San Leandro Strategic Communications Plan FINAL 6-10-2023 — San Leandro City Council, June 20, 2023

Office of City Manager
Strategic
Communications
Plan
Prepared by:

June 2023
3 Introduction
4 Research Steps / Results
6 Situation Analysis
7 2021 City Council Goals
7 Communication Goals
8 Communication Objectives
8 Audiences
9 Organizational Key Messages
10 External Communications Strategies
13 External Communications Tactics
27 Internal Communications Strategies
28 Internal Communications Tactics
30 Public Information Program: Organizational Structure 32 Program Evaluation
32 Priority Implementation Chart
33 Appendix A – Interviewees
34 Appendix B
Table of Contents
2 | Strategic Communications Plan – City of San Leandro Introduction
City of San Leandro – Strategic Communications Plan | 3 The City of San Leandro should be
congratulated for undertaking this process
of reviewing the City’s communications
effectiveness and looking for recommendations
which will help ensure improved understanding by
the community of its services, programs and issues.

The goals of this Plan are to:
• Analyze existing communications programs and
materials
• Assess the perception of the City’s
communications efforts among a variety of
constituencies
• Identify opportunities to implement effective
communications processes and tools, and
• Recommend specific action steps that will
enhance the City’s future communications
success while considering realistic limitations on
staff and financial resources
This report should be considered a blueprint for the
City to refine its communications program into a
formal part of its institutional structure and culture.

This Plan is focused on implementation within the
next three to five years.

Communications today is much more complex than
in previous decades. Most of us are overloaded with
information and therefore are much less likely to
read in-depth articles or materials about government
agencies or services; many are apt to be informed
by visual images and by communications vehicles
which reach us with messages specifically tailored
to our needs and concerns. The City’s challenge
is to convey consistent messages which serve to
explain the organization’s purpose and reason for its
decisions and invite input, both on an overarching
level as well as on specific project/issue levels.

Our efforts were made infinitely easier by the
cooperation and openness of all those we
worked with on this project. Members of the City
Council, staff, community members and business
representatives were universally helpful, honest and
willing to share their perceptions with our team. We
are especially appreciative to the staff in the City
Manager’s Office.

Finally, it is important to note that the principles
of communications and engagement – a two-way
process of communicating and listening – have
been viewed as major elements of business and are
increasingly not only a function of government, but
an integral part. As Thomas Jefferson wrote, “If we
think society not enlightened enough to exercise their
control over government with a wholesome discretion,
the remedy is not to take it away from them, but to
inform them.”
Scott Summerfield Sheri Benninghoven, APR
Principals, SAE Communications
Research Steps/Results
Research was conducted using a proven
process of qualitative and quantitative
methodologies. One-on-one interviews were
conducted by members of the SAE Communications
team with a variety of individuals representing
internal City audiences and community members.

The list of these participants is included in the
appendix. It is important to note that no single
person’s opinions are quoted; it is the composite
of all the voices heard that forms the basis of the
recommendations in this Plan.

Further, we assisted the City in conducting an
online survey to ascertain perceptions about
communications and also from where information is
gathered. These results are provided in a separate
document.

SAE’s research steps included:
• Individual interviews with members of the City
Council
• Individual interviews with department heads and
senior staff
• Individual interviews with community leaders and
business representatives
• Evaluation of City printed and electronic materials
• Evaluation of social media content
• Analysis of media coverage
• Evaluation of the City’s web site
• Online community survey
San Leandro External Interviews
Summary
• There is a strong desire for additional
communication in languages other than English,
as San Leandro is regarded as one of the most
diverse communities in the Bay Area.
• Region should be more aware of San Leandro’s
efforts to embrace its diversity.
• The San Leandro Times is considered the
primary non-City source of important community
news.
• The City Manager’s monthly e-newsletter is
recognized as helpful, informative and a signal of
better communication from the City.
• Communication is
generally perceived
as improving under
the leadership of the City
Manager and there is a clear
understanding that this is a
priority.
• There is a desire for increased communication
with the school districts, using the tools already
in place to inform parents/guardians about
important community issues.
• Residents would appreciate additional
opportunities to meet and discuss issues with the
City Manager.
• There are no readily-identifiable communications
tools sent directly to residents on a set schedule.
• Social media is not being used as effectively as
possible due to lack of staffing.
• Public safety was frequently noted as the
most important community issue and requires
additional communication regarding City/PD
actions, etc.
• Communications tools focused specifically on
businesses would be highly-valued.
• City website has improved vs. previous version.
• Steven Taylor death was a turning point in
the community and showed that public safety
communication must be improved.
• Homelessness is a serious community concern
and there is a desire for more information about
actions the City is taking to manage it.
• There is a desire for face-to-face communication
for residents who aren’t connected on social
media and don’t use electronic communication
tools.

San Leandro Internal Interviews Summary
• Recent staff survey indicated that improved
communication must be a top priority;
engagement with staff is lacking and staff often
feel uninformed. There is noted improvement in
the recent year.
• Intra-department communication needs
improvement, providing staff at all levels with a
4 | Strategic Communications Plan – City of San Leandro baseline understanding of issues outside their
department.
• There is a strong desire for additional
communication in languages other than English.
• The San Leandro Times is considered the
primary non-City source of important community
news.
• The City Manager’s monthly e-newsletter is
recognized as a beneficial new tool to inform
staff about programs, issues, and initiatives
throughout the City.
• City Manager’s Office communication is generally
perceived as improving.
• There is a strong recognition that public
information/communications staff levels are
insufficient for a city as large as San Leandro.

Current staff is doing an exemplary job but is
stretched very thin.
• Social media is not being used as effectively as
possible due to lack of staffing.
• Councilmembers desire clarification of their
roles during a crisis and a deeper understanding
of the Incident Command System and other
components of emergency response.
• Communication should be improved with
residents of multi-family properties (primarily
renters).
• Strong desire for honesty in communication,
indicating the difficulties faced by the City when
managing tough issues.
• Staff would benefit from a streamlined system
for press release distribution, social media posts,
media pitches, etc.
• A cross-department communications team
would allow current staff with communication
responsibilities to work more efficiently and
coordinate messaging, etc.
• Staff in the field would benefit from an internal
communications strategy that is not solely
designed for those who work at desks or in
offices.

San Leandro Community Survey
Summary
• There were a total of 211 respondents, with
many offering commentary in the open-ended
questions.
• More than 2/3 of respondents believe they
receive information about important community
issues in a timely, easy-to-understand manner.
• Respondents were fairly evenly divided regarding
whether they believe they have access to or
receive sufficient information about City services.
• About 3/4 of respondents somewhat agree that
the City makes a strong effort to inform them
about its programs, services and issues; that they
have a good understanding of how important
community issues are discussed and decided
by the City; and that they know where to get
information about a specific City program, service
or issue.
• About 1/3 of respondents most often get
information about City Council policy decisions
from official City communications. Slightly fewer
get that information from external sources such
as TV, radio, newspapers, websites, social media,
etc. Almost 1/4 of respondents indicate that they
usually don’t hear about this information at all.
• Most frequently used communications tools
to receive information about City programs,
services, and issues include the Internet in
general (not just City website), San Leandro
Times, City website, word-of-mouth, social media
posts and City Manager’s monthly e-newsletter.
• Almost 3/4 of respondents are aware of the AC
Alert system, and a vast majority indicated a
willingness to subscribe.
• Specific additional communications tools
mentioned as helpful included greater
partnership with the school districts, additional
use of multi-language communication, increased
use of traditional tools such as flyers and
continued use of the San Leandro Times.
• Respondents were fairly evenly disbursed over
a variety of San Leandro neighborhoods and
unincorporated Alameda County.

