Officers
Department including but not
limited to: notices, flyers, event
invitations. Note: All content
must be reviewed by an
immediate supervisor before
sharing with the public. The
Communications and Marketing
Manager is available to assist in
the review process if a direct
supervisor is not available.
o Collaborate with
Communications and Marketing
Manager and Digital. Media
Analyst
o A copy of all mass
communication from any
Department to the public
should be sent to the
Communications and Marketing
Manger
o Develop marketing plans with
Communications and Marketing
Manager to promote citywide
events.
o Review and update Department
webpages.
o Understand Public Records Act
o Review and sign social media
policy
o Understand communications Chiefs and Communications
goals of the City of Placentia and Marketing Manager/PIO o Coordinate with
Communications and Marketing
Manager in emergencies
o Attend quarterly strategic
communications meetings with
Communications and Marketing
Manager
22 Responsibility
o Understand Public Records Act
o Review and sign social media
policy
Mayor, City Council, and City Council -appointed Board, Committee, and Commission Members
The Mayor, City Council, and City Council appointed representatives may communicate with residents, the media, and other stakeholders at their discretion and in compliance with the law and City policies.
As a public agency, the City of Placentia is governed by the Public Records Act and follows Social Media Policy No. 370. Officials shall review and sign the Social Media Policy, which will be further explored later in this report. See page 43.
City Council Members are strongly encouraged to contact the City Administrator whenever they have a concern or question about City communications.
City Administrator
The City Administrator directs and oversees all City communications. The City Administrator has designated the Communications and Marketing Division to manage the successful execution of Citywide communications.
If the City Administrator is not available, they may delegate responsibilities to Deputy City Administrators or Department Directors.
Recommendation 3: Define Role of City Communications and Marketing Division The City's Communications and Marketing Division, acting under the authority of the City Administrator, bears the responsibility for supervising the development and execution of the Strategic Communications Plan, including any future modifications or enhancements to the plan.
Role of the Communications and Marketing Manager
Under the general supervision of the City Administrator and Deputy of Administrative Services, the Communications and Marketing Manager oversees, manages, supervises, and standardizes the activities and functions of the Communications and Marketing Division. 23 Additionally, the Communications and Marketing Manager/PIO spearheads the direction and execution of outreach and communication strategies, working with City Departments to ensure that information is proactive, frequent, and of value to the community.
Coordination with Department Directors and Department Communications Liaisons The Communications and Marketing Manager/PIO coordinates with Department Directors and Department Communications Liaisons to ensure that this plan is followed.
Media Relations
The Communications and Marketing Manager/PIO manages media inquiries, including but not limited to interview requests and press releases.
The Communications and Marketing Manager/PIO further works with the City Administrator and the Deputy Director of Administrative Services to address inquiries in a timely manner.
Website Maintenance/Assessments
The Communications and Marketing Manager/PIO updates and routinely assesses the City website, www.placentia.org , to ensure the website is responsive, proactive, and resident -focused. The Communications and Marketing Manager/PIO shall direct Departments to audit and update Department pages every quarter.
Social Media
The Communications and Marketing Manager/PIO oversees all City social media accounts. The social media channels attributed to the City of Placentia are listed on page 10.
Editorial. Calendar
The Communications and Marketing Manager shall maintain a Citywide editorial calendar of social media content. The proposed editorial calendar content, template, and collaboration with departments will be explored further in this report.
Editing Control
Acting under the authority of the City Administrator, the Communications and Marketing Manager can edit copy and graphics on all City communications channels, including pages attributed to Departments for purposes of clarity, accuracy, and professionalism. The Communications and Marketing Manager may remove any content that violates the Strategic Communications Plan.
24 Settina up and manaaina the City social media schedulina platforms: the digital media analyst can take the lead in establishing and maintaining the city's social media scheduling platforms (Later, Buffer, Hootsuite, etc.).
City Administrator's Weekly
The Communications and Marketing Manager coordinates with the City Administrator and Departments to deliver a weekly newsletter. The content and delivery methods of the City Administrator's Weekly are explored further on page 50.
Graphic Design, Style Guide Adherence
The Communications and Marketing Manager is responsible for ensuring that graphics posted on City and Department communications adhere to the Style Guide.
Video Creation
The Communications and Marketing Manager identifies topics for videos to highlight City services and programs.
Resident Inquiries
The Communications and Marketing Manager responds to resident inquiries, working with the City Administrator and Departments.
Training
The Communications and Marketing Manager undergoes speaker and/or media training to be prepared to interact with the media.
Public Designation (Title)
To establish a relatable identity with the public, the Communications and Marketing Manager will adopt a title to identify themselves in public communications. Examples of such titles include: "Communications Officer," "Public Information Officer," or any other title deemed appropriate by the City Administrator. The Communications and Marketing Manager should not identify themselves using their internal title as it may lead to confusion.
Role of the Digital Media Analyst
Under the general supervision of the Communications and Marketing Manager, the Digital Media Analyst develops visual graphics, videos, and other materials.
Along with the Communications and Marketing Manager, the Digital Media Analyst is responsible for ensuring that graphics posted on City and Departmental communications adhere to the Style Guide.
25 Role of Department Communications Liaisons
To ensure timely, dynamic communication, City departments shall designate department Communications Liaisons who are responsible for the creation and distribution of communications for the department.
Department directors must provide the Communications and Marketing Manager with the names, contact information, and responsibilities of the Department Communications Liaisons with external communications responsibilities (i.e., public -facing communications).
The Communications and Marketing Manager will maintain a document on the City server with the names, contact information, and responsibilities of the Communications Liaisons.
This document will also outline the Department's review process prior to disseminating information to the public.
Department Directors must notify the Communications and Marketing Manager of any changes in staffing or responsibilities.
Role of Police and Fire and Life Safety Department Public Information Officers Due to the dynamic and urgent nature of their responsibilities, Placentia Police and Placentia Fire and Life Safety Departments have the authority to designate Public Information Officers (PIOs) chosen at the discretion of the Chief.
Police and Fire PTOs are responsible for communicating between the Department and the public with duties including but not limited to:
■ Acting as a liaison between the Department and the media, responding to inquiries ■ Handling communications during emergencies or crises
■ Providing timely, accurate information to the public, City leadership, and media • Representing the City of Placentia
Police and Life and Safety Department Chiefs must provide the Communications and Marketing Manager with the names, contact information, and responsibilities of the Department Public Information Officers.
The Communications and Marketing Manager will maintain a document on the City server with this information.
Chiefs must notify the Communications and Marketing Manager of any changes in staffing or responsibilities.
26 Recommendation 4: Establish Quarterly Communications Strategy Meeting To streamline Citywide communications, a quarterly meeting, overseen and staffed by the Communications and Marketing Manager, should be held. The meeting will function as a forum for information exchange, updates, and strategy development. Active participation is expected from all Department Communication Liaisons.
Additionally, regular communications -focused training sessions and annual workshops, such as social media workshops and branding workshops, may be organized.
The standard agenda for each quarterly gathering will encompass the following points:
Citywide communications update
Social media analytics
Upcoming events and programs
Editorial calendar updates
The Communications Team will work together to advance community relations strategies in support of the City of Placentia's goals and department initiatives.
Recommendation 5: Utilize Public Information Title to Communicate Role and Responsibilities of the Communications and Marketing Manager To ensure that City Departments understand the authority of the Communications and Marketing Manager, it is important to draw a connection between the Communications and Marketing Manager and the roles and responsibilities of a Public Information Officer.
As a newly created position, it is critical to establish the role of the Communications and Marketing Manager. Many Cities have a PIO and it is important that staff understands that the Communications and Marketing Manager is, in essence, the Public Information Officer.
By utilizing the Communications and Marketing Manager/P10 title, staff will understand the weight of the position and the authority the staffer has been given by the City Administrator. It is critical that the Communications and Marketing Manager/P10 is viewed as an active, engaged, and respected member of City leadership. 27 Recommendation 6: Ensure Communications and Marketing Division is Involved in Communications Issues as Early as Possible
Any issue or matter with the potential to attract public attention or compromise public trust in the City of Placentia necessitates prompt and informed guidance from the Communications and Marketing Manager.
