Agenda, third session — San Bruno City Council, November 12, 2025 (part 3 of 3)

Comcast Transition / CityNet’s fiscal sustainability
Comcast
transition/Stabilize
CityNet's fiscal
sustainability
Completed 99%
complete
Approved
FY25
Lead:

City Manager’s Office,
Admin. Services &
CityNet
In early 2025, the City Council approved the sale of CityNet to Comcast. The transition commenced this summer and is projected to be completed by November 30, 2025. Since October, CityNet staff have been undergoing training for their new roles as stipulated in the City's side letter agreement with the labor groups of the affected employees. The full transition for residents has been finalized, with the final closure of operations conclude by December 31, 2025. Final disposition of CityNet assets not including in the sale to Comcast and the closure of the CityNet Fund are anticipated to be completed by June 30, 2026. The recommendation is to record this initiative as complete effective this report.

Employee classification and compensation study
Employee
classification and
compensation
study
Completed 100% complete,
as amended
Approved
FY25
Lead: Admin.

Services
The compensation study has been finalized, and its data will be utilized in labor negotiations for new agreements with the City's six bargaining units. Due to the considerable impact on City resources required to conduct an organization-wide classification study, staff recommend deferring the study to a future date and recommending this initiative as complete.

Transit Corridor Plan fiscal feasibility
Assess the fiscal
feasibility of the
Transit Corridor
Plan
Completed 100%
complete
Approved
FY25
Lead: Community
Dev.

TCP feasibility analysis was completed, and it was part of the Council's launch of the Land Use/Housing/Economic Development initiative on July 22, 2025, that will be a major undertaking to include extensive community engagement, General Plan amendments, Specific Plan and zoning amendments, environmental impact report, establishment of funding mechanisms for infrastructure and services, overhauling the development review process, and ballot measure(s) to amend Ordinance No. 1284.

FY26 Top Priority Initiatives
As part of the fiscal year 2025-26 (FY26) budget, the City Council identified several new initiatives in areas of significant community benefit. These initiatives aim to address key issues and improve the quality of life for residents.

One of the top priorities is the strategic analysis of City-owned properties. On September 10, 2025, the City signed a contract with a consultant to carry out this analysis, which is currently 25% complete. The findings from this analysis will provide valuable insights and guide future decisions regarding the use and management of these properties.

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Honorable Mayor and Members of the City Council
November 12, 2025

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Another ongoing initiative is the "Clean-up San Bruno" litter and illegal dumping abatement program. This program focuses on reducing litter and illegal dumping in the community, promoting a cleaner and safer environment for all residents.

Analysis of City-owned properties
Strategic Analysis of
City-owned
Properties
In
progress 25% complete Approved
FY26
Lead: Community
Services
On 9/10/25, the City signed a contract with a consultant to perform strategic analysis of City- owned properties. This information will be provided when available. “Clean-up San Bruno” litter and illegal dumping abatement "Cleanup San
Bruno" litter and
illegal dumping
abatement
In
progress 25% complete Approved
FY26
Lead:

Police
The Public Works and Police staff are actively coordinating to address and prevent illegal dumping on both City-owned and other jurisdictional properties within San Bruno. Staff have brought on a consultant to develop an appropriate communications strategy and branding for this initiative, in addition to a secondary consultant to develop an internal and external dashboard on our clean-up efforts. Moreover, City staff have revived the Beautification Task Force to support information dissemination, in addition to helping lead Operation Clean Sweep in the Spring, which has been on a five-year hiatus.

Communications and Engagement Program
Communications and
Engagement
Program
In
progress 25% complete Approved
FY26
Lead:

City Manager’s Office
Staff have prepared a draft communications plan for Council’s review which will be presented in their November 12, 2025 regular meeting. Staff have also entered a contract with Godbe Research to perform a community priorities survey; the data and analysis for the latter should be available early next year.

Improve lighting at RAC overflow parking and Diamond in City Park Improve lighting at
overflow parking lot
and Diamond near
RAC
In
progress
Staff work complete;
construction remaining
Approved
FY26
Lead:

Public
Works
Solar streetlights have been ordered for RAC overflow parking lot, and staff are in the process of initiating a General Services Agreement with the contractor who will be installing the three concrete streetlight pole foundations. Work is anticipated to be complete by May 2026.

Phase 2A Regulated Output Streetlight Replacement
Phase 2A Regulated
Output Streetlight
Retrofit
On hold
Project on hold
pending mid-year
budget amendment
Approved FY26
Lead:

Public
Works
The funding for this project is on hold pending a mid-year budget update from staff. Currently, there are no issues with the remaining streetlights, and it may be worthwhile requesting that PG&E fund a portion of this work instead of it being self-funded by the City.

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Honorable Mayor and Members of the City Council
November 12, 2025

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Staff are in preliminary discussions with PG&E to fund this effort via on bill financing or through energy savings grants. There is motivation from their operational side to make this happen. Staff are garnering support to make a regional request with a few of the cities still on the regulated output circuit.

Targeted downtown light repair and replacement
Install/replace/repair
broken Downtown
Parking lot lights
In
Progress 10% complete Approved
FY26
Lead:

Public Works
As of October 21, 2025, all malfunctioning downtown parking lot lights were repaired. Staff are currently in the process of ordering replacements for some of the aged and unsightly downtown parking lot streetlight poles. Work is anticipated to be completed by June 2026.

Prior Year Carryover Initiatives
The City Council adopted budget includes several initiatives previously approved by City Council, however, those projects progress at a slower rate due to staff capacity and focus on top priority initiatives.

City Office Renovation
Renovate City Offices In
progress 25% complete Approved FY23
Lead:

Community
Dev.

The following areas of City Hall have been completed:
City Manager's Office and Executive Assistant to the City Manager One section of the Administrative Services Department
All but one section of the Community Development Department The following areas are under construction:
The Public Works Department
Private offices along the Linden side of City Hall for the City Manager's Office, City Attorney's Office, and Administrative Services Department The following areas are in the design phase:
The remainder of "south wing" of City Hall, including the Administrative Services Department area, break room, mail room, and other spaces Conference Rooms 115 and 101
Public lobby and hallway
The remodel of the Public Works office is underway, as well as several private offices on the Linden side of City Hall.

Climate Action Plan
Create a climate
action plan
In
progress 25% complete Approved FY24 Lead:

Community Dev.

