Agenda Item No.
CITY OF YUCAIPA
AGENDA REPORT
TO: Honorable Mayor and City Council
FROM: Joe Pradetto, Director of Governmental Affairs/PIO Cory Gorham, Management Analyst
FOR: City Council Meeting of November 27, 2023
SUBJECT: Adoption of Resolution No. 2023-58, Establishing the Yucaipa Communications Plan
RECOMMENDATION:
That the City Council adopt Resolution No. 2023-58, establishing the Yucaipa Communications Plan.
BACKGROUND:
At the March 27, 2023, City Council meeting, the Yucaipa Sunshine Ordinance was unanimously passed to promote transparency, accountability, and public trust in local government. One essential element of the ordinance directed the City Manager to develop a communications plan to increase stakeholder engagement and community understanding of City initiatives and services.
Subsequently, at the April 10, 2023, City Council meeting, a set of eleven City Council goals were prioritized for the 2023 calendar year. One of the identified goals reiterated and highlighted the focus to create, establish, and execute a comprehensive communications plan.
DISCUSSION:
A Communications Plan (Plan) for the City of Yucaipa (City) is a critical tool for engaging the community, managing information, promoting accountability, and addressing the various needs and challenges that arise in the community. The purpose of this Plan is to help accomplish and further the annual goals adopted by the City Council. To this end, the Plan aims to achieve four primary objectives:
1. Help accomplish and further City Council goals.
2. Enhance transparency and accessibility of City Hall and its efforts.
3. Equip City Council and staff with relevant, timely, and accurate information.
4. Engage residents and businesses in efforts to strengthen the community.
The Plan is structured to be flexible and adaptable as City Council goals and priorities change year to year. To facilitate these changes, the Plan breaks down City Council goals into key broad
initiatives. Under the umbrella of each initiative are smaller, specific campaigns. Each campaign identifies the message, target audience, timing, primary channels of deployment, and metrics for measurement.
Key initiatives and specific campaigns identified within the Plan include:
Key Initiative based on City Council goals
Specific Campaign
Public Safety
Homeless Strategic Plan
Public Safety
Volunteer and Citizen Engagement
Road Maintenance
Pavement Management Program
Road Maintenance
Pothole Reporting
Economic Development
Shop Local
Transparency/City Sponsored Projects
Wine Country Specific Plan
Transparency/City Sponsored Projects
City Budget
Specific information for each initiative and campaign is described in the Plan. As the City Council goals change from year to year, the Plan will be updated on an annual or as -needed basis.
To implement this Plan, a variety of strategies have been developed based on the audience being targeted and the communication channel being used. The Plan accounts for the need to communicate with both internal and external stakeholders who have diverse backgrounds, levels of education, and understandings of government. As such, the Plan incorporates best practices aimed at making information accessible and clear to everyone by using plain language, visuals, closed captioning, etc., when appropriate.
The various communication channels and strategies identified in the plan, include:
Traditional media (print newspapers, digital news
outlets, press releases, etc.
Social media
City Website and YouTube
Community Meetings / Events
Internal Communication
Branding
Crisis Communication
While this Plan will focus on strategic efforts related to City Council goals, administrative priorities, and emergency communications, it will also work to support existing communication efforts. Presently, the Community Services Department maintains robust marketing efforts to promote City events and activities. Where department -led efforts conflict with the overall strategy, the Plan will take precedence.
Attachment(s):
1. Resolution No. 2023-58
Approved By: �' ���''—
ATTACHMENT 1
RESOLUTION NO.2023-58
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF YUCAIPA,
CALIFORNIA, ESTABLISHING THE YUCAIPA COMMUNICATIONS
PLAN
WHEREAS, strategic communication is an essential tool for effective public engagement; and
WHEREAS, the City Council unanimously passed the Yucaipa Sunshine Ordinance at its regular meeting on March 27, 2023, to promote transparency, accountability, and public trust in local government; and
WHEREAS, one essential element of the Yucaipa Sunshine Ordinance directed the City Manager to develop a communications plan to increase stakeholder engagement and community understanding of City initiatives and services; and
WHEREAS, at its regular meeting on April 10, 2023, the City Council adopted eleven goals for the 2023 calendar year, which included a goal to create, establish, and execute a comprehensive communications plan; and
WHEREAS, the proposed 2023-24 Communications Plan (Plan) was developed to facilitate strategic communication efforts to help accomplish and further the annual goals adopted by the City Council; and
WHEREAS, the Plan aims to improve the City's communication efforts and identifies key initiatives and supporting campaigns to engage the public in the accomplishment of City Council goals; and
WHEREAS, the Plan may be updated from time -to -time as deemed necessary by the City Manager; and
WHEREAS, the City Council is committed to making City operations transparent and accessible.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF YUCAIPA HEREBY FINDS, DETERMINES, ORDERS, AND RESOLVES AS FOLLOWS:
Section 1. The findings above are true and correct.