The Communications and Marketing Manager serves as a dependable advisor on sensitive communications subjects. Their effectiveness relies on timely involvement in any emerging issue or project.
Communication Liaisons are responsible for notifying the Communications and Marketing Manager about any Departmental issues that could potentially raise public concerns.
Recommendation 7: Establish Protocols for Submitting, Prioritizing, and Processing Department Design Requests
Establishing protocols to manage and fulfill Department graphic design requests will enhance the City's ability to uphold brand standards effectively.
Department Graphic Design Requests
The Communications and Marketing Division produces various promotional materials, including brochures, flyers, posters, banners, promotional items, and customized materials.
Departments are encouraged to request design support from the Communications and Marketing Division for Citywide events.
Design requests should be submitted via email to the Communications and Marketing Manager, who will work with the Digital Media Analyst to execute the request. •
•
•
.
•
Type of design request: flyer, banner, poster, social media graphics, etc.
Language/Content to be included in the marketing material Design inspiration (staff shall include examples of marketing materials they like)
Size specifications of the marketing material
Plan for use of marketing material
Production deadline
Acknowledgement of Department Director approval
28 Citywide events: Design requests must be made at least 12-16 weeks ahead of time for large-scale events, which are signature events that will attract more than 100 residents.
Small-scale events- Design requests must be made at least six -eight weeks ahead of time for small-scale events that will attract a small audience of 100 residents or fewer.
The Communications and Marketing Manager and the Digital Media Analyst may further define the design parameters and requirements.
Department staff should reach out to the Communications and Marketing Manager directly for requests or copy the Communications and Marketing Manager on any requests sent to the Digital. Media Analyst to ensure effective workflow productivity and prioritization of projects.
Objective #2: Properly Resource the Communications and Marketing Division To successfully execute the duties of the Communications and Marketing Division, the office should be properly resourced.
Recommendation 1: Expand Role of the Digital Media Analyst As the Communications and Marketing Division evolves and asserts its significance within the City of Placentia, the role of the Digital. Media Analyst will be instrumental in driving effective communication strategies and maximizing the impact of the City's digital. presence. In addition to existing responsibilities, the Digital Media Analyst can play a pivotal role in several key areas.
Reviewina editorial calendar and providina departments with recommendations: the Digital. Media Analyst can leverage their expertise to review the editorial calendar, identify opportunities for synergy and alignment across departments and provide recommendations for optimizing content cadence and distribution channels.
Trackina and analvzina social media performance metrics: the Digital. Media Analyst can take the lead in tracking Key Performance Indicators (KPIs), such as engagement rates, reach, impressions, and conversions across City social media channels. 29 Recommendation 2: Determine Need for Additional Communication Support The City's Communications and Marketing Division may request communications support through contractors in the following scenarios:
Project -based support
When the City needs targeted support for an event or project to enhance the Divisions capacity, it is more cost-efficient to hire a contractor for a limited period than to hire a new staff member.
Specialty services
To assist the City with work in specialty areas such as video production, graphic design, and social media management, requests for communications support should be presented to the City Administrator in writing with a justification for the request, type of support needed, timeframe, and cost.
Objective #3: Enhance Brand Identity of City of Placentia Recommendation 1: Develop Expanded Style Guide
During the assessment process, the use of the City's Style Guide was reviewed and discussed with internal. stakeholders (City staff). While the staff acknowledged the Style Guide, some individuals reported deviating from the design guidelines in order to express department distinctiveness.
Style Guide Expansion for Department Communications
Departments requested more flexibility to achieve a level of uniqueness in communications that may not align with the existing Style Guide. We propose that the City explore the development of an expanded Style Guide that considers the following:
Primary Colors and Fonts
Department
Recommendation Next Steps
City Administrator's
Office/Administration
City Clerk's Office
Continue to Utilize City Seal Colors
and approved fonts.
May utilize the Economic
Development colors in
communications as deemed
appropriate by the City Administrator
and/or the Communications and
Marketing Manager
Continue to Utilize City Seal Colors
and approved fonts.
No changes
No changes
30 Community Services
Department
Development Services
Finance
Fire and Life Services
Human Resources
Police Department
Public Safety
Communications Center
Public Works
Develop additional colors for use in
department -specific communications.
Must use City approved fonts.
Continue to Utilize Economic
Development logo and approved
primary colors. Must use City approved
fonts.
Continue to Utilize City Seal Colors
and approved fonts.
Develop additional colors for use in
department -specific communications.
Must use City approved fonts.
Continue to Utilize City Seal Colors
and approved fonts.
Develop additional colors for use in
department -specific communications.
Must use City approved fonts.
Continue to Utilize City Seal Colors
and approved fonts.
Continue to Utilize City Seal Colors
and approved fonts.
A sample primary color guide with suggested primary colors for use by Departments, is available as Appendix B: Draft Department Primary Colors Guidelines.
Evaluate color codes of existing
department logo and establish
primary colors.
No changes
No changes
Evaluate color codes of existing
department logo and establish
primary colors.
No changes
Evaluate color codes of existing
department logo and establish
primary colors.
No changes
No changes
Establishing Logo Usage Guidelines
To ensure the appropriate use of logos and seals, it is essential for the City to establish definitive guidelines. Departments are strictly prohibited from utilizing a logo unless it has been explicitly approved for their use, as outlined below:
Department Authorized Logo Use
City Administrator's
Office/Administration
City Clerk's Office
Community Services Department
Development Services
Finance
Fire and Life Services
Human Resources
Police Department
Public Safety Communications
Center
Public Works
May utilize City Seal
May utilize the Economic Development Logo in communications as deemed appropriate by the City Administrator and/or the Communications and Marketing Manager
May only utilize City Seal
May utilize City Seal or Community Services Logo
May utilize City Seal or Economic Development Logo
May utilize City Seal
May utilize City Seal or Fire and Life Services Department Logo May only utilize City Seal
May utilize City Seal or Police Department Logo
Utilize City Seal or Public Safety Communications Logo
May only utilize City Seal
31 Economic Development Logo
The Economic Development logo is reserved for use by the City Administrator's Office and Development Services Department. Unless authorized by the Communications and Marketing Manager, no other department may use the Economic Development logo.
Typography Rules
To address the large text volume found across the City's communications, which potentially impacts the readability of City communications, we recommend the addition of fundamental typography principles into the Style Guide. These principles would offer guidance on topics such as font usage, spacing and text alignment.
Draft typography guidelines for potential inclusion in the Style Guide can be found in Appendix C: Draft Tvpoaraphv Guidelines.
Apparel
To ensure the proper production of apparel, Departments intending to order clothing items must submit designs for approval to the Communications and Marketing Manager before finalizing their orders. This proactive step ensures that the apparel aligns with established guidelines and standards.
Name Badges
The City currently has various designs for name badges. Guidelines should be added to the Style Guide to establish uniformity across badges issued by different departments or entities within the city. This consistency ensures that badges are easily recognizable and prevents confusion.
Significance of Style Guide and City Policy
It is crucial to emphasize the significance of the City Style Guide as a foundational tool for ensuring consistency in City communications. The Style Guide serves as a means to maintain brand integrity and unity across all City departments.
City departments are extensions of the City of Placentia, and therefore, compliance with the Style Guide is imperative to uphold brand cohesion and connectivity.
The City's style guide policy, outlined in City Policy No. 372, defines the purpose, utilization, and enforcement of the Style Guide. Access to this policy is available in the "Style Guide" folder within the City's network drive.
All staff members entrusted with communications responsibilities are required to review and acknowledge receipt of Policy No. 372 within 30 days of commencing their employment with the City of Placentia or upon assuming communications duties. 32 Objective #4: Create a Structured System to Oversee Content Created and Shared by or on behalf of City Administration and Departments Recommendation 1: Adopt Social/Digital Media Terminology, Establish Primary Audiences and Post Frequency
Adopt Terminology
Adopting social and digital media terminology is needed to ensure effective communication and understanding among staff handling social media platforms. By embracing standardized terms and definitions outlined in Appendix E: Social and Diaital Terminoloav the City can establish a common language that facilitates collaboration, clarifies expectations, and mitigates misunderstandings. Consistency in language usage will also promote a cohesive strategy across Departments.