City of San Leandro – Strategic Communications Plan | 5 Situation Analysis
The research findings illuminated a number
of issues or challenges facing the City and
how it communicates with residents and
others; the following are our major conclusions.

The Tactics section of this Plan provides detailed
recommendations on how to address these issues.

Opportunities
• The City fully embraces a commitment to
communicate openly, transparently and fully in
order to communicate with key audiences and
engage in a meaningful way
• San Leandro is leading the way in using digital
advertising and marketing to use new technology
to reach and engage with residents, visitors and
businesses
• With a renewed commitment to communications
by the City Manager’s Office, an opportunity
exists to create a robust set of engaging
communications tools that will break the mold of
traditional one-way government communications
• Success will hinge on the use of new concepts
such as visual images, video and social media
balanced with traditional tools such as media
relations and display advertising
Challenges
• The City team can’t forget that many in San
Leandro obtain their information about the City
from traditional sources, such as the San Leandro
Times
• There is no single communications tool or
channel that serves as a “magic bullet” to
effectively communicate with all target audiences
• Most residents are overloaded with information
and therefore are much less likely to read indepth articles or materials about government agencies or services
• The City must convey consistent messages which
serve to explain the organization’s purpose and
reason for its decisions and invite input, both
on an overarching level as well as on specific
projects/issues
• Funding to properly staff an effective
communications function is limited
6 | Strategic Communications Plan – City of San Leandro 2021 City Council Goals
Communication Goals
The following City Council Goals serve as a guide for
the fiscal year and provide overall direction for the
City's services and programs. Therefore, these are
the topics that should dominate City communications
channels:
• Place San Leandro on a firm foundation for longterm fiscal sustainability • Advance projects and programs promoting
sustainable economic development, including
transforming San Leandro into a center for
innovation
• Provide quality public safety service and grow
our partnership with the community to keep San
Leandro safe
• Increase confidence in the decisions programs
and services offered by the City
• Raise public understanding of the City’s role in
delivering a vast array of services and of the
diligence of the City’s efforts to make the best
decisions possible
• Instill a sense of partnership between the City and
those it serves
• Maintain and enhance
San Leandro's
infrastructure
• Support and implement
programs, activities and
strengthen communication that enhances the
quality of life and wellness, celebrates the arts and
diversity and promotes civic pride
• Maintain and support a strong positive relationship
between the City and the educational community
• Promote and maintain an inclusive work
environment that values employees and volunteer
contributions, supports professional growth and
development and fosters a culture of kindness
and collaboration in the delivery of services to our
community
• Embark on a path
that leads to direct
and thusly improved
communication flow
between the City and
residents/businesses
• Ensure employees feel they are appreciated and
part of the community
City of San Leandro – Strategic Communications Plan | 7 Audiences
Residents
• Those of varying ethnic backgrounds
• Renters
• Seniors
• Parents / PTA / School leaders
• Homeowner association leaders, residents
• Local business owners, their employees
• Youth
• Community based organizations / Non-profits
City of San Leandro
• City Council
• Department heads/
managers
• City employees; field, office
• City boards/commission members
Community Organizations
• Chamber of Commerce
• Employees of businesses located in San Leandro
• Generate positive comments about the
City’s improved ability to connect with and
communicate among at least 75 percent of those
interviewed for this Plan in 24 months
• Generate a minimum of six news or feature
media stories per year about the City/
departments which deliver an important Key
Message
• Generate a minimum of a 10 percent increase
in the awareness of and reliance on City
communications tools as a source of information
about local government programs and services in
24 months
• Conduct a baseline user survey of web site
visitors and reconduct within 24
months (or after any
redesign or navigation
update); generate a minimum
of a 20 percent increase in
positive comments regarding usability/navigation
• Generate a 100 percent increase in the number
of YouTube Channel subscribers in 24 months
• Conduct a baseline survey of City employees
regarding the feelings regarding internal
communications and generate a minimum 20
percent increase in the positive comments from
employees within 24 months
8 | Strategic Communications Plan – City of San Leandro Communication Objectives
Organizational Key
Messages
Key messages convey to the public and other
audiences the City’s goals, programs and
services. Messages are the “big picture”
explanations that the City wants all audiences
to know; they also provide the context for the
individual initiatives, department programs, etc.

These are included in all comments to the media,
written articles, speeches, presentations, web
postings and all other communications from the
City. The bullets under each message explain or
expand on the message, adding facts, anecdotes,
etc. It is important to note that messages will not
necessarily be used verbatim by staff or elected/
appointed officials; each individual speaks with a
unique voice, and the messages should be used as
a guideline for communicating the most important
thoughts about each issue (thus are not the same
as “talking points”).

Messages should be revisited regularly to ensure
they continue to represent the main issues that the
community needs to know. Additional messages
must be developed for every project, program or
major incident that takes place. A key message
development/delivery training program will allow
City personnel to understand the role of a message
and how to develop and deliver them.

The messages below explain the City’s overall
purpose and current initiatives. They are a first
draft and will evolve during the coming months as
the City refines its communications efforts. The
final overall key message platform will also include
detailed “proof points” under each message; these
provide specific examples, statistics and other
information which support the messages.

Key messages also come from the goals or
organizational strategies adopted by the City Council.

City of San Leandro Organizational Key
Messages – Draft
Decisions made by the City Council and programs
implemented by City staff are designed to ensure
the long-term fiscal health of San Leandro.
• Proof points would include
examples of decisions and
programs.
• Note interesting or unusual types of cost-saving
measures or long term fiscal planning steps.
• Mention GFOA or other finance-related awards
and track record of a balanced budget and
healthy reserves.

Creating San Leandro as a center for innovation
has required teamwork between the City and
local/regional business leaders.
• Describe economic development programs,
innovate cooperation.
• Give example of what a center for innovation
means and how that benefits residents and
businesses.

The residents of San Leandro are well-served
by a highly dedicated and caring group of City
employees.
• Mention 24/7 operations during pandemic
response.
• Note examples of employees going “above and
beyond.”
• Note creativity in managing increased demands
for service.
• Note the customer service orientation of City
staff.

The City of San Leandro is a well-kept secret: a
livable, friendly community centrally located that
supports diversity and high quality of life.
• Proof points would include examples of how race
relations and diversity are viewed constructively
and positively.
• Describe other attributes that make San Leandro
a highly attractive place to live and work;
transition from sleepy town of the past to a
vibrant multi-cultural place to thrive.

City of San Leandro – Strategic Communications Plan | 9 External Communications
Strategies
There are nine overarching communications
strategies which emerged as the research,
challenges, opportunities, goals and
objectives were developed. The tactics to address
each are bulleted under each strategy and are
detailed in the next section.

While a list of priority tactics is included in a later section, this symbol is used below to note the
highest priority tactics, or those recommended for
implementation in the first year following adoption of
the Plan. As noted previously, this Plan is intended
to be implemented over the coming three to five
years.

