Turlock City Council
April 28, 2026

City of Turlock Roads Program CIP Projects Task Order #10 (Project No. 25-024 BP1) Pre-Construction Services – Scope of Consultant Services 4

Deliverables:

Written agenda for pre-construction conference, including project submittal list.

Electronic distribution of pre-construction meeting minutes to the attendees.

Task 1.8 Review Contractor Pre-Construction Submittals

Objectives:

1. Coordinate, document, and review pre-construction project submittals for their compliance with the project plans and specifications.

Description:

Contract provisions identify specific items to be provided by the contractor prior to the start of construction that are subject to review. When we receive these pre-construction submittals from the contractor, they will be stamped and logged in by date of receipt. The NV5 Team will then review the submittals or forward the submittals to the designer and the City, as appropriate.

A partial list of expected pre-construction submittals includes:
• Construction Schedule
• Traffic Control Plans & Pedestrian Detours
• SWPPP or WPCP
• Safety Program

Deliverables:

Comprehensive log of submittal tracking and response
Submittal review documentation per contract documents
Correspondence of review with status (acceptable, revise and resubmit)

Task 1.9 Establish Project Procedures

Objectives:

1. Gain concurrence from the City regarding planned project procedures, tracking tools, construction forms and templates.

2. Provide a concise outline of regular tracking, correspondence and reporting activities with planned frequencies.

Description:

The Resident Engineer will discuss with the City all proposed tracking log templates, correspondence templates and construction forms to be used during administration of the project for review and input. The frequency of regular meetings and reporting needs will be understood based on the City’s needs. We will also discuss correspondence procedures with the project designer, stakeholders, the public and other City staff. Once established, these project procedures will be summarized through Project Procedures Outline and will be maintained on file and updated as necessary during the project. All findings and conclusions resulting from this task will be conveyed to the project team prior to construction.

Deliverables:

Proposed tracking log templates, correspondence templates, and construction forms.

Project Procedures Outline.

City of Turlock Roads Program CIP Projects Task Order #10 (Project No. 25-024 BP1) Pre-Construction Services – Scope of Consultant Services 5

Completion Schedule

NV5 shall be bound by the requirements of the Agreement from the start of pre-construction services commencing in April 2026 until the conclusion of pre-construction period at the end of June 2026. Time extensions may result in the need for additional CM services. Overtime, weekend, and holiday work are not anticipated and therefore not included.

In the event that the City Project Manager requires additional Pre-Construction Services, an amendment may be required as stipulated in the Agreement.

Fee Schedule

Compensation to provide Construction Management services required for the pre-construction phase of the subject construction project as detailed in the Agreement, for the time periods discussed in the previous section throughout the duration of the contract, shall be at the rates included in the attached cost proposal.

Name Kramer Walker, PE Kolton Walker, PE Neil Novotny, EIT TBD TOTAL COST Classification
Construction
Manager Resident Engineer Assistant
Resident Engineer Inspector (7)
Actual Hourly Rate $137.25 $87.11 $57.54 $85.00
Indirect Cost Rate (ICR) 136.58% 136.58% 136.58% 136.58% Net Fixed Fee 10.00% 10.00% 10.00% 10.00%
Hourly Billing Rate (1) $357.18 $226.69 $149.74 $221.20 Contract Escalation Fee (8) 5.00% 5.00% 5.00% 5.00%

1.1 CONSTRUCTABILITY REVIEW 20 40 40

1.2 CONTRACTOR PREQUALIFICATION 2

1.3 FILE REVIEW 4 4 8

1.4 DOCUMENT EXISTING CONDITIONS 4 32

1.5 SCHEDULE REVIEW 6

1.6 DRAW SCHEDULE 2

1.7 PRE-CONSTRUCTION CONFERENCE 2 4 4 4

1.8 REVIEW CONTRACTOR PRE-CONSTRUCTION SUBMITTALS 24 24

1.9 ESTABLISH PROJECT PROCEDURES 4 4 4 4
Man Hour Subtotal 40 80 80 40
Task 1 Subtotal Fees $14,287.07 $18,135.47 $11,979.28 $8,848.09 $53,249.90 Notes and Assumptions: Other Direct Costs

1. NV5 employee hourly rates include project-related overhead, profit, safety equipment, vehicles, laptops, and cell phones. Per Diem ($120 per day) - 0 Days $0.00

2. Cost proposal is based on 8-hour work shifts according to the Caltrans 5-Day Working Calendar. Field Supplies $0.00

3. Overtime, weekend, and holiday work is not included. Overtime hours will be paid in accordance with applicable labor law and prevailing wage rates, and are above and beyond the scope and fee of this estimate.

4. Adjustments to this estimate may be required if the actual schedule requires more or less construction management services than proposed. Proposal Total $53,249.90

5. This cost estimate is based on the pre-construction phase of the project being completed between April 1st, 2026 and June 31st, 2026. Time extensions (including weather delays) may result in additional CM services & fees.

6. This estimate is based on the specific scope of work described for the CITY OF TURLOCK ROADS PROGRAM CIP PROJECTS T.O. #10 (PROJECT NO. 25-024 BP1) - PRE-CONSTRUCTION SERVICES.

7. Classifications requiring prevailing wage are subject to the provisions set forth in the latest DIR determination.

8. An escalation fee of 5.0% will be applicable for work completed after 3/31/2027.

TASK I: PRE-CONSTRUCTION PHASE
Staffing Plan & Fee Proposal for Pre-Construction Services Turlock Roads Program CIP Projects T.O. #10 (Project No. 25-024 BP1) Prepared for the City of Turlock

Local Assistance Procedures Manual Exhibit 10-H1
Cost Proposal
Note: Mark-ups are Not Allowed
Consultant
Project No. 25-024 BP1 Contract No. 2024-111 Task Order #10 Date 4/1/2026

DIRECT LABOR
Hours Actual Hourly Rate Total
40 $137.25 $5,490.00
0 $87.55 $0.00
80 $87.11 $6,968.80
40 $80.00 - $90.00 $3,400.00
80 $57.54 $4,603.20
0 $0.00
0 $0.00
240

LABOR COSTS
a) Subtotal Direct Labor Costs $20,462.00
b) Anticipated Salary Increases (see page 2 for calculation) $0.00 c) TOTAL DIRECT LABOR COSTS [(a) + (b)] $20,462.00

FRINGE BENEFITS
d) Fringe Benefits (Rate: 0.00% ) e) Total Fringe Benefits [(c) x (d)] $0.00

INDIRECT COSTS
f) Overhead (Rate: 136.58%
) g) Overhead [(c) x (f)] $27,947.00
h) General and Administrative (Rate: 0.00% ) i) Gen & Admin [(c) x (h)] $0.00

j) Total Indirect Costs [(e) + (g) + (i)] $27,947.00
FIXED FEE (Profit)
q) (Rate: 10.00% )
k) TOTAL FIXED PROFIT [(c) + (j)] x (q)] $4,840.90
l) CONSULTANT'S OTHER DIRECT COSTS (ODC) - ITEMIZE (Add additional pages if necessary) Quantity Unit Unit Cost Total
l) TOTAL OTHER DIRECT COSTS $0.00
m) SUBCONSULTANT'S COSTS (Add additional pages if necessary) Subconsultant 1: $0.00
Subconsultant 2: $0.00
m) TOTAL SUBCONSULTANTS $0.00
n) TOTAL OTHER DIRECT COSTS INCLUDING SUBCONSULTANTS [(l)+(m)] $0.00 TOTAL COST [(c) +(j) + (k) + (n)] $53,249.90
NOTES:

1. Key personnel must be marked with an asterisk (*) and employees that are subject to prevailing wage requirements must be marked with two asterisks (**). All costs must comply with the Federal cost principles. Subconsultants will provide their own cost proposals.

2. The cost proposal format shall not be amended. Indirect cost rates shall be updated on an annual basis in accordance with the consultant's annual accounting period and established by a cognizant agency or accepted by Caltrans.

3. Anticipated salary increases calculation (page 2) must accompany.

Description of Item

Inspector TBD**
Assistant Resident Engineer Neil Novotny, EIT
Construction Manager Kramer Walker, PE*
Resident Engineer Kolton Walker, PE*
Resident Engineer John Seymour, PE
EXHIBIT 10-H1 COST PROPOSAL

ACTUAL COST-PLUS-FIXED FEE OR LUMP SUM (FIRM FIXED PRICE) CONTRACTS (DESIGN, ENGINEERING AND ENVIRONMENTAL STUDIES)
NV5, Inc.

Classification/Title Name

Local Assistance Procedures Manual Exhibit 10-H1
Consultant Contract No. 2024-111 Task Order #10 Date 4/1/2026

1. Calculate Average Hourly Rate for 1st year of the contract (Direct Labor Subtotal divided by total hours) Avg Hourly 5 Year Contract
Rate Duration
$20,462.00 = $85.26 Year 1 Avg Hourly Rate
Avg Hourly Rate
Year 1 $85.26 + = $89.52 Year 2 Avg Hourly Rate
Year 2 $89.52 + = $94.00 Year 3 Avg Hourly Rate
Year 3 $94.00 + = $98.70 Year 4 Avg Hourly Rate
Year 4 $98.70 + = $103.63 Year 5 Avg Hourly Rate
Year 5 $103.63 + = $108.81 Year 5 Avg Hourly Rate
Total Hours
per Year
Year 1 100.00% * = 240.0 Estimated Hours Year 1
Year 2 0.00% * = 0.0 Estimated Hours Year 2
Year 3 0.00% * = 0.0 Estimated Hours Year 3
Year 4 0.00% * = 0.0 Estimated Hours Year 4
Year 5 0.00% * = 0.0 Estimated Hours Year 5
Total 100% = 240.0
Year 1 $85.26 * = $20,462.00 Estimated Hours Year 1
Year 2 $89.52 * = $0.00 Estimated Hours Year 2
Year 3 $94.00 * = $0.00 Estimated Hours Year 3
Year 4 $98.70 * = $0.00 Estimated Hours Year 4
Year 5 $103.63 * = $0.00 Estimated Hours Year 5
= $20,462.00
= $20,462.00
= $0.00 Transfer to Page 1
NOTES:
1 This is not the only way to estimate salary increases. Other methods will be accepted if they clearly indicate the % increase, the # of years of the contract, and a breakdown of the labor to be performed each year. 2 An estimation that is based on direct labor multiplied by salary increase % multiplied by the # of years is not acceptable. (i.e. $250,000 x 2% x 5 yrs = $25,000 is not an acceptable methodology) 3 This assumes that the year one rates expire 03/31/27 and salary increases due to escalation are effective 04/01/27. 4 Calculations for anticipated salary escalation must be provided.

Direct Labor Subtotal before Escalation
Estimated total of Direct Labor Salary Increase
240
0 0
0 0
Total Direct Labor Cost with Escalation

4. Calculate Total Costs including Escalation (Multiply Average Hourly Rate by the number of hours) Avg Hourly Rate Estimated hours Cost per Year(calculated above) (calculated above) Total

3. Calculate estimated hours per year (Multiply estimate % each year by total hours) Estimated % Total Hours
Completed Each Year per Cost Proposal
240.0
240.0
240.0
240.0
240.0
5%
per Cost Proposal per Cost Proposal
240

2. Calculate hourly rate for all years (Increase the Average Hourly Rate for a year by proposed escalation %) Proposed Escalation
5%
5%
5%
5%

ACTUAL COST-PLUS-FIXED FEE OR LUMP SUM (FIRM FIXED PRICE) CONTRACTS (CALCULATIONS FOR ANTICIPATED SALARY INCREASES)
NV5, Inc.

Direct Labor Subtotal
Total Hours
EXHIBIT 10-H1 COST PROPOSAL Page 2 of 3

Local Assistance Procedures Manual Exhibit 10-H
Cost Proposal
Certification of Direct Costs:

I, the undersigned, certify to the best of my knowledge and belief that all direct costs identified on the cost proposal(s) in this contract are actual, reasonable, allowable, and allocable to the contract in accordance with the contract terms and the following requirements:

1. Generally Accepted Accounting Principles (GAAP)

2. Terms and conditions of the contract

3. Title 23 United States Code Section 112 - Letting of Contracts

4. 48 Code of Federal Regulations Part 31 - Contract Cost Principles and Procedures

5. 23 Code of Federal Regulations Part 172 - Procurement, Management, and Administration of Engineering and Design Related Service

6. 48 Code of Federal Regulations Part 9904 - Cost Accounting Standards Board (when applicable) Prime Consultant or Subconsultant Certifying:

Name: Lori Goodwin Title *: Vice President
Signature : Date of Certification (mm/dd/yyyy): 4/1/2026 Email: [email protected] Phone Number: 559-661-5228
Address: 2109 West Bullard Avenue, Suite 145, Fresno, CA 93711 * An individual executive or financial officer of the consultant’s or subconsultant’s organization at a level no lower than a Vice President or a Chief Financial Officer, or equivalent, who has authority to represent the financial information utilized to establish the cost proposal for the contract.

List services the consultant is providing under the proposed contract:

Construction Management Services
EXHIBIT 10-H1 COST PROPOSAL Page 3 of 3
All costs must be applied consistently and fairly to all contracts. All documentation of compliance must be retained in the project files and be in compliance with applicable federal and state requirements.

Costs that are noncom pliant with the federal and state requirements are not eligible for reimbursement.

Local governments are responsible for applying only cognizant agency approved or Caltrans accepted Indirect Cost Rate{s).

LPP 15-01

January 2018

City Council Staff Report
April 28, 2026

From: Jessie Dhami, Human Relations Director
Prepared by: Darlene Ingersoll, Principal HR Analyst
Agendized by: Gary Hampton, Interim City Manager

1. ACTION RECOMMENDED:

Approving the Tentative Agreement updating the Memorandum of Understanding (“MOU”) between the City of Turlock (“City”) and Turlock Management Association – Public Safety (“TMAPS”) covering the period of July 1, 2025, through June 30, 2028, and appropriating $10,811 to Fund 110 (General Fund) and $2,595 to Fund 118 (Measure A-General) for salary and related benefits.

2. NARRATIVE:

The City and TMAPS entered into a Tentative Agreement concluding labor negotiations for the 2025-2026 fiscal year. The Tentative Agreement is hereby presented to the City Council for approval.

The current MOU between the City and TMAPS expired on June 30, 2025. In the spring of 2025, the City began labor negotiations with TMAPS in an effort to reach a successor agreement. The Tentative Agreement covers a term of three (3) years, beginning on July 1, 2025, through June 30, 2028.