All staff with communications responsibilities should review and understand the City's social and digital. terminology.
Establish Primary Audiences
In conjunction with utilizing appropriate digital and social media terminology, it is important to understand the City's Primary Audiences, the specific group of individuals or demographics who are the main recipients of content. Understanding and defining primary audiences across the City's social media channels is essential for developing tailored content and engagement strategies that resonate with the audience's interests and needs.
All of the City's social media accounts shall be evaluated on a quarterly basis to determine who currently makes up the primary audiences. This assessment will enable the Communications and Marketing Manager and Department Communications Liaisons to discern whether the audiences align with the City's intended demographic or if adjustments are necessary to reach the desired target audience effectively. Should the analytics reveal an undesirable audience composition, strategic modifications in content, messaging, or engagement tactics may be warranted to realign the City's social media presence with its communication objectives. Regular monitoring and realignments based on audience insights ensure that the City's social media platforms remain effective tools for disseminating information and engaging with the community in meaningful. ways.
Post Frequency
Frequency helps maintain a consistent presence, ensuring that audiences stay engaged and connected with the City's content, which, in turn, leads to increased awareness of the City's efforts and builds trust. Posting frequency further affects algorithm visibility on 33 social media platforms, therefore consistent activity can improve the City's reach and engagement rates. The City's current irregular posting schedule may result in audiences overlooking the City's crucial role as a source of information. Hence, it's imperative to establish and adhere to optimal posting frequencies across all platforms to maximize the City's social media impact.
For comprehensive guidelines on platform usage, primary audiences, and recommended posting frequencies, please refer to the detailed document provided in Appendix F: Social Platforms. The document should be reviewed by all staff with social media responsibilities.
Recommendation 2: Establish a City Editorial Calendar
The Communications and Marketing Manager shall maintain a master City editorial calendar. An editorial calendar is a structured visual tool that organizes social media content across daily, weekly, or monthly timelines.
The City editorial calendar will outline the content that will be shared across all channels owned by the City of Placentia and its Departments. See page 11 for a list of all City - owned social media channels.
The calendar should achieve the following:
o Outline the schedule for distributing proactive communications on social media o Highlight the planned release of all information for the upcoming month o Coordinate social media across Departments
Provide the Communications and Marketing Manager with the opportunity to review, edit, and offer content suggestions to Departments.
Social Media Pages Operated by City HaLL (Administration) Editorial Calendar
The Communications and Marketing Manager is responsible for drafting an editorial calendar for the pages operated by City Hall (Administration).
The Communications and Marketing Manager will consider the following information and resources when drafting the City calendar:
o Information/direction from the City Administrator
o Information/direction from Deputy Director of Administrative Services o Information/direction from Department Communications Liaisons o Citywide events calendar (See Objective 7, Recommendation #3) o Citywide projects
o Citywide programs
o Social media holiday calendars (found online)
o Ongoing content
34 Editorial Calendar Content
o The Communications and Marketing Manager will share the draft editorial calendar for the administration -operated pages via email with the City Administrator, Deputy Director of Administrative Services, Digital Media Analyst, all Department Communications Liaisons, and Department Police and Fire and Life Safety PIOs. o The calendar will include the following information:
Editorial Calendar Information
Department
Date
Channel
Type of Post
Post Topic
Copy to be scheduled
Hashtags
Graphic Copy
Graphic/Video/Story to be scheduled
Description
Department referenced in the post. For example,
if the post is marketing the Easter Eggcitement, the
Department would be Community Services
Date the post will be published on social media
The social media platform where the post will be
shared: Facebook, Instagram, Twitter, YouTube,
Linkedln
The type of post:
o Feed post will appear permanently on the
social media channel
o Photo (single photo)
o Carousel (multiple images)
o Story (short-lived content, 24 hours)
o Reel (short -form video up to 60 seconds)
o Long form video (60 seconds or more)
Topic of the post. For example, Citizens Academy,
Tamale Fest, iPlacentia app
This is the copy that will accompany the post
Hashtags that will appear in the post
Copy that will appear as part of the graphic (if
any)
The final draft of the graphic, video, story, or reel.
that will be posted on social media
Editorial. Calendar Review
o The Communications and Marketing Manager will share the editorial calendar and seek input from communication colleagues by a specific date. o Department Communications Liaisons are responsible for communicating edits/updates to the calendar.
o The Communications and Marketing Manager will work with the Digital Media Analyst to create the graphics/videos and stories.
35 Department Contributions to Editorial Calendar
o Department Communications Liaisons are responsible for sharing their Department's social media content as part of the City's editorial calendar, this includes all posts that will be shared on the Department's social media channels in the upcoming month.
o The Communications and Marketing Manager will review the Department's proposed content and will provide departments with general feedback, suggestions, and recommendations.
Goal: The goal of the editorial calendar is to provide social media communications with a structure and align content across the City's channels.
Emergency Social Media Posts
Given the dynamic environment within the City of Placentia and the necessity for rapid dissemination of urgent communications, we acknowledge that circumstances may arise where content needs to be published without the opportunity to seek review from the Communications and Marketing Manager.
In these instances, Police and Fire and Life Safety Department PIOs are empowered to publish content as deemed necessary, under the guidance and authorization of their respective Chiefs. We encourage these PIOs to adhere to the following guidelines when crafting communications:
o Ensure accurate spelling and grammar
o Ensure accuracy of content
o Maintain an appropriate and professional tone
o Uphold visual consistency in alignment with established branding guidelines (Style Guide)
o Provide updates and resolution to the situation as necessary By adhering to these considerations, the City aims to ensure that emergency communications effectively convey important information while upholding the City of Placentia's standards of professionalism and clarity.
Recommendation 3: Adopt Objectives for Department Social Media Pages To prevent any overlap and maintain clarity regarding the focus and value of each social media channel owned by the City of Placentia, the Communications and Marketing Manager will collaborate with the Department Communications Liaisons to define the objectives of each social media page.
36 Below is a proposed definition of page objectives by department:
Department Social Media Objective
City of Placentia
• Increase awareness of City resources, events, and programs. • Share citywide updates and news
• Share updates and news related to the City Council
• Share content related to all City Departments.
• Support Department -run pages.
Placentia Police • Provide public with updates on Police Department Department • Provide real-time updates during emergencies • Disseminate crucial. information
• Disseminate safety tips to enhance public awareness and preparedness
• Inform public of upcoming department events and department initiatives
• Spotlight the Police Department
• Promote opportunities for individuals seeking careers in law enforcement
• Collaborate with City of Placentia pages
Placentia Fire and Life • Provide public with updates on Fire and Life Safety Department Safety Department • Provide real-time updates during emergencies • Disseminate crucial information
• Disseminate safety tips to enhance public awareness and preparedness
• Inform public of upcoming department events and department initiatives
• Spotlight the Fire and Life and Safety Team
• Promote opportunities for individuals seeking careers in Fire and Life Safety
• Collaborate with City of Placentia pages
City of Placentia • Invite public to upcoming events
Community Services • Educate public about community services and programs available • Spotlight Community Services Team
• Collaborate with City of Placentia pages
Recommendation 4: Consolidate Social Media Pages
During the communications assessment, 10 social media pages were identified as active and operated by the City of Placentia. The pages were evaluated to assess their alignment with the City of Placentia Style Guide, type of posts shared, frequency of posts, and follower counts.
37 The chart below captures department social media pages, their respective follower counts, and recommendations based on best practices and communication goals.
Note: a larger follower count increases the potential reach of social media content.
Department
Platform Followers Recommendation
Placentia Police
Department
Placentia Police
Department
Placentia Fire and Life
Safety Department
Placentia Fire and Life
Safety Department
Placentia Public Safety
Communications Center
Placentia Public Safety
Communications Center
City of Placentia
Community Services
City of Placentia
Community Services
Facebook
Instagram 11.5K
Facebook 2.8K
Instagram 2.3K
12K
Maintain
Maintain
Maintain
Maintain
Facebook 47 Merge with City of Placentia
citywide page
Instagram 320 Merge with City of Placentia
citywide page
Facebook 1.6K Maintain
Instagram 1.6 K Maintain
Rationale for this recommendation to merge pages:
Since 2022, the Placentia Public Safety and Communications Center (Center) has operated two dedicated social media pages to share updates on the City's dispatch center. Regarded as a cornerstone of Placentia's public safety infrastructure, the Center deserves greater visibility.