Department Public Information
Team – Leverage the
communications resources and
knowledge within each City
department to benefit the City as a whole. This
team is especially important to serve as the
emergency public information team during an
EOC activation.
1 • Uniform training of City Public Information Team
(aka “PIT Crew”)
• Maintain a Master Editorial/Projects
Calendar
Strategic Communications –
Institutionalize the role and
importance of strategic
communications planning/counsel
and key messages throughout the organization.
2 • Conduct key message development/delivery
training for all City management staff
• Build key message development into every
project/issue
• Conduct strategic communications training for
management staff
• Establish protocol for how the CMO or PIT Crew
responds to a department issue or need
• Provide key messages and issue summaries to
City Council
• Conduct presentation training for management
staff
• Create “inhouse communications consulting”
orientation
“Personal Touch” / Opinion Leader
Communications Programming
– Engage residents by adopting
tactics that bring all together to learn
and exchange information about City programs,
issues, and decisions. Identify and inform key
opinion and community leaders by category,
such as City Commissioners, parents, visitors or
business organization leaders/participants, school
leaders, faith-based leaders/participants, etc. A
unifying trait to engage with these individuals is
personalized attention; tactics focusing on this
“personal touch” will be most effective.
3 • Engage residents at their neighborhood level
through in-home/small group/topic specific
gatherings
• Systematize homeowner association leadership
briefings/populate HOA communications
channels
• Provide more consistent content of interest to
parents through the School District
• Target City commissioners for specific outreach
10 | Strategic Communications Plan – City of San Leandro City of San Leandro – Strategic Communications Plan | 11 Media Relations – Educate
residents via an active media
relations program to generate hard
news about City priorities as well as
feature stories that help to tell the City’s story.
4 • Prioritize, focus pitching efforts
• Produce video b-roll/interviews to increase
Northern California broadcast coverage
• Share news and feature media coverage
• Prepare occasional “op-ed stories”
• Implement a written media policy
• Prepare easy-to-read summary of City Council
agenda items and actions
• Prepare articles for trade publications that
highlight the City’s unique programs or
accomplishments
• Refine electronic Media Room on the website
• Move toward “City News Center”
Direct Communications Channels
and an Electronic Community
Relations Program – Increase
awareness of City programs and
services via pushed information channels as
well as via engagement through an electronic
community relations program, including
via social media, electronic newsletters,
photography, website, graphic design, San
Leandro app and electronic town hall meetings.
5 Social Media
• Focus human-interest content on social media
channels to increase engagement, storytelling
• Develop Nextdoor strategy: Be carefully active
• Cross-promote City programing on YouTube
channel on other social media channels
• Use Facebook Live to “broadcast” important
public hearings or other important City Council
meeting items, important community meetings,
events, etc.
• Respond occasionally to social media comments
• Use humor, carefully, to connect with residents
Electronic Newsletters
• Increase frequency of City Manager’s newsletter
• Grow the e-blast database
• Push more information via e-blast, including
single topic e-blasts
Photography
⊲ Train and empower City staff to photograph
service delivery
⊲ Invite community to submit photos of great
City service delivery
• Use photos to engage the public via advertising
and in social media
Website
• Make website navigation/functionality oriented to
public v government
Graphic Design
• Continue to build a consistent “look and feel” for
all graphics
San Leandro App
• Determine integrated, easy-to-use Citizen
Request Management (CRM) system / Revamp
MySL app
Electronic Town Hall
• Conduct “Tele-Town Hall®” to gather input via
unique electronic community gathering
Video – Generate confidence and
engagement through the strategic
use of video. Produce videos that
show day-to-day service delivery.
6 • Broadly use video programming to tell City
service-related stories
• Content should focus on what the City does as
well as special events
Traditional Communications
Relations – Establish a Community
Relations program to communicate/
connect with residents.
7 • Target local service organizations, non-profit
boards for presentations
• Establish “City 101” information series
• Install video boards in City facilities
12 | Strategic Communications Plan – City of San Leandro • Conduct online surveys and “question of the
week” to engage the public
• Require contractors to include funds for
community relations to explain projects
Advertising – Strategically use
advertising to increase awareness 8 of key initiatives and programs. • Continue aggressive digital promotion/
advertising of City content
• Promote strategic content via display ads in San
Leandro Times
• Adopt “Best Of …” video series highlighting City
employees
Emergency Public Information
– Ensure life- and propertysaving information reaches those impacted during and after a natural
or human-caused disaster.
9 • Finalize Emergency Public Information
Plan
• Market and promote emergency alert system
subscribers
• Conduct tabletop and exercises for PIT
Crew
• Conduct emergency communications training for
elected officials
City of San Leandro – Strategic Communications Plan | 13 External Communications
Tactics
The following series of tactics are aligned under
each of the above-mentioned Communications
Strategies. While ambitious, the
implementation can occur in part with existing staff
resources and a focused internal team approach.

Uniform training of City Public Information Team
(aka “PIT Crew”). This team is responsible for
communications/civic engagement, will serve as
a central information sharing body and will help
develop communications strategies and help
address controversial issues. Representatives
from each City department form the PIT Crew.

Communications-related training and annual
workshops, such as “PIO Boot Camp,” should be
held. The group would also share breaking news
or major initiative information. The agenda for each
month’s meeting would include the following:
• Major issues impacting each department
• Communications counsel on how to address
departmental issues
• Major actions from the City Council – past and
anticipated
• Community relations challenges
• Issues that cross departmental lines
• Review and update of Master Editorial Calendar
Meetings can occasionally
include training opportunities,
such as crisis communications, EOC/JIC operations,
key message development/delivery, media pitching,
writing, presentation management, social media
best practices, etc.

A key role for the PIT Crew will be to serve as
the emergency communications organization.

Therefore, periodic emergency drills or tabletop
exercises would also be part of the training program.

Another training element would address the tactics
necessary both during an emergency but also
during non-crisis periods, such as the following:
• Managing emergency communications
• Social media during a disaster
• Conducting press conferences
• Writing press releases
• Community meeting planning during a disaster
• Local Assistance Center organization and
communications
This body would also be responsible for
implementation of major aspects of this Strategic
Communications Plan, determining how best to
move forward on the highest priority tactics.

Maintain a Master Editorial/Projects Calendar.

This tactic is a method of planning for major events,
City Council topics, decisions, and issues across
all departments. The PIT Crew would review and
update monthly as a regular agenda item. This is
the best method to organizationally plan for and
strategically monitor significant stories. Attention
to each item can appear in all City communications
channels, from social media to media pitching
to community presentations. Various software
programs are available to assist coordination across
departments. The following example is from task
management program “Monday.com” in use by the
City of Agoura Hills.

Strategic Communications –
Institutionalize the role and
importance of strategic
communications planning/counsel
and key messages throughout the organization.
2 Conduct key message development/delivery
training for all City management staff. Message
development/delivery training should be conducted
regularly for all employees who may serve as a
media spokesperson or who present information to
the Council/community, including department and
division managers and all communications-related
staff members. This training includes an introduction
to the concept of key messages, elements of a key
message, how to deliver messages, venues for
message delivery and other techniques. The training
for all management team members should include
what is and isn't newsworthy; on-camera interview
techniques; how to control an interview (i.e., getting
the City’s messages delivered); how to develop
strategic messages; trends in news coverage; how
to generate media coverage of City issues; and
other topics. Refresher training should be held on an
annual basis, using real-world issues facing City staff as the basis for mock interview sessions.

Build key message development into every
project/issue. Every project manager within each
department must become proficient in preparing
key messages regarding their programs. Further,
every City Council agenda item which might
generate media interest or be of broad interest in
the community should have a key message. Key
messages, once approved, should be distributed
to all employees. A “Message Vault” should be
developed so that any time a question arises
regarding a particular subject, the approved points
can be accessed easily.

Conduct strategic communications training for
management staff. This highly-tailored training
would involve helping all managers to understand
the relationship between their areas of responsibility
and the audiences affected by those programs.

Each manager would eventually be responsible for
including plans to reach targeted audiences with
explanations of the City’s activities (key messages)
and the results. Components explained in the
training include audiences, messages, strategies
and tactics. This training is typically a four-hour class and could begin with the PIT Crew.

Establish protocol for how the CMO or PIT Crew
responds to a department issue or need. A
Communications Plan or Approach, which is a
“mini” Plan, should be prepared for any project or
14 | Strategic Communications Plan – City of San Leandro City of San Leandro – Strategic Communications Plan | 15 issue which could generate media interest or which
would be of interest to a somewhat broad group
of residents, business owners or visitors. The brief
document uses a bullet format to note audiences,
messages, tactics, timeline, responsibilities and
budget.