Key Highlights of the Proposed MOU are summarized below:
• Cost of Living Increase: The tentative agreement includes a two percent (2%) cost of living increase effective upon ratification of the Tentative Agreement for year one of the contract (effective April 28, 2026), a three percent (3%) cost of living increase for year two of the contract effective July 1, 2026, and a four percent (4%) cost of living increase for year three of the contract effective July 1, 2027.

The Tentative Agreement is subject to approval by the City Council before its terms go into effect. The City is informed that TMAPS has ratified the agreement. The City’s negotiators have received guidance and tentative approval from the City Council throughout the negotiation process with TMAPS.

3. FISCAL IMPACT / BUDGET AMENDMENT:

An appropriation of funds for Fiscal Year 2025-2026 for the period of April 28, 2026 through June 30, 2026 is required in the amount of $8,586 to Fund 110 (General Fund) for Police salary and related benefits, $2,225 to Fund 110 (General Fund) for Fire salary and related benefits, $1,309 to Fund 118 (Measure A-General) for Police salary and related benefits, and $1,286 to Fund 118 (Measure A-General) for Fire salary and related benefits, for a total

Agenda Staff Report
4/28/2026

of $13,406. The costs for Fiscal Years 2026-2027 are estimated at $135,671 and 2027-2028 at $248,347. These amounts will be built into the future budgets.

4. ENVIRONMENTAL DETERMINATION:

This action is not subject to the provisions of the California Environmental Quality Act (CEQA) in accordance with Section 15378(b)(5) of the CEQA guidelines. This action consists of “organizational or administrative activities of governments that will not result in direct or indirect physical changes in the environment” and therefore is not considered a project.

5. ALTERNATIVES:

The City Council may choose to direct staff to return to the bargaining table to negotiate different terms and conditions. However, staff does not recommend alternatives since the negotiated terms meet the parameters set forth by the Council.

6. ATTACHMENTS:

1. Resolution

2. TMAPS - Tentative Agreement

3. TMAPS - Police- Salary Schedule

4. TMAPS - Fire- Salary Schedule

BEFORE THE CITY COUNCIL OF THE CITY OF TURLOCK

ADOPTING A RESOLUTION APPROVING } RESOLUTION NO. 2026- THE TENTATIVE AGREEMENT UPDATING }
THE MEMORANDUM OF UNDERSTANDING }
(“MOU”) BETWEEN THE CITY OF TURLOCK }
(“CITY”) AND TURLOCK MANAGEMENT }
ASSOCIATION – PUBLIC SAFETY }
(“TMAPS”) COVERING THE PERIOD OF }
JULY 1, 2025, THROUGH JUNE 30, 2028, }
AND APPROPRIATING $10,811 TO FUND }
110 (GENERAL FUND) AND $2,595 TO }
FUND 118 (MEASURE A-GENERAL) FOR }
SALARY AND RELATED BENEFITS }
_____________________________ }

WHEREAS, the City of Turlock (“City”) and the Turlock Management Association – Public Safety (“TMAPS”) entered into a Tentative Agreement for a successor Memorandum of Understanding (“MOU”) concluding labor negotiations for the 2025- 2026 fiscal year; and

WHEREAS, the Tentative Agreement covers a term of three (3) years, beginning on July 1, 2025, through June 30, 2028; and

WHEREAS, the Tentative Agreement includes a two percent (2%) salary increase effective upon ratification of this Tentative Agreement for year one of the contract (effective April 28, 2026); a three percent (3%) salary increase for year two of the contract effective on July 1, 2026; and, a four percent (4%) salary increase for year three of the contract effective on July 1, 2027; and

WHEREAS, the terms and conditions of employment set forth in the Tentative Agreement reached with the Turlock Management Association – Public Safety are subject to implementation upon ratification by the City of Turlock City Council and the Turlock Management Association – Public Safety.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Turlock does hereby approve the Tentative Agreement updating the Memorandum of Understanding (“MOU”) between the City of Turlock (“City”) and Turlock Management Association – Public Safety (“TMAPS”) covering the period of July 1, 2025, through June 30, 2028, and appropriating $10,811 to Fund 110 (General Fund) and $2,595 to Fund 118 (Measure A-General) for salary and related benefits.

PASSED AND ADOPTED at a regular meeting of the City Council of the City of Turlock this 28th day of April 2026, by the following vote:

AYES:

NOES:

NOT PARTICIPATING:

ABSENT:

ATTEST:

Resolution No. 2026-

__________________________
Nicole Fiez, City Clerk,
City of Turlock, County of
Stanislaus, State of California

RANGE STEP 1 STEP 2 STEP 3 STEP 4 STEP 5

36.1 11714 12300 12915 13561 14240 POLICE LIEUTENANT

38.1 12915 13561 14240 14951 15699 POLICE CAPTAIN
RANGE STEP 1 STEP 2 STEP 3 STEP 4 STEP 5

36.1 12066 12669 13302 13967 14666 POLICE LIEUTENANT

38.1 13302 13967 14666 15400 16169 POLICE CAPTAIN
RANGE STEP 1 STEP 2 STEP 3 STEP 4 STEP 5

36.1 12548 13176 13835 14526 15253 POLICE LIEUTENANT

38.1 13835 14526 15253 16016 16817 POLICE CAPTAIN

TMAPS - POLICE

MONTHLY SALARY SCHEDULE
7/1/2026

TMAPS - POLICE

MONTHLY SALARY SCHEDULE
7/1/2027

TMAPS - POLICE

MONTHLY SALARY SCHEDULE
4/28/2026
ADOPTED 04/28/2026
EFFECTIVE 04/28/2026

RANGE STEP 1 STEP 2 STEP 3 STEP 4 STEP 5

36.1 11440 12012 12613 13244 13906 FIRE MARSHAL

FIRE DIVISION CHIEF
RANGE STEP 1 STEP 2 STEP 3 STEP 4 STEP 5

36.1 11783 12372 12991 13640 14322 FIRE MARSHAL

FIRE DIVISION CHIEF
RANGE STEP 1 STEP 2 STEP 3 STEP 4 STEP 5

36.1 12254 12867 13510 14186 14895 FIRE MARSHAL

FIRE DIVISION CHIEF

TMAPS - FIRE

MONTHLY SALARY SCHEDULE
7/1/2027

TMAPS - FIRE

MONTHLY SALARY SCHEDULE
4/28/2026

TMAPS - FIRE

MONTHLY SALARY SCHEDULE
7/1/2026
ADOPTED 04/28/2026
EFFECTIVE 4/28/2026

City Council Staff Report
April 28, 2026

From: Jessie Dhami, Human Relations Director
Prepared by: Darlene Ingersoll, Principal HR Analyst
Agendized by: Gary Hampton, Interim City Manager

1. ACTION RECOMMENDED:

Approval of a Resolution to Employ a CalPERS Annuitant (Acting Fire Division Chief) Pursuant to CalPERS Requirements.

2. NARRATIVE:

The position of Acting Fire Division Chief is available because the current Fire Division Chief is on an approved leave of absence. The City desires to hire CalPERS annuitant, Timothy Tietjen, as the Acting Fire Division Chief, as he has the requisite specialized skills for the position.

Mr. Tietjen retired from employment and is a CalPERS annuitant. CalPERS statutes, regulations, and guidance set forth a variety of rules and procedures applicable to the employment of a CalPERS retired annuitant including the following:
• The compensation paid to a CalPERS annuitant must be within the existing salary schedule for the position at issue;
• The annuitant may not exceed 960 hours of service per fiscal year; • The annuitant may not receive any other benefit, incentive, compensation in lieu of benefits, or other form of compensation in addition to the hourly pay rate; • The duration of employment must be terminated at the end of the leave of absence of the current Fire Division Chief and may not exceed one year based on CalPERS rules.

In addition, the performance of the Fire Division Chief position requires specialized skills which Mr. Tietjen possesses, as demonstrated by his prior service as the City of Modesto Fire Department Assistant Chief and its Chief Officer assigned to oversee the Stanislaus Consolidated Fire Protection District prior to his retirement.

CalPERS procedures require the City Council to adopt a resolution related to the appointment of a CalPERS annuitant where a position is available based on a leave of absence, and where the position requires specialized skills.

3. FISCAL IMPACT / BUDGET AMENDMENT:

In accordance with CalPERS rules and based on the placement of Mr. Tietjen on Step 5 of the existing Fire Division Chief salary schedule, Mr. Tietjen will receive an hourly rate of pay calculated as follows: $13,906/173.333 = $80.23 per hour. CalPERS rules restrict the maximum number of hours to 960 per fiscal year.

Agenda Staff Report
4/28/2026

4. ENVIRONMENTAL DETERMINATION:

This action is not subject to the provisions of the California Environmental Quality Act (CEQA) in accordance with Section 15378(b)(5) of the CEQA guidelines. This action consists of “organizational or administrative activities of governments that will not result in direct or indirect physical changes in the environment” and therefore is not considered a project.

5. ALTERNATIVES:

Council may choose not to proceed further with the employment of Mr. Tietjen as Acting Fire Division Chief.

6. ATTACHMENTS:

1. Resolution

BEFORE THE CITY COUNCIL OF THE CITY OF TURLOCK

RESOLUTION NO. 2026-
IN THE MATTER OF APPOINTING AND }
EMPLOYING CALPERS RETIRED }
ANNUITANT TIMOTHY TIETJEN AS ACTING }
FIRE DIVISION CHIEF PURSUANT TO CALPERS }
REQUIREMENTS }
}

WHEREAS, Timothy Tietjen (“Mr. Tietjen”) has previously received a service retirement under the CalPERS retirement system; and
WHEREAS, Mr. Tietjen reached normal retirement age prior to receiving his CalPERS service retirement, and has had a bonafide separation from service with a CalPERS participating agency of more than 180 days; and WHEREAS, the position of Acting Fire Division Chief is available because the current Fire Division Chief is on an approved leave of absence and remains on payroll status; and
WHEREAS, performance of the Fire Division Chief position requires specialized skills which Mr. Tietjen possesses as demonstrated by his prior service as the City of Modesto Fire Department Assistant Chief, and as the Modesto Fire Department Chief Officer assigned to oversee the Stanislaus Consolidated Fire Protection District before his retirement; and,
WHEREAS, the City intends to employ Mr. Tietjen as a retired annuitant in accordance with CalPERS rules and procedures.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Turlock hereby finds, determines, and resolves as follows:

1. Mr. Tietjen is appointed to serve as an Acting Fire Division Chief based on the specialized skills he possesses, and which are needed in performing the duties of the position, effective May 4, 2026, which coincides with the first day of the approved leave of absence for the Fire Division Chief referenced in this resolution. At no time will Mr.

Tietjen begin service as an Acting Fire Division Chief until the current Fire Division Chief’s approved leave of absence begins.

2. In accordance with CalPERS rules, Mr. Tietjen shall be placed on Step 5 of the existing Fire Division Chief salary schedule, with an hourly rate of pay calculated as follows: $13,906/173.333 = $80.23 per hour.

3. Mr. Tietjen shall not receive any other benefit, incentive, compensation in lieu of benefits, or other form of compensation in addition to the hourly pay rate.

4. Mr. Tietjen shall not exceed 960 hours of service per fiscal year.

5. Mr. Tietjen’s service as Acting Fire Division Chief will be terminated no later than the current Fire Division Chief’s return from leave of absence and shall not exceed one year based on CalPERS rules.

PASSED AND ADOPTED at a regular meeting of the City Council of the City of Turlock this 28th day of April 2026, by the following vote:

AYES:

NOES:

NOT PARTICIPATING:

ABSENT:

ATTEST:

__________________________
Nicole Fiez, City Clerk,
City of Turlock, County of
Stanislaus, State of California

City Council Staff Report
April 28, 2026

From: Anthony Sims, Economic Development Director
Prepared by: Anthony Sims, Economic Development Director Agendized by: Gary Hampton, Interim City Manager

1. ACTION RECOMMENDED:

Resolution: Accepting the City of Turlock Strategic Communications Plan that was completed by Slate Communications

2. NARRATIVE:

The City of Turlock currently does not have a Strategic Communications Plan in place. The City desires a Strategic Communications Plan that identifies the tools, mechanisms, and procedures that the City should use to effectively communicate information to residents and businesses, as well as engage residents and businesses in two-way dialog and participation in community and civic affairs.

Staff issued an informal Request for Qualifications (RFQ) in February 2024. A panel was formed to review the proposals submitted, and Slate Communications was selected to develop and implement the City of Turlock Strategic Communications Plan. With over 100 years of combined experience among staff and over 13 years in business within the communications industry, as well as working with cities and public agencies on strategic communications plans, Slate Communications has successfully managed more than 100 similar communication projects and initiatives for other communities across the country.

The total cost of the Strategic Communications Plan is not to exceed $49,875.

Slate Communications began work on the Strategic Communications Plan in July/August 2024, and completed the draft plan in August 2025. Slate Communications carried out a range of community and communications engagement activities in support of the Strategic Communications Plan, including:

• Interviewing stakeholders, residents, staff
• Plan and organize community workshops
• Understand current organizational goals, vision, mission, values, and alignment with messaging
• Review of existing communications tools
• Review recent surveys, strategic plans, and other relevant documents • Evaluation of brand usage, consistency, and alignment with community brand • Review and assess digital assets
• Provide SWOT Analysis (Strengths, Weaknesses, Opportunities, Threats) • Identify effective strategies and tools, pinpoint areas for improvement • And more (more details provided in Attachment)

The purpose of the Strategic Communications Plan is to establish a clear framework for how the City communicates with residents, businesses, and stakeholders. The Plan outlines defined goals, strategies, and tools to ensure information is delivered in a timely, accurate,

Agenda Staff Report
4/28/2026

and transparent manner while also promoting meaningful two-way engagement and civic participation.

The City of Turlock is committed to open and accountable communication. This Plan serves as a guiding document for all departments and employees, reinforcing that effective communication is a shared responsibility across the organization.

The City Council must review and formally accept the Strategic Communications Plan prior to it being posted and released to the public. The City Council may also direct staff to make additional revisions or conduct further analysis before final adoption. Until then, the document remains a draft.

3. FISCAL IMPACT / BUDGET AMENDMENT:

Funding for the Strategic Communications Plan was approved at the July 23, 2024, City Council meeting. The total project cost was not to exceed $49,875 and was allocated from Fund 240 "Small Equipment Replacement" account 240-00-000-203.43060_000 “Contractual Services.” There is no fiscal impact associated with the approval of the Strategic Communications Plan scheduled for the April 28, 2026, City Council meeting.