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Honorable Mayor and Members of the City Council
November 12, 2025

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The plan will be the culmination of a year’s worth of ongoing community engagement, workshops, and surveys. A public review draft is anticipated in spring 2026, with the tentative adoption date by mid-summer 2026
Citywide Wildfire Mitigation Project & Public Education Program + Crestmoor Wildfire Mitigation Project
Citywide Wildfire
Mitigation Project &
Public Education
Program
Transitioned
to operations
Remove from
initiatives list
Approved
FY20
Lead:

Fire
This initiative is ongoing and part of the Fire Department’s regular work and community engagement. In addition to regular education and community sessions, work completed in FY25 includes:
48 days of California Conservation Corps work for defensible space in Crestmoor Canyon with 20-25 members per day.
Clearance of approximately 1.2 miles of fire roads.
Creation of interactive map on Fire Department website to inform citizens of Crestmoor Canyon
Given that this initiative is part of the department’s operations, staff recommend removing the project from the list of initiatives.

Online Permitting
Implement
online
permitting
In
progress
Building permits complete;
Planning permits nearing
completion; Engineering currently
in implementation
FY20
Lead:

Community
Dev.

Online permitting is available for all types of Building Permits. The system is being expanded for Planning permits and Public Works permits. Future phases will include modules for Fire permits and Code Enforcement tracking.

Next Steps
Staff intend to bring another quarterly update on strategic initiatives at the end of FY26-Q3.

FISCAL IMPACT:

All initiatives, except for the Phase 2A RO Streetlight Retrofit project, have enough funding to complete their scopes. Staff plan to recommend funds for the RO Streetlight project in the FY26 mid-year budget amendments.

ENVIRONMENTAL IMPACT:

The action is not a project subject to CEQA. City Council’s action is not considered a “Project” per CEQA Guidelines and therefore no further environmental analysis is required.

RECOMMENDATION:

Receive Update on FY26 and Carried Over Council Strategic Initiatives.

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Honorable Mayor and Members of the City Council
November 12, 2025

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ATTACHMENTS:

1. N/A

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City Council Agenda Item
Staff Report

CITY OF SAN BRUNO
DATE: November 12, 2025
TO: Honorable Mayor and Members of the City Council
FROM: Alex D. McIntyre, City Manager
PREPARED BY: Brian Adam, Assistant to the City Manager
SUBJECT: Receive Draft Communications Plan and Provide Feedback to Staff on the Plan’s Fulfillment of the Council’s FY26 Strategic Initiative BACKGROUND:

As one of its 2025 City Council Initiatives, the Council directed staff to develop a communications and engagement program (budgeted for $50,000). Council also expressed a desire to include a survey component in the initiative. Currently staff have allocated $37,550 for the survey component, leaving $12,450 to support any activities, events, or services related to the communications plan for FY26.

DISCUSSION:

Draft Communications Plan
Staff have prepared a draft communications plan (“Plan”, Attachment 1) that includes action items to build on existing communication work and expand the program’s effectiveness.

The draft Plan was prepared with feedback from leadership across all departments, and its format and content were based on peer review and research of communications plans from several cities including:
 Modesto, California
 Morgan Hill, California
 Corinth, Texas
 North Ridgeville, Ohio
The Plan assumes that limited funds would be invested in communication activities outside of the existing staff members working on communications. However, it includes an action item to further investigate areas to expand investment in communication work, and this will be used to develop budget requests or revisions for FY27.

When surveyed, it was discovered that 16 separate City employees totaling over 1,700 hours annually are involved with internal or external communications for their respective departments.

Information is also shared in varying formats and voices. Moreover, this time estimate does not include time spent by staff at public events, e.g. tabling, community activities, community education.
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Item 8c.

Honorable Mayor and Members of the City Council
November 12, 2025

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Currently, the Assistant to the City Manager is the City’s Public Information Officer (“PIO”) and the proposed Plan assumes the PIO would dedicate at least half-time to communications work.

The City Manager’s Office and other departments have also contracted consultants to provide one-time or ongoing communication services (e.g. outreach for the development of a Climate Action Plan, creating the State of the City video update). The Plan can be adjusted based on the desired communication strategy such as relying more on managing contractors or consultants.

Highlights of the Draft Communications Plan
The goal of the draft Plan is to provide clear guidelines and processes to support staff in engagement activities, paving the way to a responsive, effective, and agile communications program.

The Plan includes high-level summaries of resident and staff demographics and their relevance to communication and engagement. Additionally, the Plan has a range of goals and action items including:
More opportunities to engage or solicit the feedback of residents (in-person and digitally) through town halls, other informational content, and micro-surveys related to ongoing policy discussions;
More clarity and transparency on internal processes for communication management and issue escalation;
Creation of performance metrics and review of communication guidelines; Development of a crisis communications plan; and
Review of social media policies and development of multilingual and AI policies.

Upcoming Community Priorities Survey
Staff has also retained Godbe Research, who has previously performed surveys for the City, to conduct the 2025 Community Priorities Survey (25-minute survey, cost of $37,550). The survey will outreach to a statistically significant sample of City residents and revisit questions presented to residents over the past several years. As highlighted in the fiscal year 2025-26 budget, staff have included questions related to potential revenue generation strategies to stabilize the City’s fiscal condition considering multiple threats to core revenue. The survey is scheduled to commence in November 2025. Staff expect the results and Godbe’s analysis to be presented in early 2026.

Next Steps
Staff proposes hearing feedback today on the draft Plan then returning in December for Plan adoptions.

FISCAL IMPACT:

There is no cost related to Council’s review of this item, and sufficient resources are available in the FY26 budget to initiate the Plan.

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Honorable Mayor and Members of the City Council
November 12, 2025

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ENVIRONMENTAL IMPACT:

The action is not a project subject to CEQA. City Council’s action is not considered a “Project” per CEQA Guidelines and therefore no further environmental analysis is required.

RECOMMENDATION:

Receive Draft Communications Plan and Provide Feeback to Staff on the Plan’s Fulfillment of the Council’s FY26 Strategic Initiative.