Provide key messages and issue summaries to
City Council. A common refrain from internal
and external audiences interviewed for this Plan
indicate a high level of word-of-mouth transmission
of information throughout the community, especially
via current and past City Council members. Ensuring
these important community/opinion leaders may
easily convey the most important information
about all significant City programs, services and
projects requires the adoption of a key message
development program and dissemination to elected
and appointed officials.

Conduct presentation training for management
staff. Management personnel should undergo
regular presentation training to incorporate
best practices into their internal and external
presentations to better inform audiences, improve
their organization’s credibility, and motivate
audiences to take a desired action. A group staff
training session that provides presentation basics
can be supported by separate individual training
sessions that incorporate a mock presentation with
individualized feedback.

Adopt a “beat” structure for the public information
team if/as staff is built up (see organizational
recommendations later in this Plan). Adopting
a “beat structure” to assist and counsel each
City Department in their communications needs
is an excellent goal to consider, should the City
be able to grow the internal staff resources. Staff
members of the Public Information Office would
be assigned to a City department to serve as a
communications counselor. Regular meetings
are held with Department management and
communication staff liaison to understand goals
and issues. Department-wide as well as projectspecific communications plans would be prepared by Department staff with the assistance of the PIO
staff or prepared by the communications manager.

This enables the professional communications staff
to become familiar with the staff and issues in each
Department and to operate as an in-house public
relations counseling firm. The appendix of this Plan
includes a model approach, now in place in the City
of Carlsbad.
“Personal Touch” / Opinion Leader
Communications Programming
– Engage residents by adopting
tactics that bring all together to learn
and exchange information about City programs,
issues, and decisions. Identify and inform key
opinion and community leaders by category,
such as City Commissioners, parents, visitors or
business organization leaders/participants, school
leaders, faith-based leaders/participants, etc. A
unifying trait to engage with these individuals is
personalized attention; tactics focusing on this
“personal touch” will be most effective.
3 Engage residents at their neighborhood level
through in-home/small group/topic specific
gatherings. Holding hyper-local neighborhood
meetings about area-specific or citywide topics
has the benefit of engaging residents in ways
that larger “town hall” meetings do not. When
neighbors gather in their home or nearby facility,
such as a church or HOA meeting room, to hear
from a City representative about an important topic,
many benefits ensue: attendees do not come with
the mindset of “taking on” the City or “us” versus
“them,” but come with a more moderate view of
coming to listen, gather information and share
opinions. This is a vastly different mindset than
attending a City-sponsored “community meeting”
where views often build on group agitation. This
tactic is being adopted throughout the state with
excellent results. The challenge is that these take
considerable time to find hosts and organize, but
the benefits are significant.

Systematize homeowner association leadership
briefings/populate HOA communications
channels. The leaders of the homeowner
associations in San Leandro are important opinion
sources and shape the views of not only those who
reside in their communities but also throughout the
city. Quarterly or twice-yearly briefings of the HOA
leadership, placing content in the HOA newsletters,
and making presentations at the HOA annual/
regular meetings will provide a “personal touch”
type of connection to important audiences.

Provide more consistent content of interest to
parents through the School District. Parents
of children attending school in San Leandro are
key audiences, as are the youth served. Rather
than relying on the news media and/or creating
new channels, inserting messages and content
into existing tools produced by the District and
potentially PTAs is ideal. Presentations at PTA
events/gatherings should also be part of regular
outreach efforts.

Target City commissioners for specific outreach.

Board members and commissioners play an
important role to not only represent the community
within the City governance structure but they are
viewed as City Hall insiders out in the community.

It is imperative that they are not only aware of City
goals, programs, projects and issues, but feel as
though they are treated as “insiders.”
Media Relations – Educate
residents via an active media
relations program to generate hard
news about City priorities as well as
feature stories that help to tell the City’s story.
4 Being one of nearly 100 cities in the Bay Area
presents challenges generating media coverage.

However, media coverage continues to be cited as
the main source of local government information.

The San Leandro Times, East Bay Times, Patch,
broadcast outlets, business journals and nontraditional outlets are viable targets for pitching.

That said, the shrinking news hole, fewer trained
journalists and the real and
perceived bias on the part of the
media against government means
that staff time and resources spent
on media relations should be
balanced with the City’s increased
capability to push content directly
to residents via social media and
other online or electronic tools.

Prioritize, focus pitching efforts.

Story pitching should support
the major City goals for each
fiscal year, and City Council
goals should drive story angles.

Setting feature story placement
objectives for each staff member
who pitches to the media should
be incorporated into performance
reviews. Pitching requires
understanding how outlets wish
to be pitched, preparing the pitch
script and supporting materials
and identifying topic experts from
among the City staff, making
the pitch and following up and
coordinating with the reporter
during the story preparation. A goal of a minimum
of six feature stories per year per for the PIT
Crew would be ambitious but attainable. Pitching
requires understanding how outlets wish to be
pitched, preparing the pitch script and supporting
materials and identifying topic experts from among
the City staff, making the pitch and following up
and coordinating with the reporter during the story
preparation. A goal of 12 feature stories per year
per for the full PIT Crew would be ambitious but
attainable.

Produce video b-roll/interviews to increase
Northern California broadcast coverage.

Broadcast stations are in constant need of content
but have fewer resources to send a reporter to
“cover” news. Government communications staff
are increasingly providing “raw” background
footage, written content and pre-recorded
interviews to broadcast outlets to enable them to
create a “package” that is finished by a station’s
production team and aired. See section regarding
organizational structure of communications
functions, including additional staffing
recommendations.

Share news and feature media coverage.

Sharing or leveraging stories about San Leandro
gives much greater visibility than a single
appearance in a media outlet. Target audiences
16 | Strategic Communications Plan – City of San Leandro City of San Leandro – Strategic Communications Plan | 17 include the City Council, City department
managers, community leaders, business leaders,
City board/commission members and other opinion
leaders. Distribution methods include posting
to social media outlets, adding a link to the City
website, and sending via email to key audiences
(especially employees), etc. Obtaining media outlet
permission to reproduce stories is advised.

Prepare occasional “op-ed stories”. Preparing
op-ed stories on local, regional and statewide
topics and placed with print and online outlets can
be a very effective method of increasing the City’s
visibility and educating the public on issues before
they become highly controversial. These pieces
should focus on broad topics which impact many
residents and/or business owners, and touch on
a variety of sides to any given issue. Opinion or
guest columns are generally pitched to the oped page editor and are offered exclusively to that publication as a means of generating interest.

They can also appear on the City’s website once
they have appeared in print and can be “pushed”
electronically to various opinion leader databases
and through social media. These would be
authored by various City department heads or the
City Manager.

Implement a written media policy. A written media
relations policy should be developed and adopted.

It should state when to issue press releases; identify
how media calls should be dealt with; who should
and should not respond; who to go to for assistance;
how inquiries relating to legal and personnel issues
should be handled; etc. Handling
Public Records Act requests would
also be addressed.

Prepare easy-to-read summary
of City Council agenda items and
actions. A brief summary should
be prepared of major City Council
agenda items and the resulting
action for use by the news media,
for posting on the City’s website, for
posting to social media channels
and to send to community leaders
via a “push” email program.

Refine electronic Media Room
on the website. The Media
Room needs to be a one-stopshop for journalists needing information about the City and
each department, including an
archive of news releases (in
keyword-searchable format), and
should be planned for use during both day-to-day
and emergency situations. A robust Media Room
should include links to background information
on a variety of projects, Q&As and fact sheets on
key City issues, high- and low-resolution still and
video images (including b-roll for TV broadcast use),
graphics, maps, etc. Links can also be provided to
other resources which are of use to the media in
emergencies. Recommend update to this portion of
the City website during site redesign.