As revealed in the communications audit, the Center has a combined following of 367 followers on Facebook and Instagram. As part of our evaluation, we conducted general research to examine how these analytics compared to other cities and dispatch centers utilizing social media for communication. To our knowledge, we did not find any other cities in Orange County with a separate social media presence dedicated solely to Communications/Emergency Dispatch. Our research found some regional pages but no City -specific pages.
It is our assessment that the analytics do not highlight a lack of public interest but rather, may be a consequence of the multiple public safety pages operated by the City, as well as 38 the public's limited awareness of the dispatch center's services. The analytics highlight the necessity for a strategic reevaluation aimed at bolstering the Center's online presence.
By merging with the City of Placentia's main page, the Public Safety and Communications Center can capitalize on the City's broader audience reach and take advantage of the City's recent investments in communications. This integration would specifically enable the Center to work directly with the Communications and Marketing Manager, in collaboration with the Digital Media Analyst, to produce high-caliber content to elevate the quality of information shared with the public regarding the Center and its efforts.
This consolidation would also streamline the City's social media presence and reduce the administrative burden on the Center's Communications team.
Recommendation 5: Develop Design Parameters for Use Across Departments Web -Based Graphic Design Platforms
Several City Departments reported utilizing web -based graphic design platforms that allow users to create a wide range of visual content, such as social media graphics, presentations, posters, flyers, and more. These platforms provide a drag -and -drop interface along with a vast library of templates, images, illustrations, and fonts, making it easy for individuals and businesses to design professional -looking materials even without prior design experience.
To assist Departments in creating digital assets that align with the Style Guide, the Communications and Marketing Manager will work with the Digital Media Analyst to provide parameters that should be adhered to on all marketing materials created on these platforms.
The Communications and Marketing Manager and Digital Media Analyst would subsequently provide all Department Communications Liaisons with training on these platforms as necessary.
Objective #5: Generate Content of Interest to City's Target Audiences Recommendation 1: Review Target Audience Communications Preferences Communications Preferences
Understanding the pulse of the community is pivotal for crafting content that resonates with diverse populations. According to the communications assessment, residents expressed a keen interest in staying updated on a variety of topics. 39 Resident Perceptions
During the communications assessment, the majority of residents reported feeling `very,' or `somewhat' informed about the City's goals and objectives. This feedback underscores the importance of the City's ongoing commitment to transparent and effective communication with the community. It is encouraging to note that a significant number of residents feel adequately informed about the City's goals and objectives. As a result, maintaining and improving the City's communications took, tactics, and timing should remain a priority for the City.
Sources of Information
During the communications assessment, residents identified the following three tools as the preferred sources of City information:
o Emails/E-notifications
o The Palm Quarterly newsletter
o Social media channels
Desired Communication Formats
Residents further shared the content formats they would like the City to include in upcoming communications. The most popular desired formats are:
o Text alerts
o Social media reels
o Social media stories
Emergency Communications
In the event of an emergency residents overwhelmingly prefer text message alerts as opposed to emails, social media posts, website updates, etc.
Communication Priority
Residents believe the top communication priority of the City of Placentia should be:
o Informing residents of upcoming projects and City initiatives Residents are most interested in receiving information on the following topics (listed in order according to data gathered in the community survey) o City services
o City events
o Public safety information
o City Council updates
o Emergency preparedness
Other topics of interest:
o Get to know our City
40 o Small-scale program information
Residents are least interested in receivina information on the followina topics:
o Permits and licensing
o City employment opportunities
o Mayor's message
Placentia Social Media Target Audience:
ho are they?
hat are they interested in
hat we can provide?
here do they usually
appear online?
hen are they online?
by do they consume our
content?
Primary: Placentia residents
These individuals are looking for City resources, events, and/or updates.
They want to be involved and informed about what's
happening in their City and have a community-based
mentality.
Facebook: Parents of high school & college students,
seniors
Instagram: Parents of small and grade -school children
• After school drop
• Arrival, lunch, and end of workdays
• Seniors (before 8 p.m.)
• YouTube afternoon, especially after 8 p.m.
• X (formerly Twitter) from 8 a.m. to 9 a.m.
To be involved in their community and/or receive updates from the City.
Social Media Topic Recommendations
Utilizing our social media objectives as a framework, the following social media topics are suggested for potential use on pages operated by the Administration and/or Departments.
It should be noted that during the communications assessment process, residents expressed a desire to see more of the following:
• Social media reels
• Social media stories
Resident preferences should be considered and integrated to the fullest extent possible.
City Council
41 I
ost Topic
Asset
Frequency
City Council Meeting
Notifications
City Council. Meeting
Highlights/Recap
Timely Updates
City Administrator
Graphic/stories
Monthly carousel
Stories
Day of meeting or day
before meeting.
Monthly
As needed
• ost Topic
Asset
Frequency
Management/Strategic
Planning Highlights
Citizens Academy
The Palm Quarterly
CA Weekly
Community Services
Video update of
accomplishments
Stories
Stories
Graphic, stories, link
Every six months
As directed
Every quarter
Weekly
• ost Topic
Asset
Frequency
Large -Scale City Event
Promotion
Small -Scale Event
Promotion
Programs and Classes
Sports Registration
Facility Rentals
Volunteer Opportunities
Public Works
Stories and reels
Stories and reels
Graphic
Stories and reels
Graphics
Graphics
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
• ost Topic
Asset
Frequency
Community Notices:
Street sweeping
Project Updates
Proiect Updates:
Infrastructure repairs
Park Upgrades
Development Services
ost Topic
Stories and reels
Stories and reels
Ongoing
Depends on the information Ongoing
provided.
Asset
Business Highlights: New Graphic/Reels
Businesses
Frequency
Ongoing
42 Economic Development
Efforts: New Developments
Placentia Police Department
Depends on the information
provided.
Ongoing
' ost Topic
Asset Frequency
Explorer Program
Special Events i.e. National
Night Out, Coffee with a Cop,
etc.
General Public Safety
Information/Updates/Stats
Stories
Depends on the information
provided.
Monthly
TBD
Depends on the information Ongoing
provided.
Placentia Fire Life and Safety Department
' ost Topic
Asset Frequency
Special Events
General Public Safety
Information/Updates/Stats
Depends on the information
provided.
Depends on the information Ongoing
provided.
TBD
Placentia Public Safety Communications Center
' ost Topic
Asset
Frequency
Behind -the -scenes content
Special Events
General Public Safety
Information/Updates/Stats
General City Promotion
Reels
Depends on the information
provided.
Depends on the information Ongoing
provided.
Ongoing
TBD
▪ ost Topic
Asset
Frequency
Email Subscription
City Hiring Updates
iPlacentia App Promotion
Did You Know (DYK) posts
City -Sponsored promotion of
events and initiatives with
partner agencies
Motion graphic/graphic Ongoing
Motion graphic/graphic Ongoing
Motion graphic/graphic/stories Ongoing
Motion graphic/graphic Ongoing
Stories Ongoing
Reshare content provided.
The topics highlighted above serve as suggestions and should not be viewed as an exhaustive list. In fact, this list of topics should be regarded as a dynamic document that the Communications and Marketing Manager revisits and updates regularly. 43 Social Media Goals
Through the communications assessment process, the goal. of the City's social media content is as follows:
o Increase awareness of City resources, events, and programs, including:
o City improvements and City Department highlights
o Community Services: large-scale events, programs, and classes o Increase awareness of and attendance at community-based events o Be proactive
o Incorporate reels
o Utilize stories and highlights
o Drive traffic to the City website
o Celebrate successful. City initiatives and programs
o Use facts and figures when possible
o Increase engagement across social media accounts
o Develop creative, engaging graphics and visuals
o Utilize organic content when possible
o Avoid using stock imagery and blurry or low -resolution photos Recommendation 2: Create Content that is Visually Appealing and Readable Including too much text in communications can sometimes have negative consequences.