ATTACHMENTS:

1. Draft Communications Plan

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Communications Plan Proposal
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ATTACHMENT 1
2 Table of Contents
Contents
Table of Contents .......................................................................................................... 2 I. Introduction ........................................................................................................... 4 Making Sense of this Plan ........................................................................................... 4 Changing Legal Landscape......................................................................................... 4 II. Principles .............................................................................................................. 5 III. Themes ................................................................................................................. 6 A. Civic Engagement ............................................................................................... 7 A1 - Develop performance metrics .......................................................................... 7 A2 - Develop tools to streamline engagement and communication work .................... 8 A3 - Provide more opportunities for community members to give feedback or inﬂuence policy .................................................................................................................... 8 B. Staff Support and Engagement .......................................................................... 10 B1 - Document procedures to support onboarding ................................................. 10 B2 - Expand employee events and recognition ........................................................ 11 B3 - Provide space for feedback ............................................................................ 11 B4 - Establish guidelines or process for issue-escalation ........................................ 11 B5 - Support recruitment and retention efforts ....................................................... 12 C. San Bruno’s Brand ............................................................................................ 13 C1 - Train staff in storytelling and communications best practices ........................... 13 C2 - Refresh and distribute brand guidelines .......................................................... 14 C3 - Develop more content that is aligned with communication principles and council initiatives ............................................................................................................. 14 D. Strategic Communications ................................................................................ 16 D1 - Develop a crisis communications Plan............................................................ 17 D2 - Develop a citywide communications calendar ................................................ 17 D3 - Use automation to improve communication productivity ................................. 17 D4 - Develop toolkit for communications and video best-practices .......................... 18

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3 D5 - Perform process and staff assessment for communications ............................. 18 D6 - Build strategic partnerships ........................................................................... 18 D7 - Establish translation guidelines ...................................................................... 19 D8 - Establish Generative AI policy ........................................................................ 19 I V. Discovery Report .............................................................................................. 20 San Bruno at-a-glance ............................................................................................. 20 Demographics of the City of San Bruno, 2010-2023 ................................................ 20 Geography ........................................................................................................... 21 Community Sentiment and Priorities ..................................................................... 22 Economic Development ....................................................................................... 22 Sister Cities with Narita, Japan .............................................................................. 22 San Bruno Staff Demographics ................................................................................. 23 Gender (as of October 2025) ................................................................................. 23 Race and Ethnicity (as of October 2025) ................................................................ 25 Geography and Commutes (as of October 2025) .................................................... 25 San Bruno’s Communication Footprint...................................................................... 27 General structure and performance ....................................................................... 27 V . Conclusion ............................................................................................................. 31 Takeaways .............................................................................................................. 31 Strengths ............................................................................................................. 31 Opportunities ...................................................................................................... 32 VI. Appendix .......................................................................................................... 34 Summarized Implementation Plan ............................................................................ 34

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4 I. Introduction
Public sector communications management is multi-faceted, covering public information, engagement, brand management, and both crisis and issue management. Public agencies have numerous tools to reach their residents, customers, and business partners. There is no shortage of ways to reach people, but staff must constantly adjust to ensure they are still reaching residents and stakeholders.

Making Sense of this Plan
This Plan includes goals and action items based on the communication needs of San Bruno, the demographics of staff, and an overview of how the City of San Bruno’s current communications strategy operates.

Changing Legal Landscape
California has a history of legislating to promote government transparency, accessibility, and accountability. Close to one-third of California’s residents are foreign-born, creating a very diverse state with multiple cultural and linguistic backgrounds. With that, many cities in California have mandated that services or government communications be provided in the ﬁrst languages of their residents if they form a substantial minority within the community.

As of 2024, California State Law requires that multilingual communications be provided for emergency communications (Government Code section 7299.7). Starting in 2026, meeting agendas (Government Code section 54953.4, through SB707) will also need to be translated for any languages spoken by a signiﬁcant number of residents. As the Plan’s Discovery Report section describes, many San Bruno residents speak languages other than English at home and is home to many older residents; as such, multilingual and multimedia outreach is more important than ever.

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5 II. Principles

The City of San Bruno exists to provide exemplary, responsive services for residents and provide a rewarding and meaningful career for staff members. As such, the City’s communication shall:

1. Promote an environment that is diverse, welcoming, and cohesive.

2. Advance the strategic initiatives of the San Bruno City Council.

3. Be transparent, accessible, and easy to understand.

4. Respond to crises and issues in a timely manner.

5. Incorporate multiple mediums to reach and engage as many residents and businesses as possible.

6. Highlight the impact of City departments and their work.

These principles shall be the foundation of San Bruno’s communication strategy and what it aims to accomplish.

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6 III. Themes
This section elaborates on the following themes:

A. Civic Engagement
B. Staff Support and Engagement
C. San Bruno’s Brand
D. Strategic Communications
Each theme is explored in a separate section which lists associated action items, metrics, timelines, etc.

These themes map to several goals:
- Increasing the number of ways to engage the public
- Ensuring communications are equitable, accessible, and multilingual - Developing performance metrics or key performance indicators (KPIs), e.g. engagement rate (ER), clickthrough rate (CTR), and tracking the effectiveness of communication or engagement
- Improvement of internal engagement through various activities - Bringing administrative improvements and clariﬁcation of roles - Providing clarity on brand and content guidelines
- Developing or reviewing policies to guide communications, crisis response, event hosting, or survey development
Ultimately, this serves to provide staff with clear ways to contribute to City communication, an effective standard for guiding the development of communications, and a high-level strategy for communications and information management.

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7 A. Civic Engagement
Civic engagement is an essential ingredient for the effective operation of City government.

How can we provide effective services or communicate effectively if we do not hear from our residents, understand what issues they are facing, or see them in the community?

As such, this Plan suggests the following key action items to deliver on this theme:

1. Adopt and monitor performance metrics for communications

2. Develop a checklist and template for streamlining external engagement for all departments

3. Provide more opportunities for all community members to engage and inﬂuence City policy
A1 - Develop performance metrics
How do staff know that City communications are reaching the intended audience or are effective? How do we know if invested resources, e.g. staff time, budget, are translating into expanded trust, more attendees, or greater brand recognition? The following action items attempt to answer those questions.

To achieve this, the City Manager’s Office (CMO) will develop key performance indicators such as reach, email open/click rates, event attendees, and survey responses in consultation with leadership from other departments. This data, where appropriate, will be made available on the City’s website.