Section 2. The City Council hereby adopts the Yucaipa Communications Plan attached hereto as Exhibit "A."
Section 3. The City Manager is authorized to amend the Communications Plan as needed.
PASSED, APPROVED, and ADOPTED this 27th day of November, 2023.
Justin Beaver, Mayor
ATTEST:
Ana V. Sauseda, CMC
Director of General Services/City Clerk
Exhibit A
CITY OF YUCAIPA, CA
Communications Plan
Joe Pradetto, Public Information Officer
Contents
Introduction..................................................................................................................................................3 Purpose.....................................................................................................................................................3 Applicability...............................................................................................................................................3 Objectives..................................................................................................................................................3 GuidingPrinciples........................................................................................
Structure....................................................................................................................................................4 Updates.....................................................................................................................................................4 Delegation and Administration.................................................................................................................4 RecentSuccesses...........................................................................................................................................4 „Walk with the Mayor" Video Series........................................................................................................4 „Yucaipa Roundup„...................................................................................................................................4 NewTools..................................................................................................................................................5 CommunityMeetings................................................................................................................................5 Stateof the City 2023................................................................................................................................5 KeyInitiatives................................................................................................................................................5 EconomicDevelopment............................................................................................................................8 Campaign: Shop Local...........................................................................................................................8 PublicSafety..............................................................................................................................................5 Campaign: Homeless Strategic Plan......................................................................................................5 Campaign: Volunteer and Citizen Engagement.....................................................................................6 RoadMaintenance....................................................................................................................................7 Campaign: Pavement Management Program (PMP)............................................................................7 Campaign: Pothole Reporting...............................................................................................................8 Transparency/City Sponsored Projects.....................................................................................................8 Campaign: Wine Country Specific Plan.................................................................................................9 Campaign: City Budget........................................................................................................................10 ImplementationStrategy............................................................................................................................10 Audiences................................................................................................................................................11 BestPractices..........................................................................................................................................11 Communications Channels and Strategies..............................................................................................11 21Pa-;-
ntroduction
It is the intent of the City Council to make Yucaipa the best community to raise a family, do business, and play. To achieve this aspiration, the City Council adopts annual goals. This plan outlines how communication efforts will help accomplish and further the Council's goals. "Communication" derives from a Latin verb that means "to share." Effective communication is more than sharing information, though. Effective communication is about building a shared understanding and direction. With a diverse population of almost 55,000 residents and a growing number of businesses, an effective communications plan is essential.
Purpose
The City of Yucaipa has made communications a strategic priority, with the intent of increasing awareness of the policies and programs of the City and generating enhanced public engagement.
The purpose of the Yucaipa Communications Plan (Plan) is to identify opportunities to share the City's message and streamline the methods by which those messages are shared, while conducting the business of the City in an open and inclusive manner.
In Yucaipa, communication is seen as an important role of government, and an essential component of the democratic process. It helps to build public awareness and trust, increases participation, and contributes to enhancing quality of life in the community.
Applicability
The Plan applies to the strategic communications of City Hall. It focuses on broad strategic initiatives, independent of existing communication and marketing efforts.
At present, the Community Services Department maintains a robust marketing effort to promote City events and activities. The Yucaipa Police Department (PD) maintains a social media presence to share information from the PD. The Plan does not replace or control these department -led efforts.
While this plan will focus on strategic efforts related to City Council goals, administrative priorities, and emergency communications, it will also work to support existing communication efforts. Where department -led efforts conflict with the overall strategy of this Plan, the Plan will take precedence.