It's important to strike a balance between providing necessary information and overwhelming the audience. When drafting communications, staff should always consider:
• Attention Span of the Audience: People have limited attention spans and are often bombarded with information from various sources. Lengthy blocks of text can quickly overwhelm and deter readers, leading them to disengage or overlook the key messages.
• Visual Appeal and Readability: Marketing materials should be visually appealing. By incorporating white space, bullet points, headers, and other formatting techniques, you can improve readability and draw the reader's attention to important information.
• Mobile and Digital Considerations: With the increasing use of mobile devices and digital platforms, attention spans are even shorter, and users expect information to be easily digestible on small screens. Keeping text concise and focused is particularly important for the City's digital marketing materials to ensure optimal user experience and engagement across various devices and screen sizes.
Objective #6: Position the City of Placentia as the Leading Social. Media hub for City News
Recommendation 1: Post Frequently on Social Media
To ensure proactive, frequent communications on social media the Communications and Marketing Manager and all department Communications Liaisons should consider the following guidelines to expand reach and engagement.
Social Media Post Frequency:
All social media channels associated with the City of Placentia shall post two -five posts per week without exception across all social media platforms (Facebook, Instagram). Note:
Twitter, YouTube, and Linkedln content can be shared as deemed appropriate. o Typically, posts shall be scheduled Monday -Friday
o Weekend posts will be limited to:
o Emergency alerts/notices
o Do not post more than once per day (unless there is an emergency). o Should there be a need to post more than once a day, consider utilizing stories.
Recommendation 2: Generate More Video Content
Based on the positive feedback from various residents and staff, video content emerged as a highly advantageous and desirable tool. for enhancing the City's online communication.
This recommendation encompasses not only professionally produced videos but also embraces other forms of video -based communication.
Live Videos: Live videos allow users to share real-time content with followers, enabling followers to engage with their audience in the moment.
Native Videos: Native videos are pre-recorded videos that are uploaded directly to a platform. Facebook's algorithm tends to prioritize native videos in users' feeds, making them a powerful tool for the City to reach and engage with audiences.
Based on the data collected during the communications audit, the City should explore creating native videos of topics such as:
o City services
o How Do I? (How to request a service series)
o Community programs and classes
o City Council.
o How to participate in a council meeting
Reels: Reek are short -form videos limited to 15 to 60 seconds in duration. They are specifically designed for quick consumption and are optimized for mobile viewing on platforms like Instagram. Reels benefit from Instagram's platform, appearing prominently 45 in the Explore feed and within users' feeds, increasing their potential reach and discoverability.
The City should explore reels on:
o Did You Know? series
■ Goal: inform residents of the many services Placentia offers.
o City behind the scenes
■ Goal: take residents behind the scenes for a day with public works, finance, police department, fire, etc.
o Placentia Pulse
■ Goal.: share what residents/businesses think about the City Stories: Facebook and Instagram Stories are short-lived videos that appear at the top of users' News Feeds for 24 hours. Like Instagram Stories, Facebook Stories allow users to share brief, casual updates, snippets of the day, behind -the -scenes content, polls, stickers, and interactive elements.
The City should explore stories on:
o Events
o Invitations to attend
o Reminders
o Day -of event coverage
o Program Registration
o Community partner information on events the City is affiliated with Recommendation 3: Utilize Paid Social Media Management Platforms Social media management platforms enable communicators to manage multiple social media accounts from a single dashboard. They further provide tools for scheduling posts, monitoring social media activity, analyzing performance metrics, and engaging with followers across various social media platforms such as Facebook, Instagram, X (formerly Twitter), Linkedln, and others. Among the most used platforms are Later, Hootsuite, and Buffer.
By utilizing a paid social media management platform, the Communications and Marketing Manager will manage and schedule content across all the City's social media accounts, saving time and ensuring a consistent presence online.
The Communications and Marketing Manager and the Digital. Media Analyst would operate the social media management platform, add social media accounts, and train staff on its use (if appropriate).
46 Recommendation 4: Utilize Paid Social Media Advertising To increase the visibility of the City of Placentia's programs, events, and efforts, a budget allocation shall be made to take advantage of the basic advertising features available on Facebook and Instagram.
Facebook and Instagram provide targeting capabilities that could allow the City of Placentia to engage audiences effectively. According to Facebook and Instagram, there are approximately 31,200-36,700 estimated users in the City of Placentia who the City could reach through advertisements.
Specifically, the City can employ geographically targeted ads to achieve various objectives:
• Inspire residents to connect with the City of Placentia's social media platforms • Extend invitations to community events, fostering participation and engagement • Inform residents about Citywide programs, projects, and initiatives, ensuring widespread awareness and involvement
Social media advertising offers flexible budgeting options and allows users to set their own spending limits. Compared to traditional advertising channels, social media advertising is more cost-effective.
Due to the inexpensive nature of social media advertising, a budget of $250-$500 per month would help expand the City's reach among residents and visitors. The recommended budget is adaptable, and additional monies may be spent for signature events, such as the Tamale Festival.
Recommendation 5: Delete Unused Social Media Accounts
The communications audit identified several social media accounts managed by the City that appear abandoned.
These accounts, once actively used to engage with the community or disseminate information, have become inactive or neglected. The absence of recent updates or interactions suggests a lack of ongoing management and maintenance.
This finding underscores the importance of regularly monitoring and revitalizing the City's social media presence to ensure effective communication and engagement with the public.
Accounts to be evaluated for deletion:
• X (formerly Twitter):
o twitter.com/CityofPlacentia (Page appears inactive since 2010) o twitter.com/placentiapolice (Page appears inactive since 2012) 47 o twitter.com/fire_placentia (Page was inactive from September 2022 to October 2023, but only one post has been published)
The Communications and Marketing Manager/PIO will work with Departments to assess and delete the recommended pages.
Recommendation 6: Synchronize and Revise Social Media Handles Social media handles, also known as usernames, are crucial for maintaining a cohesive brand identity and in the case of the City, should be the same across all platforms to make it easier for residents to find and connect with City social media channels.
During the audit, we found the handles for the social media pages operated by City hall are consistent, with @PlacentiaCA serving as the City's username on Facebook, Instagram and X (formerly known as Twitter). Meanwhile, @CityofPlacentia serves as the username for Linkedln and YouTube.
Moving forward, we recommend utilizing the username @PlacentiaCA on Linkedln and YouTube. We have conducted some preliminary research and the usernames appear to be available for use.
In the case of department -operated social media pages, we found varied username consistency, as outlined below. To address inconsistencies, recommendations have been made by Department.
Department
Usernames Recommendation
Placentia Police
Department
Placentia Fire and Life
Safety Department
Placentia Public Safety
Communications
@PlacentiaPD across all
platforms
@PlacentiaFire on Facebook
@Placentiadfiredepartment on
Instagram
None
Utilize username
@PlacentiaFire across all
social media platforms
@Placentiapscc on Facebook Utilize username
@PlacentiaPSCC across all
@Placentia_Public_Safety_Comm social media platforms.
on Instagram
These strategic adjustments will create a cohesive representation of Placentia's social media channels and facilitate engagement with stakeholders.
Recommendation 7: Measure Social Media Performance
48 To ensure that the proposed social media strategy is effective, the Communications and Marketing Manager/P10 will generate and share a quarterly social media report that measures the following metrics:
o Platform followings
o Post views
o Post impressions
o Post reach
o Follower demographics
A template Key Performance Indicators (KPI) report may be viewed HERE. These metrics will be used to adjust and correct the social media strategy.
To ensure the City is effectively sharing information, the Communications and Marketing Manager/P10 will review analytics with Department Communications Liaisons and discuss strategy adjustments as needed.
The KPI report should also be shared with the City Administrator.
Recommendation 8: Social Media Best Practices Training
Implementing social media best practices is imperative for upholding the City of Placentia's cohesive identity across all platforms. Consistency in tone, messaging, and visual elements fosters recognition and trust among residents, particularly within an organization as expansive and impactful as the City of Placentia.
Given the multitude of communication channels on social media, it is critical for all staff to undergo periodic social media best practices workshops, ideally conducted biennially.