4. ENVIRONMENTAL DETERMINATION:

This action is not subject to the provisions of the California Environmental Quality Act (CEQA) in accordance with Section 15378(b)(5) of the CEQA guidelines. This action consists of “organizational or administrative activities of governments that will not result in direct or indirect physical changes in the environment” and therefore is not considered a project.

5. ALTERNATIVES:

A. City Council may choose not to Accept the City of Turlock Strategic Communications Plan.

B. City Council may choose to Accept the City of Turlock Strategic Communications Plan with revised conditions of approval.

C. City Council may refer staff for more work on the plan.

6. ATTACHMENTS:

1. Resolution Accepting COT Strategic Communications Plan (1)

2. 2025_Turlock_Strategic_Communications_Plan DRAFT _Water Marked

3. Slate Communications_Contract No. 2024-176

BEFORE THE CITY COUNCIL OF THE CITY OF TURLOCK

WHEREAS, The City of Turlock currently does not have a Strategic Communications Plan in place. The City desires a Strategic Communications Plan that identifies the tools, mechanisms, and procedures that the City should use to effectively communicate information to residents and businesses, as well as engage residents and businesses in two-way dialog and participation in community and civic affairs; and

WHEREAS, Staff issued an informal Request for Qualifications (RFQ) in February 2024. A panel was formed to review the proposals submitted, and Slate Communications was selected to develop and implement the City of Turlock Strategic Communications Plan; and

WHEREAS, Slate Communications carried out a range of community and communications engagement activities in support of the Strategic Communications Plan, including interviewing stakeholders, residents, staff, plan and organize community workshops, review of existing communications tools, review recent surveys, strategic plans, evaluation of brand usage, consistency, review and assess digital assets, provide SWOT (strengths, weaknesses, opportunities, threats) analysis, identify effective strategies and tools, pinpoint areas of improvement and more; and
WHEREAS, The purpose of the Strategic Communications Plan is to establish a clear framework for how the City communicates with residents, businesses, and stakeholders. The Plan outlines defined goals, strategies, and tools to ensure information is delivered in a timely, accurate, and transparent manner while also promoting meaningful two-way engagement and civic participation.

The City of Turlock is committed to open and accountable communication. This Plan serves as a guiding document for all departments and employees, reinforcing that effective communication is a shared responsibility across the organization.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Turlock does hereby accept the City of Turlock Strategic Communications Plan that was completed by Slate Communications.

PASSED AND ADOPTED at a regular meeting of the City Council of the City of Turlock this 28th day of April, 2026, by the following vote:

AYES: ( )
NOES: ( )
NOT PARTICIPATING: ( )
ABSENT: ( )
}
}
}
}
RESOLUTION NO. 2026-XXXIN THE MATTER OF ACCEPTING THE CITY

OF TURLOCK STRATEGIC

COMMUNICATIONS PLAN THAT WAS

COMPLETED BY SLATE

COMMUNICATIONS

Resolution No. 2026-XXX

ATTEST:

___________________________
Nichole Fiez, City Clerk,
City of Turlock, County of Stanislaus,
State of California

STRATEGIC COMMUNICATIONS PLAN

CITY OF TURLOCK, CA
September 2025

EXECUTIVE SUMMARY

INTRODUCTION
The City of Turlock Strategic Communications Plan establishes a comprehensive roadmap to strengthen transparency, build community trust, and ensure that residents, businesses, and stakeholders are engaged and informed. Developed through extensive research, including interviews, focus groups, surveys, and digital audits, this plan reflects the community’s communication needs, preferences, and expectations, while positioning the city organization to proactively tell its story and respond effectively in a fast-changing information landscape.

DISCOVERY AND KEY FINDINGS
The discovery phase highlighted Turlock’s unique character as a diverse, close-knit community with deep agricultural roots, a growing economy, and a vibrant student population from California State University, Stanislaus. Data gathering included interviews with some members of City Council and staff, 17 stakeholder groups, community workshops, and two surveys capturing the perspectives of 87 residents and 43 employees.

Residents expressed pride in their community and appreciation for improved communications in recent years. However, challenges remain: communication is often reactive rather than proactive, the city’s website is difficult to navigate, and residents desire more timely, clear, and accessible information. Employees similarly noted gaps in internal communication processes, emphasizing the need for consistency, more direct updates, and opportunities for staff-wide connection.

A SWOT Analysis was conducted, which identified the strengths, weaknesses, opportunities, and threats associated with the city’s current communication efforts. The SWOT Analysis reinforced that Turlock’s strengths lie in its strong sense of community and approachable city leadership, while weaknesses include limited communications DRAFT

City of Turlock, Strategic Communications Plan – September 2025

2 capacity and inconsistent information sharing. Opportunities exist to expand multilingual communication, improve digital tools, and strengthen collaboration with community partners. Threats include growing misinformation, limited resources for translation, and a general lack of trust in government institutions across the country.

VISION, GOALS, AND MESSAGING

The plan’s vision is to ensure Turlock is a transparent, inclusive, and engaging community, empowered through clear, accessible, and timely communication. Five overarching goals guide the plan. They are:

1. Enhance Transparency: Increase understanding of services and decisions by aligning communication with citywide priorities.

2. Foster Community Engagement: Build two-way channels that encourage feedback, participation, and civic pride.

3. Improve Accessibility: Provide information in multiple languages and formats that meet accessibility standards.

4. Leverage Technology: Invest in digital platforms, social media, and innovative tools to reach residents where they are.

5. Strengthen Brand Identity: Establish consistent, welcoming, and inclusive messaging that reflects Turlock’s character.

Foundational messaging underscores that Turlock is close-knit, proactive, strategic, approachable, inclusive, and collaborative.

STRATEGIC FRAMEWORK

The communications division is responsible for carrying out this plan, supported by clerical staff and cross-department collaboration. Key priorities include:
• Providing open, timely, and accessible communication: This includes a redesigned monthly resident e-newsletter, quarterly business newsletter, bilingual materials, updated social media policy, and consistent response standards. • Fostering robust public participation: Tactics include council recap summaries, neighborhood pop-up events, coffee with Council (or other similar informal gatherings), project-specific FAQs, and early sharing of information on major initiatives.
• Developing a cohesive brand framework: The plan introduces brand guidelines to ensure consistency across departments.
• Expanding community partnerships: Collaboration with schools, nonprofits, and cultural organizations will help extend reach and ensure inclusivity. • Utilizing technology: Enhancements include auditing social media accounts, integrating communications into the city’s app, improving website navigation, and budgeting for boosted digital posts.

TOOLKIT AND IMPLEMENTATION

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City of Turlock, Strategic Communications Plan – September 2025

3 To ensure sustainability, the plan provides practical tools and templates for staff, including:
• A Communications Matrix to match tools with audiences • An Internal Communications Request Process to standardize workflows • A Crisis Communications Plan for emergencies
• A Translation Implementation Plan to support multilingual outreach • A Social Media Account Relevance Check-List
• A Media Relations Tip Sheet
• And more

The plan also outlines staffing recommendations and a budget framework to ensure adequate capacity for both proactive and day-to-day communication needs. Metrics for success include media coverage, website analytics, email engagement, social media performance, and printed material distribution.

CONCLUSION

Ultimately, this Strategic Communications Plan positions the City of Turlock to meet community expectations for clarity, transparency, and engagement. By investing in staff capacity, digital tools, and inclusive messaging, Turlock can continue to strengthen trust, celebrate its unique identity, and foster meaningful participation in local government.

The plan is a living document that should be reviewed regularly and adapted to evolving needs, ensuring that Turlock remains responsive, welcoming, and connected to its residents.

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CITY OF TURLOCK

STRATEGIC

COMMUNICATIONS
PLAN
DRAFT

TABLE OF CONTENTS

DISCOVERY REPORT
About Turlock ............................................................................... 1 At a Glance ................................................................................... 2 Gathering the Data ..................................................................... 3 Audience Profiles ........................................................................ 4 Current Communication Tools .................................................. 5 Summary of Interviews .............................................................. 6 Survey Results:

External Community .............................................................. 7 Internal Employee ............................................................... 14 SWOT Analysis ......................................................................... 23 Brand Analysis .......................................................................... 25 Digital Audit .............................................................................. 26 Website Analysis ...................................................................... 28 Key Takeaways .......................................................................... 29

STRATEGIC COMMUNICATIONS PLAN
Plan Purpose ............................................................................. 31 Plan Vision & Goals ................................................................. 32 Foundational Messaging ......................................................... 33 Communications Division - Core Functions ........................ 34 Communication Priorities ....................................................... 36 Strategies and Tactics ............................................................. 37 Implementation & Budget Plan ............................................. 43 Brand Guidelines & Visual Identity ...................................... 46 DRAFT

TABLE OF CONTENTS

TOOLKIT
IAP2 Chart ................................................................................. 52 Communications Matrix .......................................................... 53 Internal Communications Request Process ........................ 54 Communications Planning Worksheet ................................. 55 Crisis Communications Plan. .................................................. 56 Translation Implementation Plan. ......................................... 59 Social Media Account Relevance Check-List ...................... 61 Media Relations Tip Sheet ..................................................... 64 Staffing Recommendations .................................................... 66 Metrics for Success .................................................................. 69 Social Media Policy - Draft .................................................... 70 This plan was developed in collaboration with the
following contributors:
• Slate Communications
• Anthony Sims,
Economic Development Director/Communications Officer
• J oseph Spangler,
Communications Specialist
A special thank you to the members of the Turlock City
Council, department directors, interim city manager, city staff, community partners, and community members
who participated in stakeholder interviews, community
workshops and responded to online surveys.

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DISCOVERY REPORT
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CITY OF TURLOCK COMMUNICATION PLAN | 1CITY OF TURLOCK COMMUNICATIONS PLAN | 1 Turlock, California, is a mid-sized city located in the heart of California’s Central Valley, known for its agricultural roots and a growing community atmosphere. It has a population of around 73,100 people and is the second-largest city in Stanislaus County. Historically, Turlock started as a farming town, and agriculture remains a significant part of its economy, with many surrounding farms dedicated to crops like almonds, dairy production, and other produce.

Building on its agricultural heritage, Turlock has evolved into a more diverse and modern city, with a mix of suburban neighborhoods, shopping centers, and parks. California State University, Stanislaus, located in Turlock, gives the city a vibrant, youthful energy, and there’s a noticeable presence of students, which adds to the cultural diversity of the area.

Turlock’s central location makes it convenient for travel to both coastal and mountain destinations in California and sits about two hours from San Francisco to the west and close to Yosemite National Park to the east.

ABOUT TURLOCK
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AT A GLANCE
Data Sources:
data.census.gov
zoomprospector.com
datacommons.org
ESRI
73,100
HOUSEHOLDS:
24,500
SIZE:

16.88 MEDIAN AGE:
36 AVERAGE HOUSEHOLD
INCOME:
$103,900
EDUCATIONAL ATTAINMENT:

OF THE POPULATION

HAVE AN ASSOCIATE'S
DEGREE OR HIGHER.

82.15%

HAVE A HIGH

SCHOOL DEGREE OR
HIGHER.

LABOR FORCE:
29,000

HOMEOWNERSHIP
RATE:

53.55%

ENGLISH

SPANISH
LANGUAGES SPOKEN:

OTHER
POPULATION:

SQUARE MILES

35.84%

AVERAGE
COMMUTE TIME:
21 MINUTES
AROUND
17%
28% 55%
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GATHERING THE DATA
Every community is different, so Slate Communications spent time in Turlock in September 2024 to experience the City firsthand. Slate met with City staff members and community stakeholders and toured the City. Additional discussions and focus groups were also conducted on Zoom.
8 CITY DIRECTOR

AND STAFF

INTERVIEWS
17 EXTERNAL

STAKEHOLDER

GROUP INTERVIEWS
2 IN-PERSON

COMMUNITY

CONVERSATION

WORKSHOPS
87 EXTERNAL COMMUNICATION

SURVEY RESPONSES
43 INTERNAL EMPLOYEE

COMMUNICATION SURVEY

RESPONSES
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AUDIENCE PROFILES
The City of Turlock can be segmented in various ways. Demographically, Turlock is quite diverse. The median age is 36, which is slightly lower than the state average of 37. 16.5% of the population is over 65, and 28% is under 18. Looking at different segments of our audience allows us to better understand how they prefer to receive information. The City can tailor its messaging to reach different people more effectively.

RESIDENTS
The City has many long-time residents who have deep roots in the community. The overall community makeup is very diverse in age, ethnicity, primary language(s) spoken, and socio-economic status. Both traditional and nontraditional communication tools are necessary to connect with such a diverse population.

BUSINESSES
The City is home to approximately 2,388 businesses that employ roughly 29,000 people. Different business hours require multiple opportunities and times to participate in City meetings or events. The top employment industries in Turlock are healthcare and social assistance, education, manufacturing, and retail. Individual relationships are key to keeping this audience informed.

COMMUNITY PARTNERS
The City values its many community partners, including local schools and the university, non-profit organizations, faith-based organizations, public entities and more. Many of these groups work together to share information and meet regularly to collaborate. In-person meetings and email are good tools for reaching this audience.

NON-ENGLISH SPEAKERS
45% of the population speaks a language other than English. (Note that this amount does not account for individuals who speak multiple languages and may also speak and understand English.) The City does translate some communication material into Spanish, but there are still difficulties reaching these and other speakers, and translation can cause lag time.

Data sources:
zoomprospector.com
datacommons.org
data.census.gov
ESRI
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CURRENT COMMUNICATION TOOLS

INTERNAL
• Employee intranet
• City email
• Posters/flyers in breakroom
• Department/staff meetings
• All-staff meetings
• Staff celebrations and gatherings

EXTERNAL
• City website
• City social media accounts
(Facebook, Instagram, YouTube, LinkedIn)
• Email notifications
• Public meetings
• News releases
• Direct mail
• Mobile app
• Online polls and surveys
• Flyers/door hangers
• Digital information boards
• Partner collaboration
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SUMMARY OF INTERVIEWS

COMMON THEMES
There’s overall positive sentiment about the City of Turlock and the community.

Residents feel empowered to provide input to the City and view the organization as one of many partners that can make Turlock a better place.

Residents feel connected to each other and take pride in the community.

Communication has improved over the last few years, but there’s still room for improvement.