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8 A1.2 Publish a live KPI
dashboard and schedule
monthly review cadence
with Council/ET
CMO Jun 30,
2026
Dashboard live; 100%
of monthly reports
delivered on time for 3
months

A2 - Develop tools to streamline engagement and communication work Starting or developing a communication or event can be a huge obstacle. The City Manager’s Office, in partnership with relevant stakeholders, will create templates and checklists to guide departments in the process of creating surveys, hosting events, or preparing communications content.

Goal Action item Assignee Target date Metric / Deliverable A2.1 Create “Community
Input Kit” (survey
templates, outreach
checklist, multilingual
assets)
CMO Jun 30,
2026
Kit published; used by
≥3 projects

A3 - Provide more opportunities for community members to give feedback or inﬂuence policy
Now that there are multiple ways to communicate with residents, this raises the question of what types of activities to prioritize for raising engagement or opening new opportunities for people to get involved or become engaged.

Although residents can already get involved in local clubs and organizations, serve on commissions, or provide feedback at City Council meetings, there are multiple ways to promote ongoing engagement. This Plan suggests creating in-person events in addition to City Council meetings for residents and businesses to learn about news and ongoing City work. Additionally, this Plan proposes creating a digital form to solicit community feedback on ongoing initiatives or issues for staff and the City Council to conside r.

Goal Action item Assignee Target date Metric / Deliverable A3.1 Launch a Policy Input
Portal (web form + topic
pages + auto routing)
CMO Jun 30,
2026
Portal live; response
acknowledgment SLA
≤2 business days
A3.2 Host recurring
participation
touchpoints (town halls,
office hours, pop-ups)
CMO,
Executive
Team
Jun 30,
2026
≥6 events held; ≥75%
of attendee
satisfaction in post-
event surveys

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9 A3.3 Launch a City Services
Academy that provides
learning and volunteer
opportunities for
residents
Police,
Executive
Team
June 30,
2026
Web page created;
curriculum developed;
ﬁrst cohort identiﬁed

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10 B. Staff Support and Engagement
Internal communication and engagement are essential to the success of the City of San Bruno. Changes and information need to be clearly communicated across the organization to ensure change is effectively managed, staff are supported, and issues are addressed.

This, along with other programs, ensures staff stay engaged and ready to provide excellent service to residents and deliver on essential projects.

This Plan presents the following action items to help deliver on that goal:

1. Document and create procedures to support onboarding

2. Expand employee events and recognition activities

3. Provide spaces for staff to share feedback to improve processes

4. Establish a citywide structured internal communications guidelines or framework to include a formal issue-escalation process to strengthen collaboration within and across departments.

5. Support recruitment efforts
B1 - Document procedures to support onboarding
The Administrative Services Department will work with department leadership to establish and reﬁne the onboarding process to include regular engagement with department heads and professional development activities.

Goal Action item Assignee Target date Metric / Deliverable

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11 B1.1 Publish an Onboarding
Playbook with 30/60/90-
day templates
Administrative
Services
Jun 30,
2026
Playbook live;
templates adopted in
HR toolkit
B1.2 Pilot onboarding with
new hires and reﬁne
Administrative
Services
Jun 30,
2026
100% of new hires
receive 30/60/90 Plans
B2 - Expand employee events and recognition
The City Manager’s Office and Administrative Services Department will collaborate with existing volunteers and staff to develop a calendar of activities and new employee recognition events.

Goal Action item Assignee Target date Metric / Deliverable B2.1 Approve internal 2026
recognition/event
calendar (quarterly all-
hands, kudos system,
service awards)
CMO,
Executive
Team
Jun 30,
2026
Calendar approved;
comms sent to all staff
B2.2 Launch monthly kudos
and recognition event
Administrative
Services,
CMO
Jun 30,
2026
≥60% staff
participation in kudos;
≥80% event
satisfaction
B3 - Provide space for feedback
Based on employee feedback, the Administrative Services Department will develop a space for staff to share feedback and brainstorm on policy or organizational improvements.

Goal Action item Assignee Target date Metric / Deliverable B3.1 Stand up monthly “Fix-It
Forum” + anonymous
feedback form
Administrative
Services
Jun 30,
2026
Forum scheduled; form
live and linked on
intranet
B4 - Establish guidelines or process for issue-escalation The City Manager’s Office will work with the leadership team and Administrative Services Department to provide issue-escalation guidelines and a digital intake form for submitting and then tracking issues as reported.

Goal Action item Assignee Target date Metric / Deliverable B4.1 Develop issue
escalation and tracking
process
CMO,
Executive
Team
Jun 30,
2026
Process launched;
quarterly report given
to Executive Team

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12 B5 - Support recruitment and retention efforts
The Administrative Services Department will work with departments and the City Manager’s Office to monitor recruitment data and challenges, incorporating changes to communications as appropriate or recommended.

Goal Action item Assignee Target date Metric / Deliverable B5.1 Track recruitment
demographics and
performance data
Administrative
Services,
CMO
Jun 30,
2026
Data tracked; yearly
review provided to
Administrative Services
Director and feedback
for job postings /
communications as
appropriate
B5.2 Establish bi-quarterly
review of separations to
identify potential
retention challenges
Administrative
Services
Jun 30,
2026
Reporting format
established; report
provided to
Administrative Services
Director.

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13 C. San Bruno’s Brand
The brand of San Bruno requires intentional management and clear guidelines for staff to maintain and grow through communications. Without it, the City will be unable to effectively manage crises, execute opportunities, or encourage investment.

With that in mind, this Plan outlines the following action item to help support San Bruno’s brand:

1. Train staff in best practices for media relations to build audience trust through a storytelling focus

2. Refresh and distribute brand guidelines for San Bruno

3. Develop more content that reﬂects the core principles and council initiatives.

C1 - Train staff in storytelling and communications best practices Each staff member is a spokesperson for the City. Whether they are presenting to the City Council, speaking to community groups, or interacting with the media – it is important for staff to understand the fundamentals of the City brand and how best to proceed.

The City Manager’s Office will work with department leadership to develop a toolset for effective storytelling and provide training to applicable or interested staff.

Goal Action item Assignee Target date Metric / Deliverable

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14 C1.1 Design media-relations
training (spokesperson
skills, holding
statements, interview
reps)
CMO Jun 30,
2026
Curriculum and
materials approved
C1.2 Train managers and PIO
backups
CMO,
Executive
Team
Dec 31,
2026
≥90% target staff
trained; post-training
assessment avg ≥85%

C2 - Refresh and distribute brand guidelines
The City Manager’s Office will perform an exhaustive review of existing brand guidelines and materials to present a clear, uniﬁed image for San Bruno’s brand.