Move toward “City News Center.” As the breadth
and capability of the mainstream news media
continues to decline and the lack of confidence in
the objectivity grows, public agencies have moved
to fill the void by creating their own “News Channel”
which consolidates agency information into a single
site. San Diego County has adopted this approach
and reports tremendous success with direct
subscribers as well as extensive use of the site
content by area news outlets. Ventura County has
also adopted this approach and reports exceptional
use by the public and the media. See the appendix
for a fuller description of Ventura County’s channel
as well as a link to the San Diego County news
channel.

Prepare articles for trade publications that
highlight the City’s unique programs or
accomplishments. A trade journal article has
many benefits: the City employee who authors the
story receives recognition and public employees
from other regions/states see that San Leandro is a
leader, and thus a desirable place to work. Further,
the article should be shared with
elected officials, board/commission
members, local opinion leaders and
others.

Direct
Communications
Channels and
an Electronic
Community Relations Program
– Increase awareness of City
programs and services via
pushed information channels
as well as via engagement
through an electronic community
relations program, including
via social media, electronic
newsletters, photography,
website, graphic design, San
Leandro app and electronic town
hall meetings.
5 Social Media
Focus human-interest content on
social media channels to increase
engagement, storytelling. A
variety of social media channels are
typically used for different types of
content. Facebook is more suited
for storytelling, feature stories,
engagement and a relaxed tone.

Twitter is best used for breaking
news, harder information, briefs, etc.

However, some content should be
posted to each channel regardless of
the focus.

Social media presents a wonderful
opportunity to humanize City
government. Poking fun at
government systems/people, jargon,
rules, etc. is a way to help the public
engage with their government.
18 | Strategic Communications Plan – City of San Leandro City of San Leandro – Strategic Communications Plan | 19 Social media user comparison to other public
agencies of similar population.

Location Facebook
Followers
Twitter
Followers YouTube Channel
San Leandro 5,400 2,400 515 subscribers
Range of views
of videos: 33 to
thousands
With ad boost:
44,000 to
160,000+
Citrus
Heights
4,400 1,422 175 subscribers
Range of views of
videos:
7 to 3,000
Santa
Barbara
2,100 18,000 1,200 subscribers
Range of views of
videos:
10 to 900
Merced 9,200 868 186 subscribers
Range of views of
videos:
30 to 200
Westminster 14,000 179 272 subscribers
Range of views of
videos:
150 to 1,000
Indio 25,000 2,643 195 subscribers
Range of views of
videos:
25 to 80
Develop Nextdoor strategy: Be carefully active.

Nextdoor has become the platform of choice for
many residents at the neighborhood level. Public
agencies are prohibited from belonging to a specific
neighborhood Nextdoor, however an official account
enables the City to post information throughout the
community. It is vital the City post to this outlet as, unlike other social media channels, this platform is
viewed by users as free from the bias of user-owned
accounts such as Twitter and Facebook. Care
should be taken to correct misinformation in a nonaggressive manner and to not engage in general discussion.

Cross promote City programing on YouTube
channel on other social media channels. The City
has generated excellent results on some YouTube
videos. This outlet could be promoted to more fully
engage with the public. Linking to new videos as well
as current productions on Facebook and Twitter can
help generate awareness.

Use Facebook Live to “broadcast” important public
hearings or other important City Council meeting
items, important community meetings, events, etc.

This capability has numerous benefits, including
the ability to facilitate public comments during a
meeting and broaden the reach of viewership. It also
provides a more common and popular venue than
the City’s YouTube channel.

Respond occasionally to social media comments.

All posts should be actively monitored to respond
to questions, acknowledge feedback, send poster
to other sites, etc. This customer service orientation
is in place on-site within City Hall and should be
mirrored on social media. This is also how the City
can increase those who follow or like their local
government.

Use humor, carefully, to connect with residents.

Incorporating humor can be an effective tool used
by government communicators to connect with
community members. It is especially beneficial when
a mistake is made in carrying out service delivery.

Care must be used, however. Note: Billy Bob did get
adopted.

The City of Santa Clarita used Facebook Live to
stream the community vigil following the shooting at
Saugus High School.

Electronic Newsletters
Increase frequency of City
Manager’s newsletter. The
City Manager’s Newsletter
has been extremely well
received and was mentioned
positively by nearly everyone
interviewed for this Plan.

Because it is based on
the weekly report by the
City Manager, producing
this outlet weekly would
shorten each edition, which
is generally a positive trend,
and enable more flexibility
regarding the type of content
to be delivered. Nearly all
newsletters of this type are
sent weekly.

Grow the e-blast database.

The database to which the
City Manager’s newsletter
and other e-blast content
goes should be expanded as
broadly as possible.
• Incorporate email
addresses from the
Activity Guide database is
already under way.
• Include a pop-up box on
the City’s website to invite
subscribers by interest
area; see the example
below from Carlsbad.
• Request the voter email
list from the County
Registrar of Voters;
typically for a small fee,
the County will provide
this list for use by cities
in order to send public
information-related
content.
• Offer tailored information
by interest area; this is a
sample from the City of
Carlsbad.
20 | Strategic Communications Plan – City of San Leandro City of San Leandro – Strategic Communications Plan | 21 Push more information via e-blast newsletter
capability. Pushing more information via e-blast,
including single topic e-blasts, will help the public
become more aware of City news and receive
a larger variety of information. While some will
unsubscribe, the overall benefits outweigh this
concern.

City of Carlsbad
Join our newsletter
*Email Address
Email Lists
£ City Council Agendas and Hearing Notices
£ City Manager’s Update (weekly city news)
£ Commissions/Boards: Arts Commission
£ Commissions/Boards: Beach Preservation Commission
£ Commissions/Boards: Community Development Block
Grants Commission
£ Commissions/Boards: Historic Preservation Commission
£ Commissions/Boards: Housing Commission
£ Commissions/Boards: Library Board of Trustees
£ Commissions/Boards: Parks & Recreation Commission
£ Commissions/Boards: Planning Commission
£ Commissions/Boards: Senior Commission
£ Commissions/Boards: Traffic & Mobility Commission
£ Commissions/Boards: Vacancies
£ Committee: Agricultural Conversion Mitigation Fee
Committee
£ Committees: City/School Committee
£ Committees: Economic Development Subcommittee
£ Committees: Growth Management Citizens Committee
£ Committees: Legislative Subcommittee
£ Cultural Arts: Cultural Arts News & Events
£ Growth management
£ Homeless Response
£ Housing Plan Update
£ Housing Services: Affordable Housing (rentals)
£ Housing Services: Affordable Ownership
£ Library: News & Events
£ Library: Youth News & Events
£ Life in Action/Economic Development Updates
£ Parks & Recreation: Aquatics
£ Parks & Recreation: News & Events for Adults 50+
£ Parks & Recreation: News & Events for all Ages
£ Parks & Recreation: Trails News & Events
£ Parks & Recreation: Veterans Park Project
£ Planning & Development - Pending Building Permits
£ Planning & Development: Building Reports
£ Planning & Development: Development Fee Schedule
£ Planning & Development: Development Monitoring
Report
£ Planning & Development: Engineering Standards
£ Planning & Development: Environmental Notices
£ Planning & Development: Pending Planning Applications £ Planning & Development: Planning Administrative
Permit Notices
£ Planning & Development: Planning Commission Hearing
Notices
£ Planning & Development: Village and Barrio Updates
£ Planning & Development: Zoning Code Updates
£ Planning & Development: Zoning Map
£ Police: Police News
Photography
Train and empower City staff to photograph
service delivery. Empowering employees to
occasionally snap a photo of their service delivery
and sending to the communications office for
posting on social media will not only positively
engage and promote the work of employees
but can turn the entire organization into a
communications team that takes pride in showing
what it does. Photos – which are highly effective at
generating attention – would populate the website
and social media channels and can be from the field
or an office.