There’s a desire to receive more impactful and timely information from the City and not just general news or event updates.

As an organization, the City is making a renewed investment in quality communications to ensure both immediate and long-term improvements.

COMMON CHALLENGES
Communication is more reactive and information isn’t shared far enough in advance for the community to respond or participate.

Communication from the City isn’t segmented, so it’s difficult to decipher what’s beneficial to residents versus businesses.

The City’s website is difficult to navigate, and it’s challenging to find information quickly.

Most information is readily available but not always easy to find or easy to understand.

The quality of customer service/response is inconsistent across the City organization.

Internal communications is informal and dependent on interpersonal communication more than systemic tools. As a result, staff turnover has made internal communications challenging.

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EXTERNAL COMMUNITY

SURVEY RESULTS
The City of Turlock conducted a short online and printed survey to help understand how respondents prefer to receive City news and information. 87 surveys were completed, and the results are below.

1. How do you currently receive information and updates about what is going on in the City of Turlock? (Check all that apply) OTHER (open-ended):

City of Turlock News I called and asked what projects were available to volunteer for
Chamber Emails from the Economic Development Director – Communications Officer
X (formerly Twitter) In my bill
Turlock Journal Bill inserts
Watch the City Council meetings I get little to nothing as a hospital I tried to get on the city email and was never
out on the list. I will try again Save Turlock, Turlock News, Turlock City News Instagram ................................................................... 35.71% Facebook .................................................................... 34.52% City website .............................................................. 30.95% Word of mouth (from friends or family) .......... 23.81% City email/e-subscription service ....................... 16.67% Public meetings ....................................................... 15.48% Local newspaper ..................................................... 14.29% Other (please specify) ........................................... 14.29% Direct mail ................................................................. 11.90% LinkedIn .........................................................................8.33% YouTube ........................................................................8.33% Mobile app ....................................................................7.14% Flyers and/or door hangers .....................................5.95% None of the above .....................................................2.38% DRAFT

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2. How do you want to receive information from the City in the future? (Choose up to 5)
OTHER (open-ended):

Bills
X (formerly Twitter)
Town hall meetings with elected officials and city staff Bill inserts
Call in option to City Council Meetings
City email/e-subscription service ..................40.48% City website .........................................................34.52% City e-newsletter
(bi-weekly, monthly, quarterly) ...........................32.14% Instagram ..............................................................30.95% Facebook ...............................................................29.76% Text message ......................................................25.00% Direct mail ............................................................23.81% Mobile app ............................................................16.67% Public meetings ..................................................10.71% Local newspaper ...................................................8.33% LinkedIn ....................................................................7.14% Flyers and/or door hangers ................................7.14% Digital information boards .................................5.95% Other (please specify) .............................................5.95% YouTube ...................................................................4.76% Word of mouth (from friends or family) ........4.76%
Radio .........................................................................1.19% DRAFT

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Office hours for billing payment
Emergency management issues
Homeless solutions
Community events .............................................77.38% City Council updates .........................................63.10% Economic development and
new business information ...............................55.95% Public safety alerts
(police and fire news) ............................................53.57% Special projects
(strategic plans, workforce housing, etc.) ..........51.19% Parks and recreation opportunities ..............47.62% Capital Improvement Projects (CIP)
(roads, sidewalks, etc.) .........................................46.43% Arts and cultural opportunities .....................44.05% Budget/City finances .........................................41.67% Development activity
in your neighborhood
........................................40.48%
Utilities (water and wastewater) .......................38.10% Other (please specify) .............................................3.57%

3. What type of information are you most interested in? (Check all that apply)
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4. How would you describe the current communication
frequency from the City?

5. In what language would you prefer to receive information from the City?
English .................................................................100.00% Spanish .....................................................................8.33% Punjabi ......................................................................2.38% Assyrian ...................................................................0.00% Portuguese ..............................................................0.00% Other (please specify) .............................................0.00% Not enough .......................................................... 69.05% Just the right amount ........................................ 30.95% Too much .................................................................0.00% DRAFT

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6. Do you have any other suggestions on how the City of Turlock can improve communication with the community? (Verbatim Responses) Don't say one thing and lie on the phone I heard you were open till 2pm the day before new year and the office for payment was not opened.

By text message or Email
Monthly emails
Having more community engagement within the Central Valley as a whole. We have a great community with some of the best stuff in the valley, and it seems that we should have more engagement with the rest of, not only the valley, but the state at large.

Currently, information that comes with the city bill is very helpful and could, to some extent, be increased.

Get rid of the 3-minute limit to speak at City Council meetings, it's not enough time to ask questions and make a comment.

I would rather have the information multiple times than never get it. I would like information pushed to me (even if it is a link to something else) rather than me hunt for it on social media or other means.

Hosting more events with partners
See your question 2
Clear and concise - "executive summary" versus 100 page contract.

I am with the Modesto Nuts and would like to be able to promote and help out with events. Just receiving what the city is doing via email will be good. Mary Cortez More outdoor recreation — accessible water amenities. Kayaks would be lovely We need better communication as a city for emergency response and awareness Posting flyers at local businesses such as Starbucks, Raley's, and other high traffic locations.

Have a Live-chat or Zoom available a couple times a week for people who are unable to attend locations so they can ask questions about the community.

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6. Do you have any other suggestions on how the City of Turlock can improve communication with the community? (Continued)
You are doing a great job by asking -- that is a huge step forward. Congrats! Jeffrey Lewis Regular social media posts
Transparency
Have call in on the city council meetings and term limits for mayor Podcast or videos on social media that help digest complex issues that makes it easier for everyone to understand
Allow members of the community to call in or ask questions via YouTube Chat during City Council Meetings

YES BETER HELP AND UNDERSANDING
Make information more available for all
Transparency
When revisiting an item that has been discussed in previous council meetings, give a brief summary of what has already happened so everyone can be in the know.

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7. What is your age?

8. How long have you lived in the City of Turlock?

TELL US ABOUT YOURSELF
(Your participation in the following questions is optional) More than 30 years ........................................... 32.91% Less than 2 years ............................................... 20.25% 6-10 years ............................................................ 15.19% 21-30 years ......................................................... 12.66% 11-20 years ......................................................... 11.39% 2-5 years ..................................................................7.59% 35-44 ..................................................................... 25.93% 45-54 ..................................................................... 20.99% 25-34 ..................................................................... 17.28% 65+ .......................................................................... 17.28% 55-64 ..................................................................... 16.05% 24 or younger .........................................................2.47% DRAFT

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INTERNAL EMPLOYEE

SURVEY RESULTS
The City of Turlock conducted a short online survey to help understand how City employees prefer to receive City news and information. 43 surveys were completed, and the results are below.

1. How do you currently receive information about the City of Turlock? (Check all that apply)
OTHER (open-ended):

I do my own research
Union social media accounts & local news media accounts City email ................................................................... 86.05% City social media accounts ................................... 48.84% City website .............................................................. 46.51% Department/staff meetings ................................. 46.51% Direct from your manager or supervisor ......... 46.51% Employee intranet ................................................... 44.19% City Council, Commission or
Committee agendas/packets ............................... 37.21% City memos ............................................................... 23.26% Break room displays .............................................. 18.60% Mobile app ................................................................. 16.28% All Hands Meetings...................................................6.98% Other (please specify) ..................................................4.65% DRAFT

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2. How would you prefer to receive information about the City of Turlock in the future? (Choose up to 5)
City email ..............................................................81.40% Department/staff meetings ............................44.19% Employee intranet ..............................................34.88% Weekly, bi-monthly or monthly
internal email newsletter ................................32.56% City social media accounts ..............................30.23% Direct from your manager
or supervisor
........................................................30.23% City website .........................................................20.93% Mobile app ............................................................13.95% Breakroom displays ...........................................13.95% Handouts placed in your mailbox ....................6.98% City Council, Commission or
Committee agendas/packets
.............................4.65%
All Hands Meetings..............................................4.65% Other (please specify) .............................................4.65% City memos .............................................................2.33% OTHER (open-ended):

If it is related directly to staff via text message would be quicker None of the above. I feel amply able to find information I need.

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3. What City social media accounts do you currently follow? (Check all that apply)
OTHER (open-ended):

None of the above
Instagram .............................................................. 58.14% Facebook ............................................................... 55.81% None of the above ............................................. 25.58% LinkedIn ................................................................. 18.60% YouTube ................................................................ 16.28% NextDoor .................................................................2.33%

4. What type of information are you most interested in? (Check all that apply)
City events ............................................................72.09% Organizational updates
(new hires, positions, promotions) ......................69.77% Training opportunities ......................................69.77% Policy updates and information .....................65.12% City Council updates & actions ......................60.47% Job opportunities ................................................60.47% Benefit information & changes ......................60.47% City project updates ..........................................55.81% Parks and recreation events
and activities ........................................................48.84% Arts and culture events
and activities
........................................................44.19% Planning/new development ...........................44.19% Economic development
and business news
............................................41.86%
Facility and construction updates .................39.53% Employee success stories
(awards, certifications, recognitions) ..................39.53% IT updates or changes ......................................32.56% How our work benefits
the community
....................................................30.23% Other (please specify) .............................................2.33% DRAFT

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5. Do you have any other suggestions on how we can improve communication with City of Turlock employees? (Verbatim answer) Share information
More is always better.

Communicate with employees prior to events being reported by non-city affiliated media It would be great to have the capability to receive text messages for important information, changes, emergencies, etc.

I think it in respect to City-wide happenings/projects/council items sending out the CM newsletter could help keep everyone in the loop. For things related to personnel, hiring, training using an app specific for employees could be a centralized place to get info.

No but I think it's a great idea that you reached out to the employees for their input via this survey, thank you.

One way to improve communication is to include the every Manager will all information so they can timely disseminate information to their staff.

You are doing a fantastic job!
More timely, more direct
Regular email updates on safety measures would be a nice addition to current communication Continue to push things out via email or notifications rather than us having to go look for the information.

Private Facebook group for employees of the City. Provides an open forum to share information and engage. Clear path for emergency engagement with the public such as, SMS Alerts. Weekly 60 second scoop video from communication team on bullet point items affecting key issues for the week/month.

Search Employee Directory by Department
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5. Do you have any other suggestions on how we can improve communication with City of Turlock employees? (Continued)

6. How familiar are you with City communication functions and processes? (Verbatim answer)
Is there a way to be contacted if there is a threat going on in the building so we can stay out of danger.

You create the content and then share it with us
This is step 1- in my opinion a survey shows you care about the service you are providing so you can continue to enhance your department’s expectations based on the metrics you gather. I personally appreciate the professionalism and can do attitude the team as embraced from day one. Additional staff may help alleviate the day to day work to allow you to focus on City business.

I see emails, press releases, and printed handouts in common areas. I’m not into social media.

Not very
Not familiar at all. Nothing has ever been shared.

Not familiar at all.

Not very familiar
Not familiar
Not quite familiar. I do not have social media, so I do hear about a lot of things through word of mouth because of this
Not entirely sure what you are asking but if my interpretation of your question is correct, I am fairly familiar with how the City communicates (ex. website, social media, council meetings, press releases, etc.)
I am very familiar with communication functions and processes. Most of the information I receive, I am not interested in. I filter what I deem relevant or important.

NEW
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6. How familiar are you with City communication functions and processes? (Continued)
Fairly familiar
Not sure
I am not familiar with the process
Mildly
Enough to support my position
Very
Very familiar
Unfamiliar
Somewhat familiar
I think I’m fairly familiar with how things are communicated.

Fairly familiar with communication functions.

Somewhat
Semi familiar
Pretty familiar.

Not very familiar.

Familiar
Familiar
Pretty familiar
I read the CM monthly report. It is a great resource of what each department is currently DRAFT

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7. What department or division do you work in?

8. What is your employment status with the City?

TELL US ABOUT YOURSELF
(Your participation in the following questions is optional) Executive/Administration (Economic Development,
HR, IT, Risk Management, Finance, City Clerk,
City Treasurer) ....................................................... 41.03% Municipal Services
(Public Works, Transit) ......................................... 25.64% Do not wish to disclose .................................... 17.95% Development Services
(Planning, Building, Housing) .................................7.69% Police Department ................................................5.13% Fire Department ....................................................2.56% Full time ................................................................ 75.61% Do not wish to disclose .................................... 17.07% Part time ...................................................................7.32% DRAFT

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10. What is your highest level of education?

9. How long have you worked for the City of Turlock?
5 years or less ..................................................... 60.98% Do not wish to disclose .................................... 12.20% 16-20 year ...............................................................9.76% 21 years or more ...................................................9.76% 6-10 years ...............................................................4.88% 11-15 years ............................................................2.44% Bachelors Degree .............................................. 37.84% High School .......................................................... 18.92% Associate's Degree ............................................ 18.92% Do not wish to disclose .................................... 18.92% Masters Degree .....................................................5.41% PhD ............................................................................0.00% DRAFT

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CSU, Stanislaus
Brigham Young University (BYU)
Brandman university
Do not wish to disclose

I WENT TO A TRADE SCHOOL
CSU Stanislaus
University of Rhode Island.

CSU Stanislaus
UC Merced
San Diego State University
MJC
CSU Stanislaus
UoP

11. If you completed college, which school did you graduate from? DRAFT

CITY OF TURLOCK COMMUNICATION PLAN | 23CITY OF TURLOCK COMMUNICATIONS PLAN | 23

SWOT ANALYSIS

STRENGTHS
• Turlock is a close-knit community.
• The City has developed strong
relationships with community
organizations and is viewed as a
willing partner in creating community.
• The City Council and staff are
approachable and listen to residents’
and businesses’ concerns.
• There’s a sense that the City and the
community are moving in the same
direction and have the same goals for
the future of Turlock.
• The City’s diverse population creates a
welcoming community.
• The City has built positive momentum
with community and business outreach
efforts.
• Many families have generations worth
of history in Turlock. It’s not uncommon
for young people who grow up here to
also attend college here and choose to
stay in Turlock permanently.

WEAKNESSES
• Communications staff is spending
more energy maintaining day-to-day
operations, leaving limited capacity
to expand strategic communication
efforts.
• There isn’t a process for creating mini-
communication strategies or plans
for larger citywide projects with high
community impact.
• Access to some communication tools
and platforms are missing for current
staff.
• Inconsistent communication creates
an environment where residents don’t
know where to look for the most timely
and accurate information.
• Customer response is inconsistent
across the City, which results in issues
being elevated higher than needed.