Objectives
The communications plan has four primary objectives:
1. Help accomplish and further City Council goals.
2. Enhance transparency and accessibility of City Hall and its efforts.
3. Equip City Council and staff with relevant, timely, and accurate information.
4. Engage residents and businesses in efforts to strengthen the community.
Guiding Principles
Implementation of this plan is based on three broad principles: transparency, responsiveness, and accessibility. Following these broad principles will ensure that we are open and honest, responding with speed and timeliness, and making our message easy to access and understand. Emergencies and urgent 3�:
issues will arise that are not contemplated in this plan. When they do, these principles will guide our response.
Transparency —Transparent communication is open, honest, and relevant.
Responsiveness — Responsive communication is delivered with speed and accuracy.
Accessibility —Accessible communication is written in plain language, easy to understand, and incorporates visuals to aid in the understanding of issues and ideas.
Structure
This plan identifies key broad initiatives. Under the umbrella of each initiative will be smaller, specific campaigns. Each campaign will identify a message, target audience, and primary channels of delivery.
Updates
As this plan aims to help accomplish and further City Council goals, it will need to be updated with every new adoption of Council goals. Thus, updates will be on an annual basis, or more frequently as -needed.
Delegation and Administration
The City Manager is responsible for the implementation of the Plan, and the City Council authorizes the City Manager to make changes to the Plan as necessary. The City Manager will generally delegate day- to-day implementation responsibility to the Public Information Officer (PIO).
Recent Successes
Since March of 2023, City staff have worked to increase communication efforts, both for the public and internally. Big changes at City Hall, high -profile development projects, and long-range planning proposals, necessitated transparent explanation. Staff increased social media posts and engagement, community meetings, initiated a bi-weekly internal newsletter, and launched a video series. "Walk with the Mayor" Video
Series
Staff worked to support Mayor Justin
Beaver in the launch of a new video
series called "Walk with the Mayor."
The series aims to answer the "why"
behind some of the public's most
pressing questions. Feedback and
engagement have been
overwhelmingly positive.
"Yucaipa Roundup"
In March, the PIO launched the
"Yucaipa Roundup," a bi-weekly
h4aryZapor• _..,-.: ...
Thank you. I VJSll other cities e:ould do this and explain what is happening.
Too many eracky conspiracy theories.
Like Reply Share 4
Caryl Delcid - upper Yucaipa • IP
••• Excellent accounting. Thank u so much. Many of us in Yucaipa totally appreciate your outstanding explanation
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0 Ruth Sapien i Redlands, CA • 8h •••
Thank you for posting this ...
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to t
Michele Markham • tl,berch. Yucaipa ; h .••
Thank you for the update, I love our tovm and the folks that call Yucaipa home.vve are truly blessed!
Like Reply Share r 2
Ariana Barnes • Chapman, Heights • oh.
Thanks for sharing this!
Like Reply Share
4 1 P a g e
newsletter sent to City employees briefing them on Council actions and community events. This has helped improve internal communications and has helped staff feel more connected to the major happenings at City Hall.
New Tools
The City's Planning team deployed two new tools to help improve transparency, 1) a projects map that shows the location and background information for various development projects in the City and 2) story maps to provide detailed context of the Wine Country Specific Plan. These tools combine maps and other data to give more meaningful context and background information to the public regarding various proposed development projects working through the approval process.
Community Meetings
Community meetings remain one of the most effective forms of public engagement and communication.
In July, the City partnered with a prominent community conservationist to produce a bear safety workshop. In September, the City Manager led a very well attended community meeting on the potential acquisition of property. In October, the City held a bilingual community meeting to answer questions related to proposed changes to the City's Municipal Code affecting certain mobile home parks.
State of the City 2023
Many who attended this year's State of the City event commented that it was the best such event the City has ever had. The event was held at the YPAC and drew a packed house.
Key Initiatives
The initiatives identified here relate to City Council goals. Each initiative is joined by specific campaigns.
Public Safety
Bolstering public safety was the City Council's top goal, and developing a plan to address homelessness was its second. Making Yucaipa a safe place to live and do business is the Council's top focus.
Campaign: Homeless Strategic Plan
The City Council adopted its Homeless Strategic Plan in September. A communications campaign will help raise awareness of the plan and solicit broad public participation in its implementation.