Invite community to submit photos of great City
service delivery. With the proliferation of smart
phones, everyone is a photographer. Knowing the
City appreciates a photo submission is an easy form
of engagement.

Website
Make website navigation/functionality oriented
to public versus to government. The City’s
site navigation is generally average and often
challenging to navigate. Increased content, more
frequent refreshing of the home page headlines,
more interactivity and more ability to more easily
search/navigate information will help the site better
meet the needs of residents and businesses.

Graphic Design
Continue to build a consistent “look and feel” for
all graphics. To provide consistent, improved and
cohesive look/feel to City publications, recommend
creating or moving all existing graphic design staff
and resources into the Office of Communications
and Community Relations to serve the needs
of all departments and prioritize needs. See
section regarding organizational structure of
communications functions.

San Leandro App
Determine integrated, easy-to-use Citizen Request
Management (CRM) system / Revamp MySL app.

Mobile devices now account for more than half
of web traffic in the United States, and apps are the
manner in which many users prefer to send and
receive information. Cities are increasingly using
apps to extensively impact the everyday lives of
citizens. However, they must operate seamlessly and
intuitively.
22 | Strategic Communications Plan – City of San Leandro City of San Leandro – Strategic Communications Plan | 23 Electronic Town Hall
Conduct “Tele-Town Hall®” to gather input via
unique electronic community gathering. Tele-Town
Hall® is the first large-scale, personal communication
tool to help organizations easily interact with
hundreds of individuals through a town hall-style
meeting conducted via telephone and web. TeleTown Hall® rapidly dials out to a list of phone numbers provided by the City. Audience members
receive personalized, pre-recorded messages
inviting them to remain on the line if they wish to
be transferred to your live Tele-Town Hall® event
regarding a specific project or issue. Once they
have joined the Tele-Town Hall® event, participants
can press a button on their keypad to request to ask
your speakers a live question, as well as respond
to integrated survey questions. Participants who
are unable to ask questions live have the option
to leave a personal message with a call screener.

Participant statistics are provided along with links for posting to the City’s website.

Video – Generate confidence and
engagement through the strategic
use of video. Produce videos that
show day-to-day service delivery.
6 Broadly use video programming to tell City
service-related stories. Recommend the
continued production of short (<1-3 minutes)
videos to highlight the array of services being
delivered, decisions being made and projects/
people serving the community. The videos should
populate all social media and web-based channels
(Facebook, link via Twitter,
website, YouTube and others).

The production quality should
move from formal style to more
informal, even handheld, via the
use of mobile devices which can
also reduce production costs.

This is the style that more and
more citizens relate to via their
own social media use and which
will a) humanize the video clip
and b) enable more productions
to be completed. Further, more
storytelling can occur with
simple slide-based “videos” that
require less post-production
work.

Content should focus on what the City does as
well as special events. Video content should
focus on City Council goals and priorities, as well
as tell/illustrate what each City department does
and why. See recommendations in the section of
advertising regarding boosting/promoting videos
via digital marketing.

Traditional Communications
Relations – Establish a Community
Relations program to communicate/
connect with residents.
7 Target local service organizations, nonprofit boards for presentations. City staff should regularly present the status of various
projects/issues to key service clubs and related
organizations. A PowerPoint presentation can be
updated quarterly and provided to City staff to use
in making presentations.

Establish “City 101” information series. Consisting
of a series of video-based presentations that explain
what the City does, this is a longer-term tactic that
will generate a broad array of engaged citizens who
have in-depth knowledge of issues, projects and
operations.

Install video boards in City facilities. Placing an
informational video monitor in City Hall with central
programming would allow a significant amount of
information to be conveyed in a consistent manner.

Conduct online surveys, volunteer opportunities
and “question of the week” to engage the public.

Fun and engaging tools exist to
generate awareness and a sense
of fun about local government,
while generating confidence
in City governance. A variety
of online surveys and series of
inviting questions are wonderful,
low-cost tools that get people
excited about their local agency.

Require contractors to include
funds for community relations
to explain projects. The City
can include a requirement of
all contractors to include public
engagement/public information
efforts in all City projects.

Contractors can handle the
engagement efforts via in-house
staff or contract the activities out.
24 | Strategic Communications Plan – City of San Leandro City of San Leandro – Strategic Communications Plan | 25 Advertising – Strategically
use advertising to increase
awareness of key initiatives
and programs.
8 Continue aggressive digital promotion/
advertising of City content. The City has
embarked on an aggressive digital promotion/
advertising program and has become one of
the most successful public agencies in this
space in the Bay Area. While the bulk of large
viewership are of special event videos, the
City is working to engage the public in new
ways.

Since the implementation of Google Ads paid
advertising in early 2022, the City's YouTube
videos have collectively received over 1
million views.

Below are measurement graphs (Time Series,
Type of Device, Demographics, Day and Time
of video views). An outside digital marketer is
being retained to evaluate the City’s progress
and provide recommendations for future
digital outreach to our community.

Promote strategic content via display ads in
San Leandro Times. Recommend that the
City focus its display ad content in a strategic
manner that generates awareness of key City
projects, decisions and issues. The ad should
appear in the same location in the print
edition and at the same frequency with similar
graphic design for each ad. Examples include
information about economic development
activities; homelessness program progress;
crime prevention; how to subscribe to
emergency alerts and how to subscribe to
City general communications; major City
Council decisions; etc.

Adopt “Best Of …” video series highlighting
City employees. See advertising description
in internal communications section below.
26 | Strategic Communications Plan – City of San Leandro Emergency Public Information
– Ensure life- and propertysaving information reaches those impacted during and after a natural
or human-caused disaster.
9 Finalize Emergency Public Information Plan. An
Emergency Public Information Plan documents all
potential threats and creates a strategic, thoughtful
and tailored set of communications tactics and
checklists that should be implemented, depending
on the incident. A Plan is currently being prepared.

Market and promote emergency alert system
subscribers. Advertising/promotions efforts have
proven to be exceptional methods to increase alert
system subscribers. This can be accomplished
by adding a tag line to nearly all communications
tools directing residents and business owners
to subscribe and conducting special information
campaigns..

Conduct tabletop and other exercises for PIT
Crew. Annual exercises should be conducted to
ensure the City public information team understands
how to respond and
communicate during
a disaster. PIT Crew
members should
participate in as many
regional exercises or
drills as possible.

Conduct emergency
communications
training for elected
officials. Conduct
regular training for
councilmembers on
the Incident Command
System and clarify
their role during an
emergency.

Internal Communications
Strategies
The following internal communications
strategies are recommended to engage and
inform employees.

1. Implement a targeted internal communications
program – Increase awareness among
employees by implementing a variety of
communications vehicles which reach
employees via the most convenient tool
possible.
⊲ Schedule regular visits by the City Manager
to all employees.
⊲ Make consistent use of video messages by
the City Manager to send to all employees.
⊲ Use email more regularly to communicate
with all staff.
⊲ Distribute the City Manager’s Weekly Briefing
to all staff.
⊲ Distribute special bulletins regarding major
initiatives.
⊲ Send City Council meeting summaries.

2. Conduct a video, print and social media
advertising campaign that explains the services
provided by the City through the work of City
employees – Borrowing the model currently
underway by Ford Motor Company, highlight
the people delivering services. This is a twofold strategy: internal pride-building and public understanding of what cities do.
⊲ Conduct employee promotion campaign
highlighting the staff that is designed to
generate pride throughout the community.