DRAFT

CITY OF TURLOCK COMMUNICATION PLAN | 24CITY OF TURLOCK COMMUNICATIONS PLAN | 24

OPPORTUNITIES
• Community partners are interested
and willing to collaborate to expand
communication reach.
• Increase multilingual communications,
especially in Spanish.
• Enhance the City’s online presence
with timely website, social media,
Turlock app, and electronic newsletter
updates.
• Improve the City’s website mobile
accessibility.
• Visual communication should reflect
the diversity found in the community.
• Provide more targeted messaging for
businesses vs residents.
• Build an understanding of the City’s
role in the community and the services
provided.
• Increase transparency by making
important data easy to find and
understand.
• Targeted outreach to the youth
population as future engaged
residents, since many choose to stay
in town.
• With senior leadership stabilizing, the
City organization can set new norms
for communications and customer
response, ensuring that any new
programs or policies are developed for
the long-term and not dependent on a
single person.

THREATS
• The cost of living in Turlock continues
to increase.
• General lack of trust in local
government.
• The potential for misinformation and
negative comments to spread online
by community members who don’t
represent the City.
• Approximately 45% of the population
speaks a language other than English.

Multilingual communication can be
time-consuming and expensive, and
the City doesn’t currently have the
tools or resources to translate all
messages consistently.
• A tight-knit community means that
word of mouth is still an important,
although not always accurate, form of
communication.
• Homelessness is a community-wide
challenge that impacts residents’
perceptions of City services related to
safety, parks, economic development,
etc.
• As a growing community, Turlock is
at risk of losing it’s small town feel,
which is universally praised among
residents.
• As a small organization, changes
in staff and skills can impact the
City’s willingness and ability to
communicate.

DRAFT

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BRAND ANALYSIS
LOGO
The City of Turlock’s current logo is straightforward and clear. The logo is flexible and effectively used in a variety of applications (digital, print, and both large and small formats).

BRAND
The City does not have clear guidelines for the use and application of the logo. A Brand Standards document or policy is recommended and should include approved colors, fonts, and application examples. Clear brand guidelines would help with brand recognition and consistency.

TONE
The City organization prides itself on being approachable and community- oriented. The City is generally friendly and conversational on social media, but on the website, information is more sterile and bureaucratic. There is an opportunity for content on the City’s website to be less formal and for the City brand to take on a more welcoming tone.

DRAFT

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DIGITAL AUDIT
SOCIAL MEDIA AUDIT* *Data year-to-date

CITY OF TURLOCK

CITY HALL
(FACEBOOK)
1,200 Followers

37.5K Reach (11% increase)
Response Time: 16 hours and 47 minutes
Top post of 2024:

GENERAL OBSERVATIONS FOR CITY HALL PAGES:
• Instagram is significantly more popular than Facebook. More effort should be put into engaging with residents on Instagram.
• Post frequency on Facebook is extremely high, often with multiple posts per day. This may be decreasing reach. Consider combining posts, such as different job openings, into one post rather than multiple, individual posts.
• Posts with photos of real people (as opposed to graphics with lots of words) perform better on Facebook.

CITY OF TURLOCK

CITY HALL
(INSTAGRAM)
5,029 Followers
234.2K Reach (989% increase)
Top post of 2024:

DRAFT

CITY OF TURLOCK COMMUNICATION PLAN | 27CITY OF TURLOCK COMMUNICATIONS PLAN | 27 Top post: Congratulations Dust Bowl
Brewing Co.! 8/26/24
5,254 Impressions
327 Views
26 Clicks

50.7% Click Through Rate (CTR)

CITY OF TURLOCK -

DEVELOPMENT

SERVICES

DEPARTMENT
(FACEBOOK)
1,441 Followers

2.1K Reach (114% increase)

CITY OF TURLOCK

ECONOMIC

DEVELOPMENT
(FACEBOOK)
575 Followers (58% increase)

26.3K Reach (124% increase)

CITY OF TURLOCK
(LINKEDIN)
7,137 Followers
(1,563 new followers since
January 1, 2024)
6,273 Page views
2,603 Unique visitors
FOLLOWER DEMOGRAPHICS:
 M odesto-Merced Area:

60.8%
 S an Francisco Bay Area:

11.8%
 Gr eater Sacramento Area:

3.7%
 L os Angeles Metropolitan Area:

2.8%
 D allas-Fort Worth Metroplex Area:
<1%
DRAFT

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WEBSITE ANALYSIS

USER EXPERIENCE
The City’s website is difficult to navigate and the overall user experience is poor. The site is not mobile-responsive and is a challenge to use on a phone. There are quite a few broken links, and a considerable amount of information is outdated. Most content on pages isn’t skimmable making it difficult to find important information quickly.

ORGANIZATION
The homepage top navigation menu is hidden and difficult to find. There is some standardization with page layout on primary landing pages, but secondary and tertiary pages are poorly organized and difficult to navigate.

ACCESSIBILITY
An accessibility assessment of the City’s website was recently completed, providing recommendations to improve usability and access. Suggestions include clearer link descriptions, improved color contrast, and enhanced labels for form fields. These recommendations will guide ongoing efforts to ensure the website is more user-friendly for all visitors.

SEARCH ENGINE OPTIMIZATION
The website ranks high in search results and many top pages are listed. The website has fast upload and download speeds. More consistent use of Alt text will help improve page descriptions and SEO ranking.

In alignment with these efforts, the City of Turlock has also begun the initial stages of revamping the City’s website to improve accessibility and user experience.

DRAFT

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KEY TAKEAWAYS
1 Residents speak positively about the City and have
deep roots and pride in the community.
2 Segmenting communication messages to reach
different audiences (businesses versus residents)
can help improve communication reach and
engagement.
3 City communication efforts should include both
traditional and nontraditional communication tools
and tactics to reach the City’s diverse population.
4 Creating consistency in communication methods,
timing, and distribution will increase the reliability
and credibility of information.
5 Developing response standards and guidelines will
make interactions more effective and efficient for
staff and residents.

DRAFT

STRATEGIC

COMMUNICATIONS
PLAN
DRAFT

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PLAN PURPOSE
The City of Turlock is dedicated to fostering open, honest, and transparent communication with its community. A thoughtful and strategic communications approach helps residents, businesses, and stakeholders stay informed and engaged.

This plan, spearheaded by communications staff, serves as a guide for all city employees and provides direction for strengthening internal and external communication efforts.

Recognizing that effective communication is a shared responsibility, the plan is designed for staff at all levels, regardless of role or department. Its success relies on the active participation of the City Council, leadership, and employees. As a relevant resource, this plan should be reviewed regularly to adapt to evolving priorities, projects, and community needs.

DRAFT

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PLAN VISION & GOALS
To ensure the City of Turlock is a transparent, inclusive, and engaging community by fostering clear, accessible, and timely communication that empowers residents, businesses, and stakeholders to actively participate in local government decision-making.

VISIONGOALS

ENHANCE TRANSPARENCY
• Align communication efforts with citywide goals and priorities. • Increase community understanding of city services, initiatives, and decisions. • Regularly update the community on projects, policies, and upcoming events.

FOSTER COMMUNITY ENGAGEMENT
• Build two-way communication channels to encourage feedback and participation. • Promote civic involvement through diverse and inclusive outreach strategies. • Enhance engagement opportunities with community partners.

IMPROVE ACCESSIBILITY
• Ensure all communication platforms meet accessibility standards for people of all abilities.
• Translate key materials into multiple languages to serve Turlock’s diverse population.

LEVERAGE TECHNOLOGY
• Invest in innovative tools to streamline communication with residents and businesses.

STRENGTHEN BRAND IDENTITY
• Create a cohesive brand identity and framework for Turlock’s communication efforts. • Highlight the city’s unique attributes, history, and community pride in messaging. • Ensure the city’s visual brand assets represent the people and businesses in Turlock.

DRAFT

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FOUNDATIONAL MESSAGING
Turlock is a close-knit community that takes pride in its rich history and culture.

Key Words:

Community, Close-knit, Family-friendly, Heritage, Tradition, Belonging Turlock is proactive and transparent.

Key Words:

Forward-thinking, Open, Trustworthy, Accountable
Turlock is strategic about decisions and thoughtful about long-term planning initiatives.

Key Words:

Thoughtful, Strategic, Deliberate
Turlock is approachable and open to receiving feedback from community members.

Key Words:

Responsive, Collaborative, Accessible, Receptive, Community-minded Turlock values diversity and seeks input from all perspectives.

Key Words:

Inclusive, Respectful, Diverse, Representative
Turlock is a collaborative community partner that values two-way communication.

Key Words:

Public engagement, Community partnerships, Trust
#1
#3
#5
#2
#4
#6
DRAFT

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COMMUNICATIONS DIVISION
The communications division is responsible for delivering accurate and timely information to City of Turlock stakeholders and staff. The city’s communications staff coordinates external and internal activities and works closely with City Council and city departments to provide information to residents, businesses, visitors, and media outlets. The department also helps foster public outreach efforts to strengthen ties between the city and community members.

CURRENT POSITIONS (AS OF JULY 2025):

ECONOMIC DEVELOPMENT DIRECTOR/COMMUNICATIONS OFFICER

COMMUNICATIONS SPECIALIST

PRIMARY ROLESPRIMARY ROLES
Develop and implement programs to achieve city goals in economic development, business retention, and community revitalization.

Write, edit, and prepare informational materials to inform the public about city issues, services, and events.

Plan and execute public relations strategies for city services, programs, and events.

Compose and update city website content, including news releases.

Conduct media outreach, including press briefings, writing news releases, and issuing advisories or public service announcements.

Create and maintain city social media accounts (Facebook, Instagram, X, LinkedIn, YouTube), and monitor and respond to comments as needed.

Establish and maintain effective relationships with business communities, citizen groups, and public agencies.

Build and maintain relationships with the media for accurate event coverage.

Monitor engineering work and planning processes.

Coordinate video and photography needs.

DRAFT

CITY OF TURLOCK COMMUNICATION PLAN | 35CITY OF TURLOCK COMMUNICATIONS PLAN | 35 Multimedia support, including video creation and
editing as well as photography.

TWO PART-TIME CLERICAL POSITIONS (BOTH 20-HOURS EACH)PRIMARY ROLES POSITION #1:

POSITION #2:

Business outreach and development
services liaison.

Financial processing and grant administration.

TEAM RESPONSIBILITIES
Public Engagement: Communications staff works to develop and carry out successful strategies to engage the public in their local government through participation at events, through print and digital platforms, and with city services and programs.

Strategic Communications Support: Implement City Council’s strategic goals and align communication efforts with the organization’s guiding documents, work plans, strategic initiatives, and large-scale projects.

Partner Collaboration: Communications staff works with city staff, elected officials, board & commission members, other governmental agencies, nonprofit partners, and community organizations to enhance collaboration and educational opportunities across the community.

Communications Support for Offices and Departments: As department leaders and city staff seek communications support for programs and projects, the communications division helps to ensure that projects, initiatives, and events are promoted using communication best practices.

Brand Management: The communications division ensures the Turlock brand is implemented consistently and brand messages are used appropriately and often in all communication efforts.

Emergency Communication: These communication efforts are unexpected and take many forms. When a crisis occurs, the communications staff will develop and position emergency messages, correctly and effectively disseminate information, prepare department leaders and emergency responders, and manage media relations.

DRAFT

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COMMUNICATION PRIORITIES
Improve the city’s credibility and build trust
among citizens.

Foster robust public participation and
civic engagement.

Develop a cohesive brand framework.

Expand community partnerships.

Utilize technology to enhance communication
efforts and reach.

PRIORITY
#1
#2
#3
#4
#5
DRAFT

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STRATEGIES & TACTICS

PROVIDE OPEN, TIMELY, AND ACCESSIBLE
COMMUNICATION TO ALL AUDIENCES.

PRIORITY #1
Build visible, recurring communication routines.
□ Reorganize e-newsletter and e-notification distribution lists based on audience instead of topic. Begin with a dedicated monthly resident-focused city e-newsletter and a quarterly business e-newsletter. Other segmented notifications can remain, but be strategic about what’s shared and when. □ Launch a “Council Recap” summary (written or podcast) after each City Council meeting, highlighting decisions, upcoming votes, and how resident feedback was used.
□ Create an annual Budget Brief document that clearly communicates the city’s annual budget in a shorter, easier-to-digest format, roughly four pages long.

Ensure information is accessible for community members who do not speak English as a first language.
□ Adopt a phased approach to providing all Town materials in Spanish and English as outlined in the Translation Implementation Plan in the Toolkit. □ Employ a Spanish-speaking staff member to build connections with Latino residents and business owners. This tactic can evolve into a word-of-mouth, grassroots approach to reach the Turlock community.
□ Have a contracted translator on retainer to provide quick translation services. □ Consider a different graphic design style for materials created primarily for Spanish-speaking audiences.
□ Translate pre-recorded telephone messages into Spanish.

Share information through the platforms residents already use. □ Share information on Facebook, Instagram, e-newsletters, and bill inserts as primary channels, and in accordance with resident survey preferences. □ Utilize the Communications Matrix in the Toolkit to identify the best communication tool(s) for your intended audience(s).

DRAFT

CITY OF TURLOCK COMMUNICATION PLAN | 38CITY OF TURLOCK COMMUNICATIONS PLAN | 38 Conduct a social media audit of existing accounts.
□ Utilizing the Social Media Account Relevance Check-List in the Toolkit section, determine if certain department social media accounts should be decommissioned or reallocated.
□ Standardize social media protocols across all departments to ensure they align with city goals.

PROVIDE OPEN, TIMELY, AND ACCESSIBLE
COMMUNICATION TO ALL AUDIENCES. (CONT.)
PRIORITY #1
Adopt an updated Social Media Policy.
□ Review and adopt an updated Social Media Policy. (See draft in Toolkit) Develop an internal social media committee to collaborate on messaging and calendar planning.
□ Create a social media sub-committee of staff members from each department who manage their own social media content and calendar and meet quarterly to collaborate on messaging and communication goals.
□ Share social media best practices.
□ Establish an annual budget for boosting posts and placing social media ads. Look ahead each quarter to identify which topics should be boosted, and distribute the budget accordingly.
□ Review top-performing posts from each platform.