These workshops serve as opportunities for staff to remain abreast of evolving trends and standards in social media, which undergo constant transformation.
As an integral component of the communications assessment and plan development process, social media best practices training will be extended to the Communications and Marketing Manager and Department Communications Liaisons.
This training should be recurrent, scheduled every one-two years, to ensure its ongoing relevance and alignment with emerging trends and industry standards.
Recommendation 9: Continue to Follow Social Media Policy Social Media Policy No.370
Social Media Policy (Policy No. 370) defines the social networking and social media policy for the City of Placentia. To address the fast -changing landscape of the Internet and the 49 way residents communicate and obtain information online, City Departments use social media tools to reach a broader audience.
The City of Placentia encourages the use of social media to further the goals of the City and the missions of its Departments, where appropriate. The City has an overriding interest and expectation in deciding what is "spoken" on its behalf on social media sites. This policy establishes guidelines for the use of social media by City employees and Officials on official City social media accounts.
All staff and City officials shall continue review and sign the Social. Media Policy. The Social Media policy may be viewed ERE
Recommendation 10: Foster Resident Engagement by Promoting City Social Media Accounts
The Palm Quarterly Messaging
The Palm Quarterly, distributed to every household in Placentia, presents a prime opportunity to elevate the City's online presence.
By prominently featuring social media icons accompanied by the inviting tagline, "Follow Us", the City can potentially draw in more subscribers to existing social media channels.
Objective #7: Generate Proactive Communications that anticipate, address, and engage audiences.
Recommendation 1: Be the First to Share City News
Being the first to share City news, whether it's good news or challenging news, reinforces the perception of the City as proactive, transparent, and forward -thinking. It demonstrates a commitment to keeping residents informed and engaged, which can enhance overall public perception and satisfaction with City services and governance.
The Communications and Marketing Manager will work with Departments and the City Administrator to prepare proactive communications accordingly. Below are some topics to consider:
• Citywide projects
• Controversial projects, initiatives
• Groundbreakings/ribbon cuttings
• Public Works projects
50 Embracing a proactive approach will foster a sense of trust and confidence among residents.
Recommendation 2: Monitor Various Internal and External Communications Channels
It is strongly recommended that the Communications and Marketing Manager diligently monitor various communication channels to proactively identify topics and issues relevant to the City.
By actively tracking communication platforms such as social media, news outlets, community forums, and official City channels, the Communications and Marketing Manager will stay informed about emerging trends, concerns, and discussions within the community.
The proactive monitoring of communication channels enables the timely detection of issues that may require attention or response from the City.
The Communications and Marketing Manager will proactively inform the City Administrator and Departments of emerging issues of interest.
Recommendation 3: Share News with Business Organizations Informing business stakeholders is essential for fostering economic growth and community development within a City.
Several business stakeholders reported wanting to be more engaged and informed of City news.
The City of Placentia already maintains a strong partnership with the Placentia Chamber of Commerce that serves as a strong foundation on which to grow.
Here are some engaging ways the City can enhance its relationship with local businesses:
• Spotlight new businesses on social media platforms
• Celebrate the milestone achievements/anniversaries of businesses • Encourage community pride and support by launching a "Shop Placentia" campaign to promote local businesses
• Engage business leaders by sharing updates on projects and citywide investments that impact the local economy and business landscape
Objective #8: Establish a set of key messages that convey the City's goals and priorities.
51 Recommendation 1: Follow Key Messages
Key Messages are instrumental in conveying the City's priorities to audiences. These messages should serve as guidelines for communication.
The key messages identified below apply universally to the City of Placentia, regardless of the project, program, service, or Department. These are the messages we want stakeholders to walk away with.
Due to the breadth and depth of City services provided, we have not suggested Department -specific key messaging at this time.
Should Department -specific messaging support be required in the future, the Communications and Marketing Division would lead that effort in consultation with the appropriate Department representatives.
Suggested Messages:
o The City of Placentia is a vibrant, welcoming City
o Residents of the City of Placentia are well -served and have access to high-quality programs and services
o The City of Placentia promotes open and transparent government that encourages public input
o The City of Placentia prioritizes public safety
o The City of Placentia is a collaborative organization, working with internal and external stakeholders to achieve the best outcomes
o The City of Placentia prioritizes good fiscal management o The City of Placentia is a dynamic place to work, live, and play o The City of Placentia works with regional partners to enhance the quality of life of residents
o Together with the community, the City of Placentia has a unified vision for growth. o Placentia's Rich Heritage, Bright Future
Objective #9: Adopt Marketing Plan for Citywide Events
Recommendation 1: Events Calendar
Department Directors and/or designated Communications Department Liaisons must provide the Communications and Marketing Manager with an annual calendar of events.
The calendar must be provided to the Communications and Marketing Manager no later than Dec. 15 for the following year.
52 The events calendar shall include all community events the department has planned for the following year. Events may be added and removed from the calendar as circumstances unfold.
Recommendation 2: Coordinate Marketing with Department Liaisons Following a marketing plan for citywide events is essential for maximizing community engagement and participation.
1. Planning Meeting: The Communications and Marketing Manager and relevant Department Communications Liaisons shall meet no less than 6 months (24 weeks) before a citywide community event to discuss the development of event marketing materials, marketing timeline, and event goals.
2. Develop Marketing Materials: The Communications and Marketing Manager, Department Communications Liaison, and Digital. Media Analyst will work collaboratively to design marketing materials. Materials should be finalized no less than 12 weeks before the event to ensure adequate promotion time.
Citywide events include Easter Eggcitement, Summer Concerts, Tamale Festival, Tree Lighting Ceremony, and Heritage Festival.
See Objective 1, Recommendation 7 for additional details on the process for requesting graphic design materials.
3. Develop Public Promotion Plan: The Communications and Marketing Manager and the Department Communications Liaison will work together to develop a marketing plan to promote the event.
■ City webpage - every citywide event should have a dedicated webpage with a corresponding friendly URL.
■ Social media promotion:
o Organic promotion:
■ The Communications and Marketing Manager shall work with Department Communications Liaisons to create posts, stories, and/or reels promoting the event.
■ Facebook Events - The Communications and Marketing
Manager shall work with Department Communications
Liaisons to create Facebook events for citywide events that are open to the public at no cost (free). Events include: Easter Eggcitement, Summer Concerts, Tamale Festival, Tree Lighting Ceremony, Heritage Festival. and Parade, etc. The Facebook event will include event name, date, time, location,
53 description, and other details. Once an event is created, the City and its online ambassadors can promote events by
inviting their friends, sharing it in groups or on their timeline, and boosting with paid advertising to reach a wider audience. o Paid promotion:
■ The Communications and Marketing Manager shall work with Department Communications Liaisons to develop social media ads for the event's target audience (This recommendation is contingent on a budget allocation).
Objective #10: Cultivate and Sustain Positive Relationships with Members of the Media
By nurturing a cooperative partnership with the media, the City can efficiently amplify its messages and encourage civic engagement within the community. The following strategies can be implemented to cultivate these relationships:
Recommendation 1: Maintain Media Database
The Communications and Marketing Manager shall maintain a comprehensive media contact list of local reporters who cover news related to the City of Placentia.
Recommendation 2: Distribute Press Releases and Media Advisories Regularly disseminate proactive press releases, media advisories, and announcements to ensure comprehensive and accurate coverage of issues, developments, and initiatives affecting the City of Placentia.
Recommendation 3: Prioritize Media Inquiries
Prioritize responsiveness to media inquiries and requests by establishing clear communication channels and designated points of contact. It is also important to provide timely responses to inquiries.
Recommendation 4: Invite Media to Events
Actively engage members of the media by extending invitations to City events, such as community gatherings and special events.
Objective #11: Increase use of Text/SMS Messages for City Communications 54 Recommendation 1: Promote Nixle Subscribers
Nixle has demonstrated outstanding effectiveness in informing the public during crises or disasters. Enhancing subscriber numbers should be a top priority.
This goal can be achieved by incorporating a tagline into almost all communication materials, guiding residents and business owners to subscribe, and by executing dedicated information campaigns.