Working with department leadership, the City Manager’s Office will also review the social media policy and develop a review cadence.

Goal Action item Assignee Target date Metric / Deliverable C2.1 Refresh and publish
Brand Guidelines (logo,
colors, typography,
photography,
accessibility)
CMO,
Executive
Team
Jun 30,
2026
New guide published;
distribution to all
departments, Consider
revision to the City
Logo
C2.2 Roll out compliance
checks & templates
(PowerPoint, letterhead,
social cards)
CMO Jun 30,
2026
100% of new materials
use templates;
quarterly audit shows
≥90% compliance
C2.3 Review and revise
existing social media
policy and guidelines
CMO,
Executive
Team
Jun 30,
2026
Policy reviewed and
revised as necessary;
review cadence
established.

C3 - Develop more content that is aligned with communication principles and council initiatives
As part of the brand and guideline review, the City Manager’s Office will work with department leadership to establish guidance for how to incorporate the City Council’s strategic initiatives and communication principles into messaging.

Goal Action item Assignee Target date Metric / Deliverable C3.1 Map editorial themes to
Council initiatives & core
principles
CMO,
Executive
Team
Jun 30,
2026
Theme map approved;
shared with dept
comms leads

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15 C3.2 Produce initiative-
aligned stories (web,
social, newsletter)
CMO Jun 30,
2026
≥2 stories/month for 6
months; average time-
on-page ≥1:30

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16 D. Strategic Communications
The key reason to promote engagement, support staff, and clarify the City’s brand is to support its communication agility and strategic capabilities. Ambiguity and lack of clarity can delay the City; a lack of documentation or framework can contribute to risk aversion.

Consequently, this section includes a larger set of action items that we believe are imperative for the City to support its communication strategy:

1. Develop a crisis communication and management strategy, which includes a feedback loop

2. Collaborate with all departments to develop a citywide event and communications calendar to support coordination

3. Implement productivity enhancements for improving communication turnaround and Planning

4. Invest in training and resources to expand type and quality of content produced

5. Assess and align staffing, roles, and resources to ensure the City has the capacity to meet its communications goals, with clear ownership and processes for managing requests across departments.

6. Build strategic partnerships with community groups and key stakeholders to amplify and extend the City’s messaging.

7. Establish San Bruno translation guidelines and review accessibility policy in alignment with best practices and applicable laws.

8. Develop a policy regarding the use and disclosure of Generative AI.

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17 D1 - Develop a crisis communications Plan
The Fire Department is currently reviewing and revising the City’s emergency response plan. As part of this work, the City Manager’s Office will develop a Crisis Communications Plan in partnership with stakeholder departments.

Goal Action item Assignee Target date Metric / Deliverable D1.1 Draft and adopt Crisis
Comms & Management
Plan (roles, approvals,
channels)
CMO, Fire,
Police, Public
Works
Jun 30,
2026
Plan adopted; contact
tree current
D1.2 Conduct tabletop
exercise and after-action
improvements
Fire Jun 30,
2026
First public statement
in ≤60 minutes during
drill; AAR published
within 10 days
D2 - Develop a citywide communications calendar
The City Manager’s Office will create an online, shared calendar for all departments to view upcoming communications for strategic alignment.

Goal Action item Assignee Target date Metric / Deliverable D2.1 Launch shared citywide
communications
calendar
(Teams/SharePoint +
request form)
CMO Jun 30,
2026
Calendar live; all depts
onboarded
D2.2 Establish governance
and deadlines for
submissions
CMO Jun 30,
2026
100% depts submit
monthly; ≥90%
Planned posts
published on schedule
D3 - Use automation to improve communication productivity Building upon other action items described in this Plan, the City Manager’s Office will build on clariﬁed processes to implement automated workﬂows to generate reminders, document approvals, and track turnaround time.

Goal Action item Assignee Target date Metric / Deliverable D3.1 Automate
intake/approvals for new
communications
CMO Jun 30,
2026
Forms + ﬂows live;
request IDs trackable
end-to-end

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18 D4 - Develop toolkit for communications and video best-practices Building on earlier action items that include guidelines and kits, the City Manager’s Office will develop a practical guide for ﬁlming, content development, or generative AI to help support staff’s ability to create or take videos when the City does not have a full-time staff member or contractor to complete similar work.

Goal Action item Assignee Target date Metric / Deliverable D4.1 Build micro-studio
toolkit (lighting, mic,
backdrop) + how-to
guides
CMO Jun 30,
2026
Studio ready; guide
library published
D4.2 Develop training for best
practices (short video,
infographics, bilingual
content)
CMO,
Executive
Team
Jun 30,
2026
Training developed and
approved; ≥20 staff
trained
D4.3 Create a generative AI
toolkit that identiﬁes
options and best
practices
CMO Jun 30,
2026
Toolkit launched on
internal SharePoint
page

D5 - Perform process and staff assessment for communications This Plan includes a preliminary exploration of how many staff are dedicated to communications work across departments (see pg. 27). However, there are opportunities to expand this work or to bring in a third-party to survey staff or review business processes.

The City Manager’s Office will work with city leadership to map out communication work, needs, and potential opportunities for investment.

Goal Action item Assignee Target date Metric / Deliverable D5.1 Create an inventory or
map of existing
communication
resources Citywide
CMO,
Executive
Team
Jun 30,
2026
Number of staff,
applications used, and
number of hours
documented

D6 - Build strategic partnerships
In addition to clarifying roles and responsibilities internally, the City will beneﬁt from reviewing its strategic partnerships with community members and groups.

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19 The City Manager’s Office will work with city leadership to document existing relationships and perform regular updates of partnerships or connections across various organizations, e.g. community groups, news outlets, inﬂuencers, clubs, businesses.

Goal Action item Assignee Target date Metric / Deliverable D6.1 Establish relationships
or contact with
neighborhood groups
and community
organizations
CMO,
Executive
Team
Jun 30,
2026
Potential connection
list developed; all
contacts messaged or
notiﬁed

D7 - Establish translation guidelines
Although the City provides translated materials and maintains a list of multilingual staff for translation or interpretation, staff will be better served with a clear process and policy on what materials are translated, how translations can be prepared, and who performs translation or interpretation services.

