Page 17 - 2025 Communications Plan
P. 17

project requests



        &    i   n    i   t   i   a   t   i   o    n    s


        Most deliverables and projects must be submitted by City staff via the Media and Communications
        Work Request Form. The request must be reviewed and approved by the Division Manager prior to
        submission. All staff requests are subject to approval by the City Manager’s Office or the Media &
        Communications Division Manager.


        The Mayor and members of the City Council may request projects/deliverables through the City Clerk’s
        Office or the City Manager’s Office. Projects must comply with FPPC regulations.  Material costs must
        be paid from Council discretionary budgets.


        The Media & Communications Division will prioritize workload, workflow, and production support based
        on the scale and scope of the request, as well as the strategic importance of the deliverable as directed
        by the City Manager’s Office. For example, time-sensitive deliverables that affect public health, and
        safety or emergencies will take precedence over routine, or non-urgent content or production.
















        worflow diagrams



        with supporting info


        The following pages depict the basic workflow processes for projects and deliverables that the Media &
        Communications Division most commonly produces. If the production of a specific deliverable follows
        existing, approved policies and procedures, the policy document is referenced herein or detailed as
        needed within this section.


        Processes not detailed in this section fall outside of normal production requests and are approved
        and completed at the discretion  of the Media &  Communications Division  Manager or  the City
        Manager’s Office.

        Additional information for selected processes in this section may be found in the approved City Public
        Information and Media Relations Administrative Procedure (AP 2.04).
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