3. Create an engaging Intranet site – Embark
on an internal communications and education
program to convey to all City employees
their importance within the organization and
organizational goals/programs through a robust
Intranet. This tool is typically used by agencies
with a large number of employees, many of
whom work in several different locations.

Recommend consideration of this tool in the
latter stages of the implementation of this Plan.
⊲ Conduct employee survey regarding use and
functionality of the City Intranet.

City of San Leandro – Strategic Communications Plan | 27 Internal Communications
Tactics
Broad-based communications
program – Increase awareness
among staff by implementing
a variety of communications
vehicles which reach employees via the most
convenient tool possible.
1 Formal internal communications programs allow
all City employees to understand the goals and
programs of the organization; see their role in
the overall implementation of the programs; help
accomplish the goals; and articulate the successes
to family, friends, neighbors and other City
employees. In effect, this allows them to serve as
spokespersons for the City.

Schedule regular visits by the City Manager to
all employees. It is recommended that the City
Manager conduct regular briefings in a “brown bag”
setting by department. In addition to organizational
progress, attendees should have an opportunity to
ask questions.

Make consistent use of video messages by the
City Manager to send to all employees Front line
supervisors should ensure all field employees know
how to view the video.

Use email more regularly to communicate with all
staff. The CMO’s office has periodically used the
“all personnel” feature of email to make Citywide
announcements; this should be continued and
expanded. Email should be sent directly from the
CEO’s email address. Review content of Weekly
Briefing newsletter for content that may be of
interest to employees.

Distribute the City Manager’s Weekly Briefing to
all staff. The Weekly Briefing is the basis for the
monthly public newsletter; however, the content
would be of great interest to all staff as well.

Distribute special bulletins regarding major
initiatives. A new publication should be created
just for City employees to provide breaking,
urgent or significant news. The
“Update” or similarly-named
publication should be developed to educate all
employees about major projects or issues that
cross departmental lines and which will generate
considerable community or media interest. The
approved key messages for each item would be
shared in this channel.

Send City Council meeting summaries. As
with the tactic described above, this should be
distributed to employees, the media, community and
opinion leaders and those who subscribe via the
website.

Conduct a video, print, social
media advertising campaign that
explains the services provided by
the City through the work of City
employees – Borrowing the model currently
underway by Ford Motor Company, highlight
the people delivering services. This is a twofold strategy: internal pride-building and public understanding of what cities do.
2 Conduct employee promotion campaign
highlighting the staff and designed to generate
pride throughout the community. The ad uses
the hashtag #FORDfortheBuilders. The rest of the
ad is dedicated to profiling the workers of Ford,
profiling a culturally and gender diverse cohort of
people working by their first name. The narrator
notes that Ford assembles more vehicles in the US
than other car manufacturers, which means local
jobs.

The narrator continues: “… we’ve got 182,000
people, and they’re building” and goes on further
to conclude, “you might not know their names,
but these people get up every day to move us all
forward.”
28 | Strategic Communications Plan – City of San Leandro Create an engaging Intranet
site – Embark on an internal
communications and education
program to convey to all City
employees their importance within the
organization and organizational goals/programs
through a robust Intranet.
3 Conduct employee survey regarding use and
functionality of the City Intranet. The Intranet,
when used properly and consistently, can be a
vital internal communication link for employees –
including one-way and two-way information flow and
engagement. Departmental, Citywide, benefits, new
employee orientation and City Council information
should all be included, along with employee profiles
and exciting content. A few key elements should be
considered as this is accomplished:

1. Make the Intranet essential

2. Align with the City’s goals

3. Provide consistent, reliable and fresh content

4. Build ownership among all departments as the
Intranet is visioned and programmed

5. Incorporate the use of the Intranet in all new
employee onboarding
https://www.youtube.com/watch?v=UdzGsdgsg10
City of San Leandro – Strategic Communications Plan | 29 SAE’s program structure recommendations below
reflect the resources needed to implement this Plan,
including several new – and we believe exciting
– strategies and tactics. It’s important to note that
quality and effective public information programs in
the public sector place a heavy burden on an inhouse team to not only maintain a robust traditional communications effort that predominantly relies on
media relations, printed publications and community
outreach, but also to develop and implement new,
often technology-based, communications platforms
and channels. And of course, content creation
continues to be the most important element of any
public information effort.

We have analyzed the City’s capabilities that support
the overall mission of engaging target audiences
to build trust and confidence in the programs
and services of the City, and it is clear that these
resources are minimal.

In our extensive experience structuring public
and private sector communications programs, we
invariably see significant success in educating and
informing target audiences when all communications
capabilities and channels are unified within a
single overarching office which is responsible for
strategy as well as implementation. Conversely,
we see organizational frustration and fragmented
efforts when different internal offices each oversee
a significant tool in the communications arsenal.

Therefore, an aligned organizational structure is
required.

Establish “Office of Communications and
Community Engagement”. This office title
describes a contemporary public sector
communications function which relies on strategic
counsel and messaging rather than simply a tactical
dissemination of materials. The office would be
responsible for:
• Strategic counsel to the City Council, City
Manager’s office and all City departments
• Community outreach
• Internal communications
• Internal communications team leadership
• Social media
• Website content
• Graphic design
• Video production
• YouTube channel production, programming and
oversight
• Digital and print advertising
• Emergency communications
Reclassify current position responsible from
“analyst” level to “director” level; retain title of
“Communications and Community Relations
Manager”. This compensation level is more
indicative of the role and breadth of capability
required by the incumbent. This Plan and
establishment of an Office of Communications is an
important moment to pivot from being focused on a
predominantly tactical effort to providing strategic
counsel and broadening its programming to support
citywide and department goals. Further, the current
office is increasingly relied upon to assist early in
controversial issues which, without communications
counsel, can lead to the public’s loss of confidence
in the City. Essentially, this title change will help
convey to internal and external audiences that the
position is senior-level and strategic, both for the
incumbent and when recruiting to fill the position in
future years.

Additional rationale for this title change includes:
• Aligns with other public and private sector
organizations that have adopted similar titles for
their senior communications official.
• Reflects the expanded scope and staffing of the
Office of Communications.
• Ensures interaction on a peer-to-peer basis with
other managers in the organization.

Unify website, all City graphic design resources
and all video production capability into the Office
of Communications. Each of these functions should
exist as part of a consolidated office that can drive
Public Information Program:

Organizational Structure
30 | Strategic Communications Plan – City of San Leandro virtually all organizational communications. Graphic
design staff that are now located in other offices
should be united in the Communications Office.

Finally, responsibility for the website should also
reside in this office.

As budget allows later in the implementation period
for the Strategic Communications Plan, add three
new positions to address general communications
support, social media/writing and video production.