Recommendation 2: Promote iPlacentia App Registration
With residents expressing a preference for receiving text and SMS messages, the iPlacentia app is a powerful tool for the City to deliver pertinent updates and push notifications directly to residents.
Push Notification recommendations:
• Street sweeping updates
City facilities closures
State of the City invitations
Citywide news
By leveraging the app, the City would not only meet residents' communication preferences but also ensure timely dissemination of critical information regarding City services, events, public safety alerts and emergency preparedness measures.
Objective #12: Set and utilize metrics effectively to measure progress, evaluate performance, and drive continuous improvement across City communications.
Recommendation 1: Establish Metrics for Success
There are a variety of standard metrics, also known as key performance indicators, which can be used to track the success of the City's communication techniques.
The City will evaluate these metrics on a regular basis and compare them to earlier statistics to understand what tools are working well and which need improvements, refinement, or further implementation.
o Key Performance Indicators (KPI reports)
o Social media, a template KPI report may be viewed
o Media Coverage
o Number of stories published about the City of Placentia ■ Tone of articles
o Eblasts-E-Newsletters (CA Weekly)
55 o Subscribers
o Click -through rates
o Open rates
o Bounce rates
o Website
o Visitors
o Page views
o Pages visited most frequently
o Social. Media
o Followers
o Engagement
o Reach
o Events
o Attendance
For the City of Placentia to gauge the overall effectiveness of its communications strategy, we recommend tracking and measuring results in the following ways:
• Set a Baseline
• Track Analytics — website, social media, newsletter open/click-through rates, etc. • Track Engagement — social media, meetings, etc.
• Track Responses and Engagement —monitor social media comments/direct messages, meeting participation, etc.
Objective #13: Establish and implement a system for the maintenance of City assets
Recommendation 1: Adopt Citywide Digital Asset Maintenance System Digital Assets/Photography
The Communications and Marketing Manager shall maintain a City photo archive. The archive shall be maintained on a City server. All departments must have access to the archive and are responsible for adding photos of events, programs, and teams.
The photo archive will serve as a repository for Departments and City Administration to access and use in future communications.
The goal of this recommendation is to use organic photos that will generate the attention of the residents of the City of Placentia.
56 Objective #14: Enhance and Maintain Communications Tools Deemed Successful by Audiences
Recommendation 1: Expand Reach of City Administrator's Weekly by Utilizing MailChimp, Constant Contact, or other Email Marketing Platforms The traditional approach of distributing the City Administrator's Weekly newsletter solely through email. in PDF format may inadvertently restrict its reach and impact. To overcome these limitations and elevate civic engagement, transitioning to platforms like MailChimp or Constant Contact could prove invaluable.
Currently, the distribution method of the newsletter confines its accessibility and engagement potential and does not deliver analytics to measure open and click -through rates.
By embracing mass email marketing platforms like MailChimp or Constant Contact, the City can unlock benefits that align with modern communication trends and user preferences.
Enhanced Accessibility: MailChimp and Constant Contact offer user-friendly interfaces and mobile -responsive designs, ensuring that residents can access the newsletter seamlessly across devices.
Streamlined Reaistration Process: Automating the subscription process simplifies resident engagement. With just a few clicks, residents can sign up to receive the newsletter, eliminating the need for manual email inputs by the Communications and Marketing Manager. This not only saves time but also minimizes the risk of errors associated with manual data entry.
Expanded Reach and Enaaaement: Cities of comparable size to Placentia have leveraged platforms like MailChimp and Constant Contact to amass thousands of subscribers. By tapping into these tools, Placentia can extend its reach beyond its current audience.
Data -Driven Insiahts: These platforms offer valuable analytics that provide insights into subscriber engagement, open rates, click -through rates, and more. Such data allows cities to refine content strategies, tailor messaging to audience preferences, and measure the effectiveness of communication efforts over time.
Cost -Effective Solution: Despite initial setup costs, the investment in a MailChimp or Constant Contact subscription proves cost-effective in the long run. For instance, a 57 MailChimp subscription of up to 10,000 subscribers costs $110 per month, offering great value in exchange for enhanced communication capabilities.
The transition from distributing the City Administrator's Weekly newsletter via email in PDF format to leveraging platforms like MailChimp or Constant Contact would represent a forward -thinking approach to civic engagement.
Should the City move forward with this recommendation, a newsletter template can be created for ongoing use.
Recommendation 2: Continue to Host Brown Bag Lunch Series Based on positive feedback received from staff, it is advised that the City Administrator maintains the practice of hosting regular briefings within a "brown bag" lunch setting.
These sessions serve not only to disseminate important City updates but foster a collaborative environment among staff members.
The brown bag series was specifically recognized as a successful communication tool. for internal communications during the communications audit.
Objective #15: Maintain Grammatical Standards Across City Channels Recommendation 1: Use Grammarly and other Spell -Check Tools Every message, from official announcements to community updates, carries the weight of representing the City of Placentia.
Maintaining professionalism in written correspondence is non-negotiable. Spelling errors, grammatical mistakes, or awkward phrasing can undermine the credibility of the City and erode public confidence.
By employing tools like Grammarly or spell check, City staff can uphold a high standard of professionalism in every communication, reinforcing the City's reputation as a reliable and competent governing body.
Spell check is a complimentary feature included in the Microsoft Office Suite, whereas Grammarly offers a free subscription that corrects grammar and tone and generates writing prompts. A monthly Grammarly Premium account with added tools costs $12. 58 Objective #16: Provide Staff with Crisis Communications Guidelines Recommendation 1: Develop a Crisis Communications Plan
Crisis Communications
At some point, an issue will inevitably emerge that requires specialized tactics. Crisis communications and how those types of communications should be processed are outlined below.
There may be occasions or situations which fall outside of these parameters where additional clarification is necessary.
In these situations, contact the Communications and Marketing Manager, the Deputy Director of Administrative Services, or the City Administrator to discuss crisis communications and decide on how to proceed.
Is this a Regular
Communication?
Distribute the
Communication
Accordingly
Is Communication
Confidential or
Involving Sensitive
Matters relating to
the City of Placentia?
Contact City
Administrator to
Determine Urgency &
Distribution Tactics
with Communications
and Marketing
Manager
Distribute the
Communication
Accordingly
It is important to remember that the Communications and Marketing Manager, as the P10, serves as the point of contact for the news media at all times, including during a crisis. 59 The following escalation model provides a framework for escalating communication issues. The table below defines the priority levels, decision authorities and timeframes for resolution.
Priority Definition
Decision Authority Resolution
Priority 1
Priority 2
Priority 3
Major impact to the City
of Placentia. If not
resolved quickly, there
will be significant
adverse impact to the
City and/or its residents.
Medium impact to the
City of Placentia, which
may result in some
adverse impact to the
City and/or its residents
Insignificant impact to
the City of Placentia,
which may result in
minimal to no impact to
the City and/or its
residents.
City Administrator and/or
City Council when
deemed appropriate
City Administrator
through Communications
and Marketing Manager
(P10)
Within two hours
Within 24 hours
Communications and Within two business
Marketing Manager (P10) days
The City should consider the development of a detailed Crisis Communications Plan that provides a structured framework for effectively managing and responding to unexpected events or emergencies.
A detailed crisis Communications Plan would enable coordinated efforts among departments, facilitating a swift and organized response to mitigate the impact of the crisis and protect public safety.
Objective #17: Improve Accessibility and Efficiency of City Communications Recommendation 1: Review City Phone System, Policies, and Phone Tree Several residents highlighted instances where navigating the City's phone system was challenging, often encountering full voice mailboxes. It is imperative for staff to regularly monitor and clear their voicemailboxes, guaranteeing that callers can leave messages and, more importantly, receive timely responses.
Moreover, enhancing the phone tree within the phone system warrants exploration to ensure a more user-friendly experience.
60 Recommendation 2: Review Website
The City website is one of the top communication took used by staff and is vital to the City's communication infrastructure, serving as a primary tool for disseminating news, updates, and general. information. Given its pivotal role, it is imperative that the website is maintained with utmost diligence and always kept up to date.
Department Content Responsibility
Each Department is required to maintain their website content updated, relevant, and stylistically consistent. Pages should reflect timely information. The Department Communications Liaison is responsible for the Department's website content.