Messages
• The Yucaipa City Council is aggressively working to reduce homelessness and crackdown on crime.
• The City is working to help those in need while holding law -breakers accountable. • For this plan to work, residents and businesses need to get involved by:
o Reporting individuals that may need housing or other help. o Reporting criminal activity ("See something, say something") Audience
This campaign targets all residents and businesses in Yucaipa. 5 1 P a g e
Timing
Launch immediately and post regular content promoting the plan and sharing its progress. This campaign will run the duration of the implementation of the Homeless Strategic Plan.
Deployment
Channels
Strategy
Stance
Social Media
Regular posts explaining how to reduce attractants
and report issues
Proactive
Community Meetings,
Events
Set up information tables at relevant community
meetings and events
As opportunities arise
Billboards
As space permits, raise awareness of the plan
As opportunities arise
Traditional media
Develop and pitch stories demonstrating the success
of the program
Proactive
Mobile App
Respond to issues reported by the public
Reactive
Metrics
• Meeting metrics identified in the Homeless Strategic Plan.
Campaign: Volunteer and Citizen Engagement
A well -prepared and engaged public is the best way to strengthen public safety. Although Yucaipa has almost 55,000 residents, we may only have a handful of deputies on patrol at any given time. There is no way that these deputies can witness and respond to every crime or emergency. Residents can help the City's deputies, firefighters, and other first responders by getting prepared and involved.
For those citizens with the time and ability to volunteer, they can join one of the organizations dedicated to promoting public safety: CERT, COPS, or Neighborhood Watch. Busy families and working professionals that can't volunteer can help by reporting crime when they see it.
Messages
• To create a safe community, everyone needs to pitch in. • You can help by getting involved in a safety organization, going through training, or reporting crime when you see it.
• By getting trained and prepared to deal with an emergency, residents can help free our emergency personnel to direct their resources to the highest needs.
Audience
This campaign targets all residents of Yucaipa looking for ways to make the community safer.
Timing
This is an evergreen campaign.
Deployment
Channels
Strategy
Stance
Social Media
Regular posts promoting volunteer opportunities,
volunteer successes
Proactive
Community Meetings,
Events
Set up information tables at relevant community
meetings and events
As opportunities arise
Billboards
As space permits, promote volunteer opportunities
As opportunities arise
61Wage
Metrics
• Growth of volunteers over a 12-month period compared to baseline as of the passage of this plan.
Road Maintenance
Road conditions are a top concern for residents and the Council, and the City Council's third goal is to "Take a more inclusive and aggressive approach to road maintenance." Campaign: Pavement Management Program (PMP)
The PMP is a comprehensive plan that guides road maintenance for the City. The City is in the process of completing a 5-year citywide pavement condition analysis to serve as the basis of the PMP. As part of this process, the annual cost of road maintenance will be determined to achieve a level of maintenance within industry standards. Through this process, staff will educate the City Council and residents on how this program was developed and solicit their input on maintenance priorities and funding.
Messages
• The Yucaipa City Council is aggressively working to fix our roads. • Road maintenance activity and funding is guided by the PMP. • Residents can provide input on their priorities while the PMP is being developed. • Residents can help by downloading the Yucaipa App and reporting street issues.
Audience
This campaign targets interested residents and businesses in Yucaipa.
Timing
The draft PMP will be available in early 2024. An aggressive media push will follow to give residents an opportunity to share their input.
Deployment
Channels
Strategy
Stance
Social Media
Social media posts will be posted: 1) to share the
Proactive
availability of the draft PMP update, 2) when public
sessions are scheduled, 3) calling for input before
Council adoption. Social media activity may include
surveys.
Community Meetings,
Staff will hold at least one Council study session, and Proactive
Events
two meeting opportunities to educate the public
and solicit input.
Website and YouTube
Create a project page on the website and include an
Proactive
explainer video hosted on YouTube.
Traditional media
News releases will precede community meetings.
Proactive
Metrics
Implementation of deployment strategies.
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Campaign: Pothole Reporting
Heavy rains exacerbated potholes and asphalt failures in the City. In response, the City engaged on -call contractors to help fix roads faster and launched a monthly report on social media. This campaign will educate the public on City efforts to repair potholes and educate on reporting methods.