Goal Action item Assignee Target date Metric / Deliverable D7.1 Create a translation and
multilingual
communications policy
CMO,
Executive
Team
Jun 30,
2026
Policy published and
staff trained

D8 - Establish Generative AI policy
As Generative AI becomes more ubiquitous and integrated into various technology, it is important to increase staff knowledge of generative AI, clarify use cases, and adopt clear disclosures for residents, businesses, or interested parties which may use San Bruno documents and information.

Goal Action item Assignee Target date Metric / Deliverable D8.1 Create a policy on
Generative AI use and
disclosure
CMO,
Executive
Team,
Administrative
Services
Jun 30,
2026
Policy published and
staff trained

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20 IV. Discovery Report
This section provides additional information about San Bruno, its staff, ongoing programs that have strategic communications relevance, the way San Bruno’s communication work currently operates, strengths, and opportunities for improvement.

San Bruno at-a-glance

Demographics of the City of San Bruno, 2010-2023
As of the 2020 US Census, the roughly 45,000 residents of the City of San Bruno predominantly identify as White or Asian American. Close to 13,000 identify as Hispanic or Latino and close to 14,000 identify as Asian American. Of that segment, 40% identify as Chinese and roughly 36% identify as Filipino. Of these, approximately 47% speak a language other than English at home. 36% of residents in San Bruno are foreign-born, roughly 30% more than the statewide average.

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21 Other Census Facts:

Statistic San Bruno* California
Median age 39.8 38.4
65 years old or older 17.4% 16.5%
Median household income $135,976 $100,149
Poverty rate 5.1%** 11.8%
Bachelor’s Degree 43.8% 38.1%
Average commute time
(minutes)

25.1 29.7
Homeownership rate 61.8% 55.8%
Living with a disability 9.5% 12.1%
Living without health
insurance

4.7% 5.9%
*According to the American Communities Survey for 2023
**Poverty rate is ~8.1% for residents 65 years old and older Geography
The City of San Bruno is located approximately 12 miles south of the City and County of San Francisco and is bordered by the communities of South San Francisco to the north,

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22 Millbrae to the south Paciﬁca to the west and San Francisco International Airport to the east.

It also contains a Caltrain and Bay Area Rapid Transit (BART) stop along Huntington Avenue which terminates at the intersection of San Mateo and San Bruno Avenue. Additionally, San Bruno is the center of interchanges for highways 101, 280, and 380, making the City exceptionally well connected via multiple transit modes.

Community Sentiment and Priorities
Placeholder. This section will be updated based on the results of the 2025 Community Priorities Survey.

Economic Development
The City of San Bruno is home to the headquarters of YouTube and Walmart’s e-Commerce division. The former are expanding their offices at Bayhill and the City is expecting thousands of new residential and commercial spaces to be built in the coming decade as it prioritizes effective economic development policies and partners to foster investment in the community.

Sister Cities with Narita, Japan
For over several decades, the City of San Bruno has partnered with the City of Narita, Japan to manage a novel student exchange program that gives middle schoolers from both countries an opportunity to visit and learn about each other’s culture and language.

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23 San Bruno Staff Demographics
Gender (as of October 2025)

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24 Although some recent research has suggested that women are better represented in the public sector compared to the private sector1, more than two-thirds of San Bruno staff are male. This can be partially explained because frontline and public safety departments, e.g.

Public Works, CityNet, Fire
2, and Police3, are the largest departments and are typically male-dominated ﬁelds. The Community Services department is the only department with a similar amount of male and female employees.

Where possible, the City should consider expanding its recruitment efforts to ensure all candidates see San Bruno is the employer of choice and an excellent place to work.

Currently, the City of San Bruno does not record sex or gender separately.

1 Gardner, Nora et al. 2023. “Making government an even better place for women to work” . McKinsey and Company.
2 For information on hiring in the Fire service, see Hollerbach BS, Heinrich KM, Poston WSC, Haddock CK, Kehler AK, Jahnke SA. 2017. Current Female Fireﬁghters' Perceptions, Attitudes, and Experiences with Injury.

Int Fire Serv J Leadersh Manag. 11:41-47. PMID: 31225527; PMCID: PMC6586224.

3 For information on hiring in the Police service, see Cromwell, Alfreda. 2022. The Underrepresentation of Women Police Officers in the United States. Master's thesis, Harvard University Division of Continuing Education.

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25 Race and Ethnicity (as of October 2025)

The largest racial or ethnic groups that staff identify with are White, Hispanic/Latino, and Asian. Staff demographics are relatively close to those reported in the US Census data for 2020. However, despite making up 32% and 31% of San Bruno’s population respectively, both Asian and Hispanic/Latino Americans are underrepresented among staff.

For Hispanic and Latino staff, part of this disparity may be from mismatch in data.

Succinctly, internal HR data sets Hispanic/Latino as a distinct group, whereas the US Census considers it an overarching group. For example, a respondent to the census can say they are Black and Latino or White and Latino, but the Hispanic/Latino data would be reported separately from the data that includes other races.

Nevertheless, this disparity presents further need to consider recruitment strategies and ensure multilingual communications.

Geography and Commutes (as of October 2025)
Home County Total Percentage
San Mateo 158 63%
San Francisco 22 9%
Contra Costa 19 8%
Alameda 16 6%

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26 Placer 6 2%
Santa Clara 5 2%
Sacramento 4 2%
San Francisco 4 2%
El Dorado 3 1%
Marin 2 1%
San Joaquin 2 1%
Santa Cruz 2 1%
Solano 2 1%
Butte 1 0%
Calaveras 1 0%
Madera 1 0%
Stanislaus 1 0%
Sutter 1 0%
Yolo 1 0%
Alameda 1 0%
Total staff 252
Most San Bruno staff live in San Mateo County. 44% of this group live within San Bruno, followed by South San Francisco (21, 13%) and Paciﬁca (15, 9%).

Close to 10% of staff live in counties with a minimum commute time of 2 hours, which may have a considerable impact to employee health and wellness.

This data presents considerations for Planning internal engagement activities that are convenient for all staff, developing potential carpool opportunities, encouraging participation in commuter programs via public transit, or expanding homeownership incentives.