On a quarterly basis, the Communications Liaisons will review their Department's webpage for broken links and outdated information.
Staff should prioritize the usability and readability of the City website to facilitate seamless access to information.
Friendly URLs
Using friendly URLs is essential for enhancing user experience and optimizing website functionality. Friendly URLs, also known as clean URLs (for example: placentia.org/city) are easily readable and improve navigation. Friendly URLs are also beneficial for search engine optimization (SEO), as they contain relevant keywords that can improve the City website's visibility in search engine results pages. Staff should seek to incorporate friendly URLs as much as possible.
Other topics
Navigating the Use of Al Tools
Artificial Intelligence (Al) took have become valuable assets for organizations seeking to streamline processes, however, while Al took like ChatGPT offer undeniable benefits, it is essential for staff to remain mindful of the City's defined voice and messaging standards.
Communications from the City of Placentia should possess a distinct brand voice—a unique friendly, inclusive tone and style that resonates with residents and reflects City values and identity. As such, the integration of Al took must be approached with a keen awareness of maintaining this established voice.
61 While Al can emulate human -like interactions, it currently lacks nuanced understanding.
Therefore, should the City Administrator allow the utilization of Al tools, staff must ensure that:
• AI -generated responses to uphold the City's brand integrity • Al is used solely for brainstorming or idea generation • Foster transparency by disclosing to directors when Al took are being used
LOOK AHEAD
In the ever -evolving landscape of the City of Placentia, effective communication is a cornerstone of progress and community vitality. The City's commitment to enhancing communication strategies is evident through the development of this communications plan and the communications assessment that served as the foundation for this plan.
As the City navigates the complexities of communication, it is imperative that the City's approach remains adaptable and responsive to the evolving needs of Placentia's diverse community.
Investing in necessary resources and tools will be important to effectively engage with external stakeholders, disseminate key messages, and cultivate meaningful relationships with the community at -large.
The communications plan outlined is not merely a static blueprint but a dynamic framework designed to evolve in tandem with technological advancements, the shifting communication's landscape and needs of the community.
At its core, this plan represents a collective commitment to transparency, inclusivity, and the community of Placentia.
62 OBJECTIVES OVERVIEW
Objective
Objective #1: Establish the Authority of the Communications and Marketing Division as the Center of City's Communication Objective #2: Properly Resource the Communications and 29 Marketing Division
Objective #3: Enhance Brand Identity of City of Placentia 30 Objective #4: Create a Structured System to Oversee Content 33 Created and Posted by or on behalf of City Administration and Departments
Objective #5: Generate Content of Interest to City's Target 40 Audiences
Objective #6: Position the City of Placentia as the Leading Social 45 Media hub for City New
Objective #7: Generate Proactive Communications that anticipate, 51 address, and engage audiences
Objective #8: Establish a set of key messages that convey the 52 City's goals and priorities
Objective #9: Adopt Marketing Plan for Citywide Events 53 Objective #10: Cultivate and Sustain Positive Relationships with 55 Members of the Media
Objective #11: Increase use of Text/SMS Messages for City 55 Communications
Objective #12: Set and utilize metrics effectively to measure 56 progress, evaluate performance, and drive continuous
improvement across City communications
Objective #13: Establish and implement a system for the 57 maintenance of City assets
Page Number
17 Objective #14: Enhance and Maintain Communications Tools 58 Deemed Successful. by Audiences
Objective #15: Maintain Grammatical Standards Across City 59 Channels
Objective #16: Provide Staff with Crisis Communications 60 Guidelines
Objective #17: Improve Accessibility and Efficiency of City 61 Communications
63 RECOMMENDATIONS OVERVIEW
Objective #1: Establish the Authority of the Communications and Marketing Division as the Center of City's Communication
■ Recommendation 1: Establish Communications Oversight Structure ■ Recommendation 2: Adopt New City of Placentia Communications Roles and Responsibilities
■ Recommendation 3: Define Role of City Communications and Marketing Division ■ Recommendation 4: Establish Quarterly Communications Strategy Meeting ■ Recommendation 5: Utilize Public Information Title to Communicate Role and Responsibilities of the Communications and Marketing Manager ■ Recommendation 6: Ensure Communications and Marketing Division is Involved in Communications Issues as Early as Possible
■ Recommendation 7: Establish Protocols for Submitting, Prioritizing, and Processing Department Design Requests
Objective #2: Properly Resource the Communications and Marketing Division ■ Recommendation 1: Expand Role of the Digital. Media Analyst ■ Recommendation 2: Determine Need for Additional Communication Support Objective #3: Enhance Brand Identity of City of Placentia ■ Recommendation 1: Develop Expanded Style Guide
• Recommendation 2: Continue to Follow Style Guide Policy Objective #4: Create a Structured System to Oversee Content Created and Posted by or on behalf of City Administration and Departments
■ Recommendation 1: Adopt Social/Digital Media Terminology, Establish Primary Audiences and Post Frequency
• Recommendation 2: Establish a City Editorial Calendar ■ Recommendation 3: Adopt Objectives for Department Social Media Pages ■ Recommendation 4: Consolidate Social. Media Pages
■ Recommendation 5: Develop Design Parameters for Use Across Departments Objective #5: Generate Content of Interest to City's Target Audiences ■ Recommendation 1: Review Target Audience Communications Preferences • Recommendation 2: Create Content that is Visually Appealing and Readable Objective #6: Position the City of Placentia as the Leading Social Media hub for City News • Recommendation 1: Post Frequently on Social Media
• Recommendation 2: Generate More Video Content
■ Recommendation 3: Utilize Paid Social Media Management Platforms ■ Recommendation 4: Utilize Paid Social Media Advertising ■ Recommendation 5: Delete Unused Social Media Accounts 64 ■ Recommendation 6: Synchronize and Revise Social Media Handles ■ Recommendation 7: Measure Social Media Performance
■ Recommendation 8: Social Media Best Practices Training ■ Recommendation 9: Continue to Follow Social. Media Policy • Recommendation 10: Foster Resident Engagement by Promoting City Social Media Accounts
Objective #7: Generate Proactive Communications that anticipate, address, and engage audiences
• Recommendation 1: Be the First to Share City News
• Recommendation 2: Monitor Various Internal and External Communications Channels
■ Recommendation 3: Provide Communications and Marketing Division with Annual Calendar
■ Recommendation 4: Share News with Business Organizations Objective #8: Establish a set of key messages that convey the City's goals and priorities • Recommendation 1: Follow Key Messages
Objective #9: Adopt Marketing Plan for Citywide events
• Recommendation 1: Events Calendar
• Recommendation 2: Coordinate Marketing with Department Liaisons Objective #10: Cultivate and Sustain Positive Relationships with Members of the Media ■ Recommendation 1: Maintain Media Database
■ Recommendation 2: Distribute Press Releases and Media Advisories ■ Recommendation 3: Prioritize Media Inquiries
■ Recommendation 4: Invite Media to Events
Objective #11: Increase use of Text/SMS Messages for City Communications • Recommendation 1: Promote Nixle Subscribers
• Recommendation 2: Promote iPlacentia App Registration Objective #12: Set and utilize metrics effectively to measure progress, evaluate performance, and drive continuous improvement across City communications ■ Recommendation 1: Establish Metrics for Success
Objective #13: Establish and implement a system for the maintenance of City assets • Recommendation 1: Adopt Citywide Digital Asset Maintenance System 65 Objective #14: Enhance and Maintain Communications Took Deemed Successful by Audiences
• Recommendation 1: Expand Reach of City Administrator's Weekly by Utilizing MailChimp, Constant Contact, or other Email Marketing Platforms ■ Recommendation 2: Continue to Host Brown Bag Lunch Series Objective #15: Maintain Grammatical Standards Across City Channels ■ Recommendation 1: Use Grammarly and other Spell -Check Tools Objective #16: Provide Staff with Crisis Communications Guidelines ■ Recommendation 1: Develop Crisis Communications Plan
Objective #17: Improve Accessibility and Efficiency of City Communications ■ Recommendation 1: Review City Phone System, Policies, and Phone Tree • Recommendation 2: Review Website
66