Messages
• The Yucaipa City Council is aggressively working to fix our roads and is showing its results. • Residents can help by downloading the Yucaipa App and reporting potholes.
Audience
This campaign targets interested residents.
Timing
This is an evergreen campaign.
Deployment
Channels
Strategy
Stance
Social Media
Monthly posts reporting the number of potholes
Proactive
reported and fixed, reminding residents to
download and use the City App.
Metrics
Growth of app downloads over 12-month period.
Economic Development
The City of Yucaipa is committed to fostering economic growth through a range of initiatives and dedicated personnel. Beyond offering residents and businesses assistance with diverse programs such as facade enhancement and grants, etc., our staff, including the Housing and Economic Development Analyst, are dedicated to assisting businesses in identifying spaces with the highest and best use potential, offering guidance throughout the permitting process, and working towards successful occupancy.
Campaign: Shop Local
Research indicates that small businesses contribute more to a community on a relative basis than larger chains. On top of the sales taxes they generate, this calculus includes that small business owners are more likely to volunteer in community organizations and sponsor local events and efforts. Small business owners are invested and ingrained in the community in ways that large chains typicaly are not, and they help preserve the unique character of a community. By promoting local businesses, the City can help support the success of a critical part of its local community. This is especially important as the City lacks big box retail, a diverse industry, and relies on local businesses for most of its sales tax revenue. Shopping local helps support the community and strengthens our small business community.
Messages
Shop local: Support local businesses, support your community.
Yucaipa's Uptown is an emerging cultural center and home to many eclectic and unique businesses.
• Supporting local businesses helps preserve Yucaipa's rural, small-town feel. 8 1 :`I e
Audience
Yucaipa residents.
Timing
This is an evergreen campaign. There is no critical time element associated.
Deployment
Channels
Strategy
Stance
Social Media
Videos and posts highlighting local businesses.
Proactive
Community Meetings
and Events
Economic Development staff will host booths at
appropriate events with material to promote
shopping local.
Reactive
Traditional Media
Literature promoting a shop local message.
Reactive
Metrics
Growth of sales tax from locally owned businesses above CPI.
Transparency/City Sponsored Projects
The City of Yucaipa is sponsoring the development of the Wine Country Specific Plan and working to fix a structural deficit in its budget. These are two projects of great importance. To be transparent, the City desires to raise awareness and engage the public's participation in these efforts.
Campaign: Wine Country Specific Plan
In 2019, the City Council began an effort to develop the Wine Country Specific Plan, a planning document that would facilitate the growth of an emerging wine industry in the community. The City formed a committee with broad participation to study the idea and make recommendations.
Messages
• Yucaipa is home to an emerging wine industry, and efforts are underway to designate it an American Viticultural Area.
• The Wine Country Specific Plan will help create areas that incentivize grape cultivation. • Planning for the Wine Country Specific Plan began with Council support in 2019.
Audience
Residents and businesses in Yucaipa with interests in new economic development opportunities.
Stakeholders in the local wine industry, and residents in affected areas.
Timing
Launch immediately with aggressive outreach, culminating in City Council action in the first quarter of 2024.
9 Deployment
Channels
Strategy
Stance
Social Media
Timely posts with relevant information and access to
Proactive
surveys and other ways to submit input.
Community Meetings
The City will hold at least two community meetings
Proactive
and Events
to educate the public and solicit input.
Traditional Media
New releases and reporter briefings will help inform
proactive
the media for coverage.
Metrics
Raise awareness of the Wine Country Specific Plan by 30% based on surveys.
Campaign: City Budget
The City of Yucaipa's General Fund budget has been in a structural deficit since 2019. To restore structural balance, staff is developing a slate of possible solutions for Council consideration. These solutions have the potential to impact City operations and services. To help the Council make the most informed decisions that include critical input from the community, a campaign will help raise awareness and solicit feedback.
Messages
• The City's General Fund budget has been in a structural deficit since 2019. • Immediate action is needed to restore structural balance and avoid depleting reserves. • Staff is developing a plan to identify new revenue sources, increase revenue, and better recover costs to avoid drastic service cuts.
Audience
Residents and businesses in Yucaipa with interest in how City Hall operates and offers services.