Standardize communication processes and procedures.
□ To help ensure consistent communication across the organization, the city should establish well-defined processes for how, what, and when to communicate. (See the Internal Communications Request Process Worksheet and Communications Planning Worksheet in Toolkit)
Adopt an Emergency Communications Plan.
□ Review and adopt an Emergency Communications Plan. (See draft in Toolkit) DRAFT

CITY OF TURLOCK COMMUNICATION PLAN | 39CITY OF TURLOCK COMMUNICATIONS PLAN | 39 Use less formal, more collaborative communication approaches to maintain an ongoing dialogue between residents and the city government. □ Organize small and local outreach opportunities like Coffee with Council, Neighborhood Nights, or other informal pop-up events. For example, host a pizza in the park or movie night, or invite food trucks to a neighborhood for a block party.
□ Capitalize on already-established community events by hosting a city booth to share updates and get feedback. Have at least one ‘ask’ you want residents to provide feedback on, even if it’s fun, funny, or insignificant. □ Maintain a contact list of HOA managers and work with each community to share city information. Ex. In HOA newsletters or on their social media accounts.

FOSTER ROBUST PUBLIC PARTICIPATION
AND CIVIC ENGAGEMENT.

PRIORITY #2
Reach community members where they are.
□ Have a city presence at primarily Latino festivals and events, with a Spanish- speaking staff member at the booth, or resources printed in Spanish. □ Continue to provide communication in more traditional, printed forms. Ex. Door hangers, mailed postcards, etc.
□ Prioritize posting on social media accounts that have the highest engagement and reach.

Share early and often.
□ Plan to share information regularly throughout the process for large projects or initiatives of high interest to residents. Sharing information as early as possible keeps residents informed.
□ Create project-specific FAQs or ‘Fact vs. Fiction’ info sheets to help dispel rumors and educate the community about important topics.

Equip community members with tools for informed input.
□ Use the website and social media to share issue or topic one-pagers, FAQs, and timelines ahead of public meetings and feedback windows. □ Launch a digital campaign to increase awareness of how and when residents can weigh in on projects (Ex. permitting, road work, budget) and how and where to sign up for city news and notifications.

DRAFT

CITY OF TURLOCK COMMUNICATION PLAN | 40CITY OF TURLOCK COMMUNICATIONS PLAN | 40 Standardize the city brand across all departments.
□ Provide departments with templates that align with brand standards. Examples include PowerPoints, quarterly reports, department logos (most commonly the city logo with the department name), Canva templates, memos, flyers, etc. □ Create a one-page brand guide to be posted in offices and common spaces for all departments to refer to quickly. This guide should provide brand colors, fonts, and basic logo usage at a glance.
□ Include brand training during new hire onboarding, regardless of department.

New staff should understand the importance of a brand, how to access brand guidelines and templates, and who to contact if they have questions about properly implementing the brand into the materials they create.

DEVELOP A COHESIVE BRAND FRAMEWORK.

PRIORITY #3
Audit and update legacy branding.
□ Conduct an inventory of department materials and social media to identify misaligned messaging or style inconsistencies.
□ Use the Social Media Relevance checklist to determine which department accounts should be merged or sunsetted.

Tell the story of Turlock through visual communication and brand consistency.
□ Create branded templates for flyers, presentations, and social media graphics with department-specific customization.

DRAFT

CITY OF TURLOCK COMMUNICATION PLAN | 41CITY OF TURLOCK COMMUNICATIONS PLAN | 41 Utilize community partnerships to reach more audiences. □ Schedule quarterly meetings with key stakeholders, including those from the media and partner organizations, to share timely information and build rapport. □ Build out a partner contact database and offer quarterly engagement meetings or roundtables to align on communication goals.
□ Formalize recurring info-sharing partnerships with CSU Stanislaus, nonprofits, and faith-based organizations through shared e-blasts, co-branded events, and newsletters.

EXPAND COMMUNITY PARTNERSHIPS.

PRIORITY #4
Explore opportunities to partner with California State University Stanislaus. □ Explore internship and volunteer opportunities for university students to get involved and learn about their local government. For example, have a college student serve on existing city boards and commissions.
□ Find ways to collaborate on communication, messaging, and outreach. For example, host city news sign-up days for students on campus to connect to social media, news alerts, emergency notifications, etc. □ Partner with the university on game days and offer engagement opportunities at sporting events for students to provide feedback on topics or issues that interest and impact them.
□ Partner with the student newspaper to buy ads or share editorial content about city programs.

DRAFT

CITY OF TURLOCK COMMUNICATION PLAN | 42CITY OF TURLOCK COMMUNICATIONS PLAN | 42 Redesign and streamline the city website.
□ Prioritize homepage redesign and navigation improvements focusing on top- searched terms and services.
□ To ensure accessibility for non-English-speaking residents, prioritize having content directly on the website rather than linked in PDFs or other documents. In this format, web browsers can automatically translate web content. □ Create project-specific pages on the city website to use as a repository for important project information and milestones.

UTILIZE TECHNOLOGY TO ENHANCE
COMMUNICATION EFFORTS AND REACH.

PRIORITY #5
Drive adoption of the city mobile app.
□ Create a marketing and outreach campaign to promote the city’s mobile app. □ Utilize existing city communication channels to share information about the platform and encourage sign-ups.

Centralize service tracking and outreach.
□ Fully implement the CRM for tracking inquiries and complaints across departments and integrate with app feedback loops.
□ Publish regular analytics on response time, service quality, and community feedback trends.

Utilize video to tell engaging stories.
□ Launch a series of short “Day in the Life”, “City in a Minute” or “Behind the Scenes” videos to highlight staff roles and meaningful projects that impact the community.
□ Create a short (less than 10 minutes) State of the City video that recaps city goals and how various projects for the year will contribute to each goal. □ Develop an implementation plan and schedule to share videos across all city communication platforms.

DRAFT

CITY OF TURLOCK COMMUNICATION PLAN | 43CITY OF TURLOCK COMMUNICATIONS PLAN | 43

IMPLEMENTATION & BUDGET PLAN
ONGOING OR CONTINUE DOING… BUDGET
Share information on Facebook, Instagram, e-newsletters, and bill inserts as primary communication channels.
• Prioritize posting on social media accounts that have the highest engagement and reach. 0 Utilize the Communications Matrix in the Toolkit to identify the best communication tool(s) for your intended audience(s).
0 Continue to provide communication in more traditional, printed forms. 0 Plan to share information regularly throughout the process for large projects or initiatives of high interest to residents.
0 HIGH PRIORITY BUDGET
Reorganize e-newsletter and e-notification distribution lists based on audience instead of topic. 0 Launch a “Council Recap” summary (written or podcast) after each City Council meeting. 0 Utilizing the Social Media Account Relevance Check-List in the Toolkit section, determine if certain department social media accounts should be decommissioned or reallocated. 0 Review and adopt an updated Social Media Policy. 0
Maintain a contact list of HOA managers and work with each community to share city information. 0 Conduct an inventory of department materials and social media to identify misaligned messaging or style inconsistencies.
• Standardize social media protocols across all departments to ensure they align with city goals. 0 Include brand training during new hire onboarding, regardless of department. 0 Develop an implementation plan and schedule to share videos across all city communication platforms.
0 Budget Key
No additional
funds needed
0 = Additional
funding required
$$ =May require some
additional funding
$ = Additional funding
and staff required
$$$ =
IMPLEMENT WITHIN 4-6 MONTHS

FOLLOWING PLAN ADOPTION
DRAFT

CITY OF TURLOCK COMMUNICATION PLAN | 44CITY OF TURLOCK COMMUNICATIONS PLAN | 44

MEDIUM PRIORITY BUDGET
Create an annual Budget Brief document that clearly communicates the city’s annual budget in a shorter, easier-to-digest format. 0
Adopt a phased approach to providing all Town materials in Spanish and English as outlined in the Translation Implementation Plan.
$
Have a contracted translator on retainer to provide quick translation services. $$ Consider a different graphic design style for materials created primarily for Spanish-speaking audiences.
0 Create a social media sub-committee of staff members from each department. 0 Establish well-defined processes for how, what, and when to communicate using the Internal Communications Request Process Worksheet and Communications Planning Worksheet in Toolkit. 0 Review and adopt an Emergency Communications Plan. 0
Organize small and local outreach opportunities like Coffee with Council, Neighborhood Nights, or other informal pop-up events.
$$
Capitalize on already-established community events by hosting a city booth to share updates and get feedback.
0 Launch a digital campaign to increase awareness of how and when residents can weigh in on projects. $ Provide departments with templates that align with brand standards. 0 Create a one-page brand guide to be posted in offices and common spaces for all departments to refer to quickly.
0 Schedule quarterly meetings with key stakeholders, including those from the media and partner organizations, to share timely information and build rapport. 0 Build out a partner contact database and offer quarterly engagement meetings or roundtables to align on communication goals.
0 Redesign and streamline the city website. $$
Create a marketing and outreach campaign to promote the city’s mobile app. $$ Utilize video to tell engaging stories.
• Launch a series of short “Day in the Life”, “City in a Minute” or “Behind the Scenes” videos. • Create a short (less than 10 minutes) State of the City video. 0 IMPLEMENT WITHIN 7-12 MONTHS

FOLLOWING PLAN ADOPTION
Budget Key
No additional
funds needed0 = Additional
funding required
$$ =May require some
additional funding
$ = Additional funding
and staff required
$$$ =
DRAFT

CITY OF TURLOCK COMMUNICATION PLAN | 45CITY OF TURLOCK COMMUNICATIONS PLAN | 45

LOW & LONG-TERM PRIORITY BUDGET

IMPLEMENTATION OF THESE STRATEGIES MAY TAKE A YEAR OR LONGER AND INVOLVE

COORDINATION WITH LEADERSHIP, OUTSIDE CONTRACTOR SUPPORT, OR REQUIRE POLICY CHANGES

AND ADDITIONAL FUNDING
Employ a Spanish-speaking staff member to build connections with Latino residents and business owners. $$$
Translate pre-recorded telephone messages into Spanish. $ Have a city presence at primarily Latino festivals and events, with a Spanish-speaking staff member at the booth, or resources printed in Spanish. $$$ Formalize recurring info-sharing partnerships with CSU Stanislaus, nonprofits, and faith- based organizations through shared e-blasts, co-branded events, and newsletters. 0 Explore internship and volunteer opportunities for university students to get involved and learn about their local government.
• Find ways to collaborate on communication, messaging, and outreach. • Partner with the university on game days and offer engagement opportunities at sporting events.
• Partner with the student newspaper to buy ads or share editorial content. 0 Centralize service tracking and outreach.
• Fully implement the CRM for tracking inquiries and complaints across departments. • Publish regular analytics on response time.
0 Budget Key
No additional
funds needed
0 = Additional
funding required
$$ =May require some
additional funding
$ = Additional funding
and staff required
$$$ =
DRAFT

CITY OF TURLOCK COMMUNICATION PLAN | 46CITY OF TURLOCK COMMUNICATIONS PLAN | 46

BRAND GUIDELINES & VISUAL IDENTITY
This section outlines when and how to use each of the City of Turlock’s four primary brands: the city’s main administrative brand, Turlock Transit, the Police Department, and the Fire Department. It provides clear guidance to ensure consistency, clarity, and alignment across all communications, while recognizing the unique role each brand plays in serving the community. These standards help staff and partners use the right brand, in the right place, for the right audience.

CITY BRAND (PRIMARY BRAND)
Communications from general city administration and service departments such as the City Manager's Office, Economic Development, Municipal Services, Finance, Development Services, IT, and Human Resources.

Website, citywide newsletters, public notices, budget briefs, and community updates not tied to a specialized service.

PRIMARY USE:

WHERE TO USE: NOTES:
• City Hall social media (Facebook,
Instagram, LinkedIn).
• Printed materials like annual reports,
council summaries, newsletters, and
flyers for general services.
• Outreach and engagement at events not
specific to safety or transit.
• This is the umbrella brand. It should lead all general communication efforts and set the tone and visual identity for the city as a whole.
• Other departmental branding (except the other three
primary brands listed below) should be aligned with this in tone, typeface, and message clarity.
• Each administrative department may have a custom
logo utilizing the City of Turlock logo and the division or department name incorporated below.

DRAFT

CITY OF TURLOCK COMMUNICATION PLAN | 47CITY OF TURLOCK COMMUNICATIONS PLAN | 47

TRANSPORTATION BRAND
PRIMARY USE:

WHERE TO USE: NOTES:

Communications focused on public transportation services, updates, schedules, changes, promotions, and policies related to Turlock Transit.
• Turlock Transit website and its dedicated
Facebook, Instagram, and Twitter/X
accounts.
• Bus stop signage, route maps, transit
apps, and passenger alerts.
• Campaigns promoting ridership,
transit passes, accessibility, and public
engagement on mobility issues.
• As a revenue-generating and customer-facing brand,
Turlock Transit can maintain its distinct identity and logo system as long as it maintains visual consistency with
overall city brand standards.
• Should align with the city’s accessibility and inclusion standards for multilingual and ADA-compliant materials. • When possible and where it makes sense, incorporate the city’s primary brand and logo to strengthen the connection between the city and transportation brands.

DRAFT

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POLICE DEPARTMENT - PUBLIC SAFETY BRAND
PRIMARY USE:

WHERE TO USE: NOTES:

Communications related to public safety, law enforcement, emergency response, community policing, crime prevention, and departmental updates.
• Turlock Police Department’s Facebook,
Instagram, Twitter/X, YouTube, and Nixle
alert systems.
• Emergency notifications, press releases,
recruitment materials, and community
policing initiatives.
• Branded uniforms, vehicle graphics, and
station signage.
• As a well-established public safety brand, the Police Department should have autonomy over its branding
while adhering to core messaging strategies and
accessibility standards.
• Collaboration with city communications is recommended for high-impact incidents or
citywide messaging.

DRAFT

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FIRE DEPARTMENT - PUBLIC SAFETY BRAND
PRIMARY USE:

WHERE TO USE: NOTES:

Communications related to fire suppression, emergency medical response, fire prevention, disaster preparedness, and public education.
• Fire Department Facebook, Instagram,
Twitter/X, YouTube accounts.
• Station signage, apparatus branding, safety
campaign materials, wildfire updates, and
educational outreach (Ex. smoke alarm
campaigns).
• The Fire Department brand is also a public safety identity and should be used independently for issues related to emergency and fire services, but in alignment with the city's voice and tone as needed.
• Collaboration with city communications is recommended for high-impact incidents or citywide messaging.