SAE analyzed the current workload of the existing
communications manager and found there is
inadequate bandwidth to manage the current needs
of the City. The research indicated unanimously
that the current function provided invaluable
assistance; however, there was too much demand
for the current staffing level. There is certainly no
bandwidth to take on any new efforts, especially
several which are outlined in this Plan.
* = Existing position in City Manager’s office
** = Existing position in other City departments
*** = New position to be considered in later years of Plan implementation Current Public Information Office Organization Chart
City of San Leandro – Strategic Communications Plan | 31 Proposed Communications and Community Relations Organization Chart *Notes functional areas versus Full Time Equivalent positions 32 | Strategic Communications Plan – City of San Leandro Program Evaluation
S AE Communications recommends the
following evaluation activities be conducted
to measure the effectiveness of ongoing City
activities and behavior/perception changes among
the City’s key audiences:
• Media content analysis (analyze message
delivery in articles, compare stories pitched with
actual features, etc.) to measure effectiveness of
the media relations program – periodically
• Readership survey of key publications –
biannually
• Re-conduct the one-on-one interviews conducted
for this Plan to determine a perceived change in
communications effectiveness – biannually
• Conduct a website user satisfaction survey –
biannually
• Include communications-related performance
measures for each department head; revise
annually, tie to Strategic Communications Plan
Appendix A – Interviewees
Victor Aguilar – Councilmember
Brian Azevedo – Councilmember
Sarah Bailey – Resident
Pete Ballew – Councilmember
Patty Breslin – Resident
Janelle Cameron – Assistant City Manager
Daryl Camp – Superintendent, San Lorenzo Unified
School District
Portia Carryer – Librarian
Kelly Clancy – Acting City Clerk
Deborah Cox – Councilmember
Rebecca Day Rodriguez – Resident, Chair of Budget
Taskforce
Kurry Foley – Administrative Services Manager
Robert Glaze – Former Councilmember
Surlene Grant – Former Councilmember
Ed Hernandez – Former Councilmember
Liz Hodgins – Recreation Supervisor
Emily Hung – Human
Resources Director
Denise Joseph – Police
Department Crime Analyst
Benny Lee – Former Councilmember
Tom Liao – Community Development Director
Morgan Mack-Rose – Executive Director, Downtown
San Leandro Business Improvement District
Sheila Marquises – Engineering and Transportation
Director
Eric Moore – Deputy Chief, Alameda County Fire
Department
Keziah Moss – Director of Community and Employee
Engagement – San Leandro Unified School District
Debbie Pollart – Public Works Director
Abdul Pridgen – Police Chief
Fran Robustelli – City Manager
Brian Simons – Library Director
Liz Varela – Executive Director, Building Futures with
Women and Children
City of San Leandro – Strategic Communications Plan | 33 City of Carlsbad
City Communication Administrative Order
Appendix B
Communications Office Staff Structures/Example: Carlsbad, Fresno County 34 | Strategic Communications Plan – City of San Leandro City of San Leandro – Strategic Communications Plan | 35 36 | Strategic Communications Plan – City of San Leandro City of Carlsbad
City Communication Roles
City communication staff are centralized in the Carlsbad City Manager’s Office, with the exception of the Police Department, which has a PIO who handles day to day communication needs. The communication staff works collaboratively with all departments and supports their communication needs as well as the needs of the city as a whole.

Following is a chart outlining specific communication roles and responsibilities.

Communications Responsibility Department Responsibility Overall Role
Determine overall communication strategies to
achieve city and department communication goals
Identify organizational priorities and needs that could benefit from communication support.

Management / Coordination
Create and maintain city style guides, brand standards
and templates
Ensure staff are aware of and utilize approved
guides and templates. Advise of needed additions or
changes
Work with city manager and city attorney to develop
communication policies (social media, media, website
linking, etc.)
Ensure staff are aware of and follow established
policies
Assign a point of contact to oversee each
department’s communication
Provide a communication liaison to work with
communication point of contact
Maintain a pool of pre-screened contractors to assist
with department communication as needed
Utilize pre-approved contractors
Review and approve (or draft) contractor scopes of
work for RFP/Qs and contracts involving outreach and
engagement
May serve as day to day contact for contractors to
handle implementation of approved scopes of work
Strategy and Planning
Develop strategies and plans for meeting
communication objectives
Identify communication needs and priorities
Determine tools and tactics based on communication
needs and priorities
Review and approve proposed work plans
Track results based on overall and department
performance measures
Identify performance measures
Budget (who pays for what)
All day-to-day communication needs, including
printing, graphic design, advertising, video production, photographer and consultant support
One time or special projects, signs and other highcost materials, postage, hard costs associated with community meetings
Assist with estimating resource needs for specific
communication initiatives paid for by department
budgets
Identify significant special or one-time communication
needs and include in annual department budget
Public Engagement (includes public surveys)
Advise of issues/topics most of interest to the
community
Identify opportunities for public involvement
Prepare public engagement plans/review and approve
plans prepared by department consultants
Identify decisions that would benefit from public input and scope of input desired
Implement or oversee department consultant in
implementing public engagement programs
Provide subject matter experts to support public
engagement process
Compile input Incorporate input and demonstrate how it was utilized Media Relations
Field inquiries Field inquiries
City of San Leandro – Strategic Communications Plan | 37 Communications Responsibility Department Responsibility Serve as spokesperson when department subject
matter expert is not available or when otherwise
appropriate. Assist department spokespeople with
preparation for interviews
Serve as main spokesperson for department issues
(per media policy)
Provide background information to reporters Provide timely responses to communication staff questions from reporters
Pitch story ideas to the media Suggest story ideas to communication staff Write and distribute news releases/media advisories/
calendar announcements
Review and approve news releases/online content
Monitor media coverage Ensure staff is aware of city media policy Photos / Videos
Coordinate professional videography and
photography
Provide ideas for photo/video opportunities, help
coordinate logistics
Produce informational videos Review and approve draft videos Approve the initiation of video projects May work directly with communication vendors for approved special photo/video projects
Maintain photo and video libraries Provide photos and video coordinated directly to communication department for library
Informational Materials
Research and draft copy for flyers, newsletters,
banners, signs, fact sheets, brochures and other
informational materials
Provide information and review/approve copy
Create graphic layout for materials and determine final design, with input from department staff
Review layout to ensure content is accurate. Provide
feedback on design related to overall message
Coordinate printing/production/ distribution of
informational materials
Coordinate printing/production/ distribution of reports, forms and other materials
Create facility branding (signage, banners and posters) Advise of facility branding needs Develop promotional items for citywide use. Approve
promo items to be ordered by departments for proper
branding
Utilize approved vendors and brand standards when
ordering promotional items for department use
Develop templates for commonly used materials
(office closed signs, memos, presentations, etc.)
Use templates to produce these items
Ads / Direct Mail
Recommend advertising and direct mail strategies Approve ads/direct mail and distribution strategies Produce ads and direct mail pieces. Coordinate
placement and distribution
Identify audiences to be reached
A/V
Advise IT of AV needs IT handles procurement and maintenance of AV equipment
Website / Social Media
Manage main sections of website content/update as
needed, create new content as needed
Manage content on specific department pages
Manage city social media channels (post content and
monitor content)
Provide ideas for social media. May post content to
social media under guidelines established by the
communications department
Draft copy for, design and distribute e-newsletters Provide input on topics, review copy for e-newsletters Create templates for department public notices Distribute public notices via email and mail Develop channel bulletins for cable channel, City Hall
and Faraday display monitors
Create and maintain bulletins for library and community center display monitors utilizing approved template
38 | Strategic Communications Plan – City of San Leandro City of San Leandro – Strategic Communications Plan | 39 40 | Strategic Communications Plan – City of San Leandro Fresno County
Communications & Media Production Specialist
Job Flyer/Video Application Invitation
City of San Leandro – Strategic Communications Plan | 41 42 | Strategic Communications Plan – City of San Leandro City of San Leandro – Strategic Communications Plan | 43 44 | Strategic Communications Plan – City of San Leandro City of San Leandro – Strategic Communications Plan | 45 46 | Strategic Communications Plan – City of San Leandro City of San Leandro – Strategic Communications Plan | 47 https://youtu.be/j6ReGIcBN3E
Prepared by SAE Communications
www.saecommunications.com
Scott Summerfield Sheri Benninghoven, APR
Principal Principal
2934 Victoria Meadow Court 1737 Paterna Road
Pleasanton, CA 94566 Santa Barbara, CA 93103
925/249-9320 805/965-7024
[email protected] [email protected]

San Leandro City CouncilJune 20, 2023

San Leandro City Council
June 20, 2023