Timing
Launch immediately with aggressive outreach, culminating in the adoption of a plan.
Deployment
Channels
Strategy
Stance
Social Media
Timely posts with relevant information and access to
Proactive
surveys and other ways to submit input.
Community Meetings
Staff's plan will be considered by Council in an open
Proactive
and Events
session.
Metrics
Get feedback from 1,000 residents on service priorities via survey collected through any channel.
Implementation Strategy
To implement this plan with maximum effect, we must identify audiences, available communication channels, and best practices. We must then implement strategies consistent with our guiding principles 101Page
Audiences
This plan targets both internal and external audiences, as identified below:
Internal External
• City Council • Residents
• City Staff • Businesses
• Commissioners/ • Non -Profit Organizations
Committee Members • New/Prospective Residents and Business Owners • Contractors • Media
• Volunteers • Visitors
• Elected Officials/Regional Boards & Commissions
Best Practices
Using modern psychological research, data analytics, and lessons learned through trial and error and experience, communications professionals have developed best practices to help audiences find what they need, understand it, and use it to their benefit. This section covers some of these practices that will help facilitate the successful implementation of this plan.
Plain Language
One service that this Plan aims to provide is translating City news and actions, which are sometimes complicated and technical in nature, into plain language for the public to understand. Common complaints about traditional government communication relate to the language being written in a way that requires a law or engineering degree to understand. This plan aims to make information accessible to everyone.
The Plain Language Action and Information Network offers guidelines for producing communication in plain language: https://www.plainlanguage.gov/guidelines/ .
Visuals
Many people find pictures, graphics, and video helpful in understanding a concept, idea, or issue. The popularity of Instagram, YouTube, and TikTok highlight this point. These are the most used social media sites and are all based on pictures and video.
As staff executes this plan, it will implement the use of pictures, graphics, maps, and video.
Communications Channels and Strategies
Although this plan identifies key initiatives around which the City will focus its communications efforts, the reality is that things come up, and the City must be ready to adapt to emerging needs. This section covers strategies to improve communications overall and to build the efficacy of its various channels.
These strategies aim for constant improvement and refinement across all of our communication efforts.
This section identifies the primary communications channels available to the City and suggested strategies use and improve upon them.
Traditional Media
Traditional media outlets (print newspapers, digital news outlets, etc.) act as an independent third -party to deliver news to consumers. When working with the media, timeliness and deadlines are an integral 111 Page
part of success. To make certain the City receives maximum coverage, regular dialogue is vital. Engaging with press/media is crucial for the success of any municipality.
Objectives
• Expand professional relationships with members of local and regional media outlets. • Develop a reputation as a "media friendly" city.
• Ensure information being disseminated is consistent and timely. • Develop professional and credible press release template. • Develop and maintain comprehensive media lists.
Strategies
• Proactive media relations with the News Mirror and Southern California News Group. • Provide access to the media, regardless of the type of story being prepared. • Routine press releases and photo opportunities.
• Furnish tailored pitches to media contacts.
• Routine meetings with local and regional reporters.
• Develop media kits for public events.
• Develop Media Relations Policies and Procedures through PIO. • Explore potential for magazine, pamphlet, news features.
Social Media
Social media has become a powerful tool for communication. Information travels quickly on social media platforms, making it essential to have a consistent presence and engage in meaningful communication.
Objectives
• Foster a proactive presence on social media.
• Disseminate timely information.
• Engage in social media pages and groups.
• Highlight Yucaipa as a great place to live, work, and play. • Promote a positive image for Yucaipa.
Strategies
• Create and maintain City social media pages on all platforms (Facebook, Instagram, Twitter, etc.).
• Develop and maintain a list of relevant social media pages and groups (News Mirror, Chamber of Commerce, Yucaipa Bulletin, etc.).
• Regularly post content on City social media pages using engagement data to improve reach. • Monitor relevant pages and groups for opportunities to engage. • Post City events, news, updates, and information in a timely manner. • Create a mix of content including graphics, video, photos to enhance engagement. • Respond to comments and inquiries.
• Coordinate with City departments and other agencies to increase engagement and exposure. 121 Page
• Investigate creating a City -run social media news presence that includes podcast, video, blog, etc.