DRAFT

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BRAND SUMMARY CHART

BRAND USE FOR WHERE TO USE IT
City of
Turlock
Citywide services and
general administrative
departments
Website, City Hall
social accounts,
newsletters, events
Turlock
Transit
Transit services and
customer information
Transit social
accounts, bus
signage, schedules
Police
Department
Public safety,
enforcement, alerts
PD social, Nixle,
press releases,
recruiting
materials,
education events
Fire
Department
Emergency response,
fire safety, EMS
Fire social, alerts,
safety campaigns,
education events
DRAFT

TOOLKIT
DRAFT

CITY OF TURLOCK COMMUNICATION PLAN | 52CITY OF TURLOCK COMMUNICATIONS PLAN | 52 IAP2 CHART

LEVELS OF ENGAGEMENT

INFORM CONSULT INVOLVE COLLABORATE EMPOWER

PUBLIC PARTICIPATION GOAL
To provide
the public
with balanced
and objective
information to
assist them in
understanding
the problem,
alternatives,
opportunities and/
or solutions.

To obtain
public feedback
on analysis,
alternatives and/
or decisions.

To work directly
with the public
throughout
the process
to ensure that
public concerns
and aspirations
are consistently
understood and
considered.

To partner with
the public in each
aspect of the
decision, including
the development
of alternatives and
the identification
of the preferred
solution.

To place final
decision-making
in the hands of
the public.

PROMISE TO THE PUBLIC
We will keep
you informed.

We will keep you
informed, listen to
and acknowledge
concerns and
aspirations, and
provide feedback
on how public
input influenced
the decision. We
will seek your
feedback on drafts
and proposals.

We will work with
you to ensure that
your concerns and
aspirations are
directly reflected
in the alternatives
developed and
provide feedback
on how public
input influenced
the decision.

We will work
together with
you to formulate
solutions and
incorporate
your advice and
recommendations
into the decisions
to the maximum
extent possible.

We will
implement what
you decide.

INCREASING LEVEL OF PUBLIC IMPACT
IAP2 developed a Spectrum of Public Participation designed to help communicators determine what the public's role should be in any public participation process. The Spectrum is used internationally and is considered best practice for determining public engagement levels, especially in public sector work.

Refer to this Spectrum to determine the most appropriate and effective level of public engagement based on the scope and impact of your project.

DRAFT

CITY OF TURLOCK COMMUNICATION PLAN | 53CITY OF TURLOCK COMMUNICATIONS PLAN | 53 The Communication Matrix is a resource that helps identify the best tools to reach or hear from specific audiences when communicating about the City of Turlock. Tools are organized by effectiveness to assist with implementing communication outreach initiatives or campaigns.

AUDIENCES
Residents
Business
Owners/
Managers
Workforce/
Commuter
Non-English
Speakers
Families with
Young Children
City Staff
Visitors
Baby Boomers
(1946-64)
"Generation X
(1965-1980)"
Millennials
(1981-1996)
Generation Z
(1996-2010)
Generation
Alpha (2011-
2024)
TOOLS
City website
Direct emails/phone calls
Direct mailers
Variable Message Signs (VMS)/
Message boards
Print advertising
(newspaper ads)
Newspaper letters
to the editor
Email notifications
Public meetings
Radio ads
Digital information boards
Self-serve info/kiosks
Facebook
Instagram
X (formerly Twitter)
YouTube
NextDoor
LinkedIn
Utility bill inserts
Mobile app
Door hangers
Digital ads
CSUS Signal (University
student newspaper)
Signage (wayfinding,
a-frames, yard signs)
Partner collaboration (schools,
university, employers, industry
or advocacy groups, etc.)
KEY

HIGHLY EFFECTIVE

EFFECTIVE

SOMETIMES EFFECTIVE

NOT AT ALL EFFECTIVE

COMMUNICATIONS MATRIX
DRAFT

CITY OF TURLOCK COMMUNICATION PLAN | 54CITY OF TURLOCK COMMUNICATIONS PLAN | 54 STEP 1: COMMUNICATIONS SUPPORT REQUEST OR NEED IS RECEIVED The request can come from any level in the organization. Requests are sent to the Economic Development Director/Communications Officer and shared with the Communications Specialist. 1 STEP 6: SET EXPECTATIONS
Communicate with the requestor the expectations required for department support and delivery timelines.

STEP 5: REPORTING AND ONGOING COMMUNICATION
The communications staff person identified as the primary point of contact for the project will be the person to coordinate with the requestor for approvals, and they will also provide consistent updates on progress and results.

STEP 4: DEVELOP THE PLAN
Determine the following:

STEP 3: BUILD THE TEAM
If the project is larger than a simple request, the Economic Development Director/Communications Officer will determine which team members need to be involved. This team will meet to discuss:
• Roles: How will each team member contribute to the effort and who will take on the leadership role?
• Goals: What’s the intended result of the effort? Define metrics for success. • Alignment: How does this effort align with the City's strategic plan or other guiding documents?
STEP 2: IDENTIFY NEEDS
Determine the following:
• Do you have all the pertinent information from the requestor to move forward? • Is this a short-term project or long-term initiative? • Is a separate communications plan needed?
2 3
4 5
6 INTERNAL COMMUNICATIONS

REQUEST PROCESS
• Project timeline
• Audience(s)
• Key messages
• Tools and tactics
• Implementation schedule
• Measurements of success
DRAFT

CITY OF TURLOCK COMMUNICATION PLAN | 55CITY OF TURLOCK COMMUNICATIONS PLAN | 55 What is the timeline of the project?
What tools and tactics should be used?
Refer to the Communications Matrix to select
tools most effective for your audience.

What are potential issues or challenges
that may affect communications?
Is there anything currently going on locally,
nationally, or among staff that may affect how
or what you communicate about this project?
Be aware of how your audience may respond to
certain messages.

Outline an implementation schedule:

Identify key dates such as deadlines and
frequency of communication (i.e. Does
frequency increase in the weeks leading up
to an event or launch?)
How will you measure success?
Remember to check in on these metrics
periodically throughout the process and adjust
your strategy as necessary.

Who are the key target audiences?
Also consider the characteristics of your
audience (i.e. Mostly Spanish-speaking, age
range(s), tech savvy, etc.).

What are your key messages?
A project should have 1-3 key messages
that are straightforward. Every piece of
communication should support at least one
of these messages.

1. 2.

3. COMMUNICATIONS PLANNING

WORKSHEET
One month
2-3 months
6 months
1+ year
DRAFT

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CRISIS COMMUNICATIONS PLAN

PURPOSE
The City of Turlock’s Emergency Communications Plan outlines the roles, responsibilities, and protocols that will guide the City in promptly sharing information with identified audiences during an emergency or crisis.

A crisis is defined as a substantial event that prompts significant and sustained media coverage and public scrutiny and has the potential to damage the City’s reputation, image, or financial stability. A crisis could be precipitated by an emergency or controversy. An emergency is also a weather incident, crime, or similar event that presents a threat and typically involves a response from the police, fire, or emergency medical personnel.

PLAN OBJECTIVES
The guiding principle for this plan is to communicate facts as quickly as possible, update information regularly as circumstances change, keep the Turlock community safe, and ensure the continuity of essential services.

To achieve these goals, updates should be simultaneously accurate and delivered as quickly as possible. In many crisis situations, this may mean that the official information that is shared is incomplete as events unfold. Reacting swiftly with accurate information about what is known for certain during an emergency or crisis is key to avoiding lasting damage and spreading misinformation.

The City of Turlock will use multiple platforms to reach all audiences with accurate, timely information. The goal is to be accessible to all decision-makers, community members, and interested parties while being mindful of legal and privacy concerns.

BUILD YOUR NETWORK
Before an incident or crisis occurs, it’s important to develop a network of subject matter experts and helpers. The most important aspect of any emergency plan is knowing who to contact for help and to keep key partner contact information up to date. Identify one shared location accessible to everyone in a leadership capacity to save contact lists and stakeholder information.

AUDIENCES
The City of Turlock must reach several important audiences during emergency situations. These include City staff, elected officials, community members, businesses, community and regional partners, and those in surrounding areas. Keep these audiences in mind when drafting emergency messages and determining which communication tools to use.

DRAFT

CITY OF TURLOCK COMMUNICATION PLAN | 57CITY OF TURLOCK COMMUNICATIONS PLAN | 57 Conveying critical information when a crisis occurs is essential to ensuring community safety and allowing for appropriate decision-making in an emergency or crisis situation. A series of statements will be drafted and properly distributed across media and City of Turlock platforms in a timely manner.

The following steps will be used to convey critical information in a crisis situation:

PROCEDURE

1. Conference call with:
a. City Manager – lead coordinator
of crisis response, primary
spokesperson, liaison to elected
officials, liaison to other local
governments
b. City Mayor – secondary
spokesperson, secondary liaison to
elected officials
c. City Attorney – ensures legality
and limit liability of statements and
communication
d. Police Department – ensures
appropriate coordination, updated
information and public safety
e. Other staff as needed, depending on
the event.

2. Establish a spokesperson and key point of
contact for all statements

3. Establish a point of origin and coordination
with the City Manager for all outgoing
communications

4. Compose statements and speaking points

5. Coordinate with the Mayor and elected
officials

6. Distribute through existing channels,
prioritizing audiences as follows:
a. City Council
b. City staff
c. City residents (direct channels)
d. Local media
e. Regional and national media

7. Compose a message from the City Manager
to the City staff

8. Compose social media posts and monitor
posts for needed responses

9. Craft press releases and respond to press/
reporters

10. Update the website with appropriate
updates

11. Craft and distribute e-mail notifications

12. Hold press conference (if necessary)

IMPLEMENTATION
It’s important to use all communication tools available to share critical information efficiently and accurately. Below is a checklist of platforms and outlets available to the City to use in an emergency:
• City website
• City social media accounts (Facebook,
Instagram, YouTube, LinkedIn, NextDoor)
• Email notifications
• News releases
• In-person meeting/press conference
• Mobile app
• Digital information board
• Printed collateral (posters, flyers, door
hangers, rack cards, A-frame signage, etc.)
DRAFT

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PREPARE THE

MESSAGE

EXAMPLE

HOLDING

STATEMENTS
a. Avoid saying ‘no comment’. Prepare holding statements if the full details are unknown or unable to be released.

Ensure your message is true, use compassion, show that you’re working toward a solution or gathering more information, and let your audience know where they can go to stay up to date on the issue or incident.
b. Determine three major points. (The Messaging Triangle) i. What happened?
ii. How does it affect your audience?
iii. What are you doing about it?

MESSAGE PREP AND EXAMPLE STATEMENTS
If the issue is due to staff misconduct allegations.

ASPIRATIONAL
“We hold our employees to high ethical and professional standards.

Any violation of those standards will be addressed appropriately."

PROCEDURAL
“When an employee is under investigation for misconduct, we conduct a thorough internal review to determine the appropriate next steps. Our process ensures fairness while prioritizing the integrity of our organization.”

TRANSPARENT
“We take allegations of misconduct seriously. We recognize the public’s interest in this matter and are committed to gathering and verifying the facts. We will provide updates as soon as possible.” DRAFT

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TRANSLATION

IMPLEMENTATION PLAN

DETERMINE BUDGET
Establish what can be accomplished with current resources. Evaluate and adjust accurate cost estimates for full implementation.

IDENTIFY BEST PRACTICES
• Leverage technology and partnerships to streamline processes and minimize costs.
• Contact peer communities and learn from others who have implemented similar translation plans.

IDENTIFY GOALS
Develop top goals for the plan which may include increasing access to public meetings in real-time, print materials, online communication, in-person interactions, phone recordings, etc.

NEEDS ASSESSMENT
Outline how the City will assess the language assistance needs of the community. • Use available data and known resources to understand the unique needs of the City of Turlock.
• Identify points of contact, such as over the phone, in person, online, in printed paperwork, fillable forms, on signage, etc.
• Conduct stakeholder interviews to get feedback from residents and community- based organizations and other stakeholders before the plan is finalized.

LANGUAGE SERVICES
Identify how the City will consistently provide interpretation services (verbal) and translation services (written).
• Create a hierarchy of needs, with the most important and critical information being translated or interpreted first.

Effective communication is critical to ensure understanding, empower constituents and provide high-quality government services. Below is a general guide for developing an organization-wide translation action plan.

DRAFT

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SET POLICY
Determine internal standard operating procedures related to translation and interpretation services.

TRAIN AND EDUCATE STAFF
Training should include everyone who interacts with customers or will be responsible for creating multilingual communication.

PROMOTE THE PROGRAM
Share the plan and multilingual services with the community.

EVALUATION
Periodically evaluate and monitor the plan to ensure that it continues to work effectively for the organization and community.

DRAFT

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SOCIAL MEDIA ACCOUNT

RELEVANCE CHECK-LIST
City of Turlock departments should consider decommissioning social media accounts when they are no longer an effective or efficient means of communication with the public, or when the account is no longer aligned with the department's mission or goals. Decommissioning should be a planned process with clear communication to the public and proper archiving of content.

CHECK-LIST FOR ACCOUNT RELEVANCE
If you can check two or more boxes below when analyzing a social media account, it may be time to consider decommissioning the account.
□ Low Engagement: If an account consistently has low engagement (likes, shares, comments), it may indicate a lack of interest or that the platform is not the best way to reach the target audience.

Threshold: A consistent decline in key metrics like reach, engagement rates, or clicks associated with the account.
□ High Maintenance Costs: Maintaining an active social media presence requires time, resources, and potentially specialized skills. If these costs outweigh the benefits, it may be time to reconsider.

Threshold: If the resources required to maintain the account exceed the allocated budget or staff capacity. □ Changing Communication Needs: As the community's needs and preferences evolve, the way the department communicates with the public should also adapt. If social media is no longer the primary or preferred channel, it may be appropriate to decommission the account.

Threshold: If the department is transitioning to a new platform or communication strategy, it may be appropriate to decommission the old account.
□ Policy Changes: Changes in relevant policies, such as those related to data privacy or content moderation, could make it difficult or impractical to maintain an account while remaining compliant.

Threshold: If the account cannot be maintained in a way that complies with relevant policies, including those related to accessibility, data privacy, or content moderation. □ Lack of Alignment with Mission: If the social media account is not effectively promoting the department's mission or if the content is not relevant to its goals, it may be wise to decommission the account.

Threshold: If the content posted on the account is no longer relevant to the department's current priorities. □ Redundancy: If another department or agency within the local government already effectively manages a social media presence for similar purposes, maintaining a separate account might be redundant.