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27 San Bruno’s Communication Footprint

General structure and performance
The City of San Bruno, like many other cities, manages its communications in a federated model. The City Manager’s Office manages the accounts that are not associated with any particular department, i.e. “The City of San Bruno. ” These accounts, in addition to general news and press releases, also includes communications for Public Works and Community Development Department and cross-promotes content from other departments.

The following table is the follower counts for the CMO-managed City accounts:

Platform
Follower Count
10/10/2024 7/17/2025 #
change
%
change
Facebook 1500 1591 91 6%
Instagram 1761 2100 339 19%
Nextdoor 19148 20100 952 5%
Twitter/X 674 708 34 5%

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28 Because Instagram has seen the most relative improvement, the following table presents San Bruno’s Instagram performance in comparison to peer San Mateo County cities:

Instagram data as of 7/17/25
City Followers (F) Population (P) F / P
Atherton 1762 6823 26%
San Carlos 4008 28862 14%
Menlo Park 3787 31690 12%
South San Francisco 6924 63123 11%
Redwood City 8610 80996 11%
Foster City 3199 32180 10%
Millbrae 2038 22087 9%
East Palo Alto 2108 28216 7%
San Mateo 6729 101327 7%
San Bruno 2100 41327 5%
Daly City 3418 99833 3%
Burlingame 641 29910 2%

The F/P column is the number of followers on the City’s main Instagram account divided by their population. Despite improvement, San Bruno ranks close to the bottom of the list.

Follower counts are presented as a rough metric for the effectiveness of communications work. However, accounts can accumulate followers over time that disengage without unfollowing; as a result, follower counts can rise while overall engagement, e.g. views, clicks, posts; remains low.

Other City departments maintain separate accounts across various social media platforms. These include:
- Community Services (Rec & Park + Library)
- Fire
- Police
- Administrative Services

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29 Overview of communication applications used:

San Bruno Responds is used to triage external complaints or issues from the public internally
Breakdown of resources allocated by department
Department Staff Impacted Estimated monthly hours*
Administrative Services 2 16
City Manager’s Office 1 20
Community Services (Library) 5 48
Community Services (Recreation) 2 15
Community Services (Senior Center) 2 10
Fire 1 8
Police 3 25
Grand Total 15 143
*Social media and other communications content only
Specialized communications
The City Manager’s Office and Community Services create periodic newsletters for their various audiences. As of FY25, the City Manager sends a quarterly newsletter citywide. The Community Services department similarly generates monthly newsletters for the Senior Center, Library and RAC as well as a quarterly catalog that covers events, service offerings, and promotes the Recreation Division.

City Manager’s
Office
Community Dev.

Public Works
Community
ServicesFirePolice
RAC
Admin
Services
Library
Senior
Center
Twitter YouTube Instagram
Nextdoor Facebook MailChimp
Twitter Instagram
Facebook RecMail
Twitter Instagram
Facebook Nextdoor
Twitter Instagram
Facebook Nextdoor
LinkedIn
External
Internal
Departments
Bamboo
HR
Happy
Fox
San Bruno
Responds

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30 Internal engagement and public education or engagement events Planned and organized by staff are not included above, but they approach ~200 monthly hours depending on availability and the programming Planned.

Strategic communications
The City regularly prepares a yearly budget book; this budget and related workshops and community presentations are opportunities to enhance stakeholder and community engagement, educate the public, and support the brand of the City.

The Capital Improvement Program is another key item that features timely notiﬁcations for residents to let them know about potential interruptions or impacts, but there is also an opportunity to highlight more successfully completed work, e.g. the unveiling of the Recreation and Aquatic Center, Centennial Plaza, Florida Park, and improvements downtown.

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31 V. Conclusion
Although San Bruno has limited resources, this is no excuse to deprioritize effective communications and engagement. San Bruno’s communication footprint is relatively strong, e.g. existing internal engagement activities, range of external engagement tools like newsletters and events, strategic engagement with local groups and media outlets. Further investment and strategic resource allocation can potentially elevate San Bruno’s brand and support its mission.

Takeaways
Strengths
The following strengths were identiﬁed and incorporated into the themes and goals of this Plan:

Regular events and calendar
San Bruno has a range of seasonal activities to come together with community members and hosts events to engage staff internally. This foundation opens potential to build up more brand identity or to further invest in the community and staff.

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32 Committed community members and staff
San Bruno boasts staff that live within the City with years of experience and commitment to the place they call home. Moreover, commissions reﬂect that there is an opportunity to invest and support existing staff and commissioners to become ambassadors for the City to raise awareness about projects, events, and challenges.

Dense communications environment
Although San Bruno may have limited resources, it beneﬁts from being adjacent to a range of jurisdictions and agencies with their own public information and relations teams that can highlight events, news, and more. Connecting more thoroughly with these groups long-term can provide useful connections.

Opportunities
The following opportunities were identiﬁed based on a review of the City’s current communication work and strategy, and they were incorporated as themes and goals.

Leverage more technology and procedures
San Bruno can enhance its communications by using more existing technology features to produce more communications, coordinate its work across departments and platforms, and to support the ability of staff to contribute to the message of the city even if their teams lack dedicated public information officers or communications staff.

Specialized communications for each audience
Although departments tailor their communications to their various audiences or the nature of a project, the City can invest more time into further reﬁning messaging to suit the platform, e.g. buttoned up conversations and podcast-lite content for Facebook, memes and trendier content for Instagram, YouTube (longform videos and shorts), and TikTok. This requires more investment, and it also demands more risk tolerance and taking such as expanding the City’s social media presence to additional platforms such as TikTok, Snapchat, Reddit, Threads, Discord, BlueSky, Telegram, and Signal.

Brand building and more risk taking
The City can invest in more to reﬁne and expand its brand; by building more communications conﬁdence and agility, it can also enter the public conversation more readily to elevate its image, redirect attention to ongoing programs or successes, and mitigate potential issues. Establishing clear engagement guidelines

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33 and a supporting framework will give the City the guardrails it needs to take calculated risks, while ensuring creativity is balanced with consistency and long- term trust.

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34 VI. Appendix
Summarized Implementation Plan
The following table summarizes all action items.
• The “Goal” column references the overarching Purpose or Goal and the corresponding item, e.g. “A1” refers to adopting performance metrics and falls under “Improve civic engagement. ”
• The “Assignee” column is the responsible party. In cases where multiple departments or teams are listed, the ﬁrst is the lead, and the latter are co-leads or stakeholders.
• The “Metric / Deliverable” column provides additional context for what the action item will provide.