City Website and YouTube
Maintaining a professional, robust City website is essential. The City website is usually the starting point for residents, businesses, and stakeholders to obtain information. The website must be maintained and updated regularly to convey information in an effective and timely manner.
The City YouTube page is a great tool to provide information and communicate online.
Objectives
• Provide the latest updates and information.
• Promote Yucaipa as a great place to live, work, and play. • Ensure all departments are included and contact information is accurate. • Foster an interactive experience.
• Highlight the City Council.
Strategies
• Perform a monthly audit of the City website.
• Consider adding video live stream of the City Council and Commission Meetings on YouTube. • Consider incorporating online surveys.
• Create online sign-up for City updates.
• Create and post a City newsletter.
• Welcome video from Mayor on homepage.
• Consider creating a City Manager's blog or monthly column. • Explore adding Web link to live public works projects. • Post city events tab on homepage.
• Add City Council Member biographies.
Community Meetings/Events
Community meetings and events provide the City with opportunities to communicate with residents and businesses directly, increasing access and transparency. To ensure effective communication at public events, the City's messaging should be clear, consistent, and positive.
Objectives
• Provide education to residents and businesses.
• Foster a sense of community through family -friendly events. • Ensure project updates and information are communicated effectively. • Provide a forum for residents to give feedback and ask questions. • Partner with local businesses, non -profits, and community groups.
Strategies
• Host town hall meetings with the City Council and/or City Manager. • Invite residents to participate in community meetings for City projects. 131 Page
• Plan and sponsor community events like AutumnFest and Five Winds Country Music Festival. • Create media kits for events.
• Advertise events in local newspapers, magazines, and printed materials. • Promote events on City website.
• Promote events on social media.
• Consider live streaming events when possible.
Internal Communication
Internal City staff communication is essential to the success of a municipality. Effective communication can give staff a sense of empowerment and foster collaboration.
Objectives
• Expand distribution of information to City staff.
• Increase recognition of employees.
• Foster collaboration and empowerment.
• Increase transparency.
Strategies
• Create a bi-weekly email newsletter ("Yucaipa Roundup") for City staff that recaps notable actions taken by City Council, upcoming events, employee recognition, etc. • Consider creating "City Alerts" program for City staff/departments to alert staff of urgent and/or important updates.
• Create internal talking points and messaging accessible to relevant City staff. • Consider more events and meetings with City Council to increase engagement with City staff. • Consider creating a "Coffee with the City Manager" program giving staff an open invitation to engage with the City Manager.
• Meet 1-on-1 with Department Heads and other stakeholders to solicit feedback on operations and ideas to better communicate and improve operations.
Branding
A municipality's brand is its identity. The City's branding must be consistent and reflect the City's vision.
Integrating brand components is integral to the success of a City's communication.
Objectives
• Determine the current identity of the City.
• Establish a vision for the future.
• Create a branding kit that reflects the identity and vision. • Implement and maintain brand consistency.
• Connect with new residents.
Strategies
• Initiate a brand audit annually.
• Consider implementing a rebranding effort.
• Review City Council goals and vision for the future to ensure consistency. 141 Page
• Incorporate the City's logo and branding components on all external communication. • Consider centralizing all City publications/materials through PIO to maintain consistent messaging.
• Consider refreshing the City's logo and/or motto to ensure consistency with brand and vision. • Consider launching a new resident welcome package.
Crisis Communication
During a crisis, communication is critical. Residents often look to the City for information and guidance during emergencies. Crisis communication can entail emergency management as well as image management during uniquely challenging events. Through all crises, the PIO will structure strategic messages which acknowledge the ongoing issues, while continuing to highlight the strengths, accomplishments, and attributes of the City as a whole. It is important for all departments in Yucaipa to speak with one voice.
Objectives
• Create a crisis communication toolkit.
• Prepare staff to effectively communicate during a crisis. • In partnership with the City Manager's Office, prepare City Council to appropriately respond/engage during a crisis.
• Provide timely, accurate information to internal and external audiences.
Strategies
• Provide crisis management training to City staff and City Council. • Prepare written action plan to use in emergencies.
• Provide information and updates through the City website and social media. • Actively engage with press and media to provide information. • Create an emergency notification system.
• Create a disaster communication template to effectively communicate during emergencies. 15 1 g '-