Threshold: If the account is duplicative of another department’s account content and communication goals.

DRAFT

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DECOMMISSIONING PROCESS
If it is determined that an account should be decommissioned, follow the steps below to ensure stakeholders are adequately notified.
1 2
3 4
Notification: Provide clear and timely notice to your stakeholders that the account will be decommissioned.

Content Archiving: Ensure all content is archived properly, potentially including a final post explaining where to find future information.

Account Closure: Deactivate or delete the account according to the platform's procedures.

Communication of Alternatives: Inform stakeholders about alternative channels for accessing information or interacting with the department.

DRAFT

CITY OF TURLOCK COMMUNICATION PLAN | 63CITY OF TURLOCK COMMUNICATIONS PLAN | 63 ACCURATE AS OF JULY 2025
• City Hall Facebook
• City Hall Instagram
• City Hall LinkedIn
• Economic Development Facebook
• Development Services Facebook
• Development Services Twitter/X
• Fire Department Facebook
• Fire Department Instagram
• Fire Department Twitter/X
• Fire Department YouTube
• Municipal Services Facebook
• Municipal Services Instagram
• Municipal Services Twitter/X
• Parks, Recreation, & Public Facilities Facebook
• Parks, Recreation, & Public Facilities Instagram
• Turlock Transit Facebook
• Turlock Transit Instagram
• Turlock Transit Twitter/X
• Police Department Facebook
• Police Department Instagram
• Police Department Twitter/X
• Police Department YouTube
• Police Department/Emergency Notifications (Nixle)
• Turlock Animal Services Facebook
• Turlock Animal Services Instagram

ACTIVE CITY SOCIAL MEDIA ACCOUNTS
DRAFT

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BUILDING RELATIONSHIPS

WITH THE MEDIA
Strong media relationships help ensure accurate, timely, and fair coverage. Focus on proactive engagement and transparency.

Best Practices for Relationship-Building
• Be Accessible and Responsive: Return media calls and emails promptly. Timeliness builds credibility and trust.
• Maintain a Local Media Contact List: Include reporters and editors at local outlets such as the Turlock Journal, TV news bureaus, and regional radio stations. • Share Updates Proactively: Send regular news releases and media advisories about major initiatives, decisions, or events. Even smaller updates help foster goodwill. • Offer Context and Background: Help reporters understand Turlock’s processes, terminology, and local context, especially for complex or controversial topics. • Foster Informal Relationships: Meet reporters for coffee, invite them to events, and thank them for accurate reporting, even if the story isn’t entirely positive. • Be Transparent and Honest: If you don’t have an answer, say so, and commit to following up.

Spokesperson Strategy
• The City’s Economic Development Director/Communications Officer is the designated primary media contact and Public Information Officer (PIO).
• Department heads may serve as subject-matter spokespeople as needed. Media training is recommended for these leaders.

DRAFT

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RESPONDING TO DAY-TO-DAY

MEDIA INQUIRIES

GENERAL RESPONSE GUIDELINES
Acknowledge All Inquiries Promptly: Respond within the same business day when possible, even if it’s just to confirm receipt and provide a timeline.

1. Identify Your Audience:

The media is not your audience. Who are you
trying to reach with your message?
• Primary Audience(s):
• Secondary Audience(s):

Ask the Reporter These Questions:

1. What is the story about?
(Tell me what you know)

2. Who have you talked to already?
What did they say?

3. Are you talking to anyone else?

4. What’s your deadline? (Buy time if you can)
Remember to...
• Keep it simple
• Avoid jargon or acronyms
• Speak only to your area of expertise
• There’s no “off the record”
• Speak in short sentences or soundbites
• Ask where and when the interview or story will be
published or aired
• Ask if you can review the article or quotes if allowed • Share the interview takeaways with the PIO and
your department director
Track media metrics:
• Number of inquiries
• News release pickups
• Circulation or reach of coverage

2. Determine Key Takeaways:

What do you want your audience to know
or remember?

1. 2.

3. 1. BEFORE THE INTERVIEW

2. BEFORE YOU ENGAGE 3. DURING THE INTERVIEW

4. AFTER THE INTERVIEW
DRAFT

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STAFFING RECOMMENDATIONS
CONSIDER ADDING IN THE NEXT 1-2 YEARS
A well-staffed communications team is essential for providing day-to-day communications support to the city organization and tackling long-term strategic communication initiatives.

Slate Communications reviewed current communication roles for the City of Turlock and evaluated anticipated future needs of the city.

The following recommended positions are in addition to the Economic Development Director/ Communications Officer and Communications Specialist and may be added or modified as budgets and staff needs dictate.

STAFFING GOALS
• Ensure the City’s communications program is appropriately supported to meet the needs of the community and organization.
• Provide a path to long-term success focused on communication strategy for the department as it grows.

ADD: COMMUNICATIONS SPECIALIST (FULL TIME)
The first recommended step is to expand the communications team to include a second Communications Specialist role. The purpose of adding a second position in this capacity is to help the current team increase internal support for departments. Each strategist should support different departments within the city. They are “embedded” in these departments to become familiar with department needs, projects, and colleagues.

Each Specialist operates with one foot in their represented department(s) and one foot supporting the larger communications team.

Primary Job Duties:

With a communications strategy focused on the needs of the assigned department(s) • Content creation
• Public engagement
• Community outreach
• Media relations
• Project management
• Social media management
· department-focused
• Website management
· department-focused
• Internal communications support
(as needed)
DRAFT

CITY OF TURLOCK COMMUNICATION PLAN | 67CITY OF TURLOCK COMMUNICATIONS PLAN | 67 CONSIDER ADDING IN THE NEXT 2-4 YEARS
EXPAND: CONVERT PART-TIME CLERICAL POSITION TO

FULL-TIME DIGITAL/MULTIMEDIA SPECIALIST
Consider expanding the current part-time clerical position focusing on video and photography into a full-time position managing the city website and City Hall social media accounts.

Primary Job Duties:
• Video production
• Graphic design
• Presentation development
• Photography
• Content creation for digital use
• Brand management
• Social media management
· citywide
• Website management
· citywide
ADD: COMMUNICATIONS MANAGER OR SPLIT

CURRENT ROLES
Split the current Economic Development Director/Communications Officer position into a full-time Communications Manager or Director-level position while maintaining the Economic Development Director position. With a city population of over 73,000 residents, it is recommended that you have a dedicated, full-time position focused on communication strategy and support that guides a team of communication professionals. This position sets the department's strategic path and manages the department's day-to-day activities.

Primary Job Duties:
• Communications & marketing strategy
• Media relations/city spokesperson
• Campaign development & direction
• Partner liaison lead
• Internal communications lead
• Crisis communication
DRAFT

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WAYS TO EXPAND THE TEAM NOW

DEVELOP A LONG-TERM COMMUNICATIONS STAFFING PLAN
Contractors may be considered in the case of special projects when additional equipment, skills, or staff are needed beyond what the current communications team has available. As needed, and as funds allow, it is recommended that the City hire contractors for special one-time or ongoing projects, including:
• Photography/Drone support
• Videography/B-roll
• Graphic design
• Website/Webmaster support
• Social media management and support
• Marketing plan development and project management
Ensure the communications division is staffed appropriately to meet the needs and expectations of community members, the City Council, and city leadership. With regard to long-term planning, consideration should be given to the following positions:
• Dedicated Special Events Coordinator
• Community Engagement Specialist or Neighborhood Outreach Coordinator • Additional Communications Specialist focused on Internal Communications (along with other department support duties)
• Dedicated Marketing Coordinator (potentially with a focus on transit or parks and recreation) ADD: BILINGUAL COMMUNICATIONS SPECIALIST
The Bilingual Communications Specialist role is essential to expanding the translation services provided by the City of Turlock. 28% of the population speaks Spanish in Turlock, highlighting the need for a full-time bilingual communications professional housed in the communications division.

Primary Job Duties:
• Support assigned department(s) like other Communication Specialist positions • Spanish translation and interpretation support
• Offer a perspective on communicating with Spanish-speaking community members ES
DRAFT

CITY OF TURLOCK COMMUNICATION PLAN | 69CITY OF TURLOCK COMMUNICATIONS PLAN | 69 The following metrics can be used to track the success of a project's communication goals and priorities. These metrics should be analyzed throughout a project to evaluate the tools' effectiveness.

Adjustments should be made to the communications strategy if the tools used do not prove effective.

MEDIA
• Number of times Turlock is mentioned by the media
• Interview requests
• Media outlet circulation
• Number of news releases distributed
• Number of editorial articles distributed and published

WEBSITE
• Unique Visitors: The number of distinct individuals visiting the website • Page Views: The number of pages viewed
• Top Pages: The pages that are visited most frequently • The top 10-20 should be tracked and monitored for necessary updates or improvements • Top Search Terms: The terms searched most often on the website • The top searches should be monitored to ensure ease of access and accurate information on these landing pages
EMAIL
• Number of Subscribers: The number of people signed up to receive email • Engagement Rate: The percentage of email alerts that subscribers opened

PRINTED MATERIALS
• Distribution: The approximate number of people reached through print materials, including flyers, rack cards, direct mailers, and door hangers

SOCIAL MEDIA
• Followers: The number of people who follow a page
• Engagement: The number of people who like, comment on, or share posts • Reach: The number of people the post was served to
• Impressions: The number of times a post was viewed (individuals could view it multiple times) • Video Views: The number of times a video was watched

DIGITAL ADVERTISEMENTS
• Reach: The number of people an ad was served to
• Impressions: The number of times an ad was seen
• Click-Through Rate: The number of times an ad was clicked on

METRICS FOR SUCCESS
DRAFT

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SOCIAL MEDIA POLICY - DRAFT

INTERNAL POLICY

PURPOSE
This document defines the social networking and social media policy for the City of Turlock, the “Agency.” To address the fast-changing landscape of the Internet and how residents communicate and obtain information online, agency departments may consider using social media tools to reach a broader audience. The agency encourages using social media to further its goals and the missions of its departments, where appropriate.

PERSONAL VS PROFESSIONAL GUIDELINES

PERSONAL USE
All Agency employees may have personal social media profiles. These profiles should remain personal in nature and share personal opinions. While Agency employees may have a First Amendment right to comment on some Agency issues of significant public concern, employees should know that posts about Agency issues closer to employment complaints or human resources concerns may not be protected. Employees should be mindful of the distinction between sharing personal and agency views.

Agency employees must never use their agency e-mail account or password in conjunction with a personal social media profile. The following guidance is for agency employees who decide to have a personal social media presence or who decide to comment on posts about official Agency business:
• State your name and, if relevant, role when discussing agency business. • Use a disclaimer such as: “The postings on this profile are my own and don’t reflect or represent the opinions of the agency for which I work.”
If social media is used for official agency business, the entire agency profile, regardless of personal views, is subject to best practice guidelines and standards.

PROFESSIONAL USE
All official agency-related communication through social media should remain professional and always be conducted per the Agency’s communications policy, practices, and expectations. Employees must not use official agency social media for political purposes, to conduct private commercial transactions, or to engage in private business activities. Agency employees should be mindful that inappropriate use of official agency social media can be grounds for disciplinary action. Only individuals authorized by the Agency may publish content to the Agency’s online platforms.

DRAFT

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POSTING
Official social media content must be clear, precise, and follow industry best practices for posting updates. All content posted to agency social media profiles should be:
• Relevant: Information that engages residents and pertains to their daily lives. • Timely: Pertains to deadlines, upcoming events, or current news. • Actionable: Prompts residents to take action.

WHAT NOT TO POST
Agency employees may not publish content on agency social media sites that includes:
• Confidential information.
• Copyrighted material without permission.
• Profane, racist, sexist, threatening, or derogatory content or comments. • Partisan political views.
• Commercial endorsements or spam.

EXTERNAL POLICY

PURPOSE
To build communication and trust with our residents and visitors, and encourage participation through comments and feedback.

GOALS
The City of Turlock aims to effectively use its social media accounts to:
• Provide information.
• Support community engagement and outreach.
• Support marketing and promotional campaigns.
• Frame the public conversation around Turlock.
• Assist with recruitment efforts.

REGISTERING A NEW PAGE
All agency social media profiles shall be:

1. Approved by the lead Communications Officer

2. Published using an approved social networking platform and tools.

3. Administered by the contact or their designee.

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DEREGISTERING AN EXISTING PAGE
If a social media profile is no longer of use:

1. Utilize the Social Media Account Relevance Check-List

2. Notify the lead Communications Officer

3. Ensure records have been archived according to agency guidelines.

4. Unpublish and delete the account.

MODERATION OF THIRD-PARTY CONTENT
The agency does not necessarily endorse, support, sanction, encourage, verify or agree with third- party comments, messages, posts, opinions, advertisements, videos, promoted content, external hyperlinks, linked websites (or the information, products or services contained therein), statements, commercial products, processes or services posted on any social media account. This Agency’s social media account serves as a limited public forum, and all content published is subject to preservation and disclosure in accordance with state public record law. User-generated posts may be rejected or removed if the content:
• Contains obscenity.
• Incites or promotes violence or illegal activities.
• Contains spam or links to malware.
• Promotes illegal discrimination (e.g., housing discrimination). • Contains actual defamation.
• Uses the copyrighted work of another.

We do not allow information intended to compromise the safety or security of the public or public systems. You participate at your own risk, taking personal responsibility for your comments, your username, and any information provided.

City staff that is responsible for managing social media platforms on behalf of the City should make every effort to respond to routine questions or comments within 24 hours. If the response requires additional support from another staff member or review by a supervisor, it is expected that the response be uploaded and shared within 48 hours.

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RETENTION AND DISCLOSURE
Any communications sent to or received by the Agency and its employees via social media may be subject to our retention and disclosure requirements. We are required to comply with [applicable public records statute] to ensure the government is open and that the public has access to public records and information of which our agency is the custodian. These retention requirements apply regardless of the form of the record (Ex. digital text, photos, audio, and video). All information posted on this account may be subject to public disclosure under [applicable public records statute], even if it has been deleted. The department maintaining an account shall preserve records pursuant to a relevant records retention schedule. To assist with records retention, the city utilizes Archive Social for social media archiving. It should be noted that Turlock uses third-party social media platforms like Facebook, Instagram, LinkedIn, YouTube and X, to share news and information. These platforms have their own rules and regulations, and the city does not have the authority to change or override their rules.

EMERGENCY POSTINGS
Social media accounts are not monitored 24/7. If there is an emergency, contact 911.

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