Goal Action item Assignee Target
date
Metric / Deliverable
A1.1 Deﬁne comms KPIs
(reach, ER, CTR, email
open/click, response
times) and set FY25
baseline
CMO,
Executive
Team
Jun 30,
2026
KPI list approved;
baselines documented
for ≥90% KPIs
A1.2 Publish a live KPI
dashboard and
schedule monthly
review cadence with
Council/ET
CMO Jun 30,
2026
Dashboard live; 100%
of monthly reports
delivered on time for 3
months
A2.1 Create “Community
Input Kit” (survey
templates, outreach
checklist, multilingual
assets)
CMO Jun 30,
2026
Kit published; used by
≥3 projects
A3.1 Launch a Policy Input
Portal (web form + topic
pages + auto routing)
CMO Jun 30,
2026
Portal live; response
acknowledgment SLA
≤2 business days
A3.2 Host recurring
participation
touchpoints (town halls,
office hours, pop-ups)
CMO,
Executive
Team
Jun 30,
2026
≥6 events held; ≥75%
of attendee
satisfaction in post-
event surveys
A3.3 Launch a City Services
Academy that provides
learning and volunteer
Police,
Executive
Team
June 30,
2026
Web page created;
curriculum developed;
ﬁrst cohort identiﬁed

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35 opportunities for
residents
B1.1 Publish an Onboarding
Playbook with 30/60/90-
day templates
Administrative
Services
Jun 30,
2026
Playbook live;
templates adopted in
HR toolkit
B1.2 Pilot onboarding with
new hires and reﬁne
Administrative
Services
Jun 30,
2026
100% of new hires
receive 30/60/90 Plans
B2.1 Approve internal 2026
recognition/event
calendar (quarterly all-
hands, kudos system,
service awards)
CMO,
Executive
Team
Jun 30,
2026
Calendar approved;
comms sent to all staff
B2.2 Launch monthly kudos
and recognition event
Administrative
Services,
CMO
Jun 30,
2026
≥60% staff
participation in kudos;
≥80% event
satisfaction
B3.1 Stand up monthly “Fix-It
Forum” + anonymous
feedback form
Administrative
Services
Jun 30,
2026
Forum scheduled;
form live and linked on
intranet
B4.1 Develop issue
escalation and tracking
process
CMO,
Executive
Team
Jun 30,
2026
Process launched;
quarterly report given
to Executive Team
B5.1 Track recruitment
demographics and
performance data
Administrative
Services,
CMO
Jun 30,
2026
Data tracked; yearly
review provided to
Administrative
Services Director and
feedback for job
postings /
communications as
appropriate
B5.2 Establish bi-quarterly
review of separations to
identify potential
retention challenges
Administrative
Services
Jun 30,
2026
Reporting format
established; report
provided to
Administrative
Services Director.

C1.1 Design media-relations
training (spokesperson
skills, holding
statements, interview
reps)
CMO Jun 30,
2026
Curriculum and
materials approved
C1.2 Train managers and PIO
backups
CMO,
Executive
Team
Dec 31,
2026
≥90% target staff
trained; post-training
assessment avg ≥85%

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36 C2.1 Refresh and publish
Brand Guidelines (logo,
colors, typography,
photography,
accessibility)
CMO,
Executive
Team
Jun 30,
2026
New guide published;
distribution to all
departments, Consider
revision to the City
Logo
C2.2 Roll out compliance
checks & templates
(PowerPoint, letterhead,
social cards)
CMO Jun 30,
2026
100% of new materials
use templates;
quarterly audit shows
≥90% compliance
C2.3 Review and revise
existing social media
policy and guidelines
CMO,
Executive
Team
Jun 30,
2026
Policy reviewed and
revised as necessary;
review cadence
established.

C3.1 Map editorial themes to
Council initiatives &
core principles
CMO,
Executive
Team
Jun 30,
2026
Theme map approved;
shared with dept
comms leads
C3.2 Produce initiative-
aligned stories (web,
social, newsletter)
CMO Jun 30,
2026
≥2 stories/month for 6
months; average time-
on-page ≥1:30
D1.1 Draft and adopt Crisis
Comms & Management
Plan (roles, approvals,
channels)
CMO, Fire,
Police, Public
Works
Jun 30,
2026
Plan adopted; contact
tree current
D1.2 Conduct tabletop
exercise and after-
action improvements
Fire Jun 30,
2026
First public statement
in ≤60 minutes during
drill; AAR published
within 10 days
D2.1 Launch shared citywide
communications
calendar
(Teams/SharePoint +
request form)
CMO Jun 30,
2026
Calendar live; all depts
onboarded
D2.2 Establish governance
and deadlines for
submissions
CMO Jun 30,
2026
100% depts submit
monthly; ≥90%
Planned posts
published on schedule
D3.1 Automate
intake/approvals for
new communications
CMO Jun 30,
2026
Forms + ﬂows live;
request IDs trackable
end-to-end
D4.1 Build micro-studio
toolkit (lighting, mic,
backdrop) + how-to
guides
CMO Jun 30,
2026
Studio ready; guide
library published

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37 D4.2 Develop training for best
practices (short video,
infographics, bilingual
content)
CMO,
Executive
Team
Jun 30,
2026
Training developed and
approved; ≥20 staff
trained
D4.3 Create a generative AI
toolkit that identiﬁes
options and best
practices
CMO Jun 30,
2026
Toolkit launched on
internal SharePoint
page
D5.1 Create an inventory or
map of existing
communication
resources Citywide
CMO,
Executive
Team
Jun 30,
2026
Number of staff,
applications used, and
number of hours
documented
D6.1 Establish relationships
or contact with
neighborhood groups
and community
organizations
CMO,
Executive
Team
Jun 30,
2026
Potential connection
list developed; all
contacts messaged or
notiﬁed
D7.1 Create a translation and
multilingual
communications policy
CMO,
Executive
Team
Jun 30,
2026
Policy published and
staff trained
D8.1 Create a policy on
Generative AI use and
disclosure
CMO,
Executive
Team,
Administrative
Services
Jun 30,
2026
Policy published and
staff trained

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San Bruno City CouncilNovember 12, 2025

San Bruno City Council
November 12, 2025