Loading...
Ordinance No. 7,788960912 -11 ORDINANCE NO. 7788 ® AN ORDINANCE ACCEPTING THE PROPOSAL OF VOLLMER PUBLIC RELATIONS TO CONTINUE TO DEVELOP AN IMAGE CAMPAIGN FOR THE CITY OF BAYTOWN . AT A COST NOT TO EXCEED TWENTY THOUSAND AND NO /100 DOLLARS ($20,000.00); MAKING OTHER PROVISIONS RELATED THERETO; AND PROVIDING FOR THE EFFECTIVE DATE THEREOF. *********************************************** * * * * * * * * * * * * * * * * * * * * * * * * * * * * * ** WHEREAS, the City Council of the City of Baytown solicited requests for proposals in 1996 for public relations services for an image campaign; and WHEREAS, Vollmer Public Relations was the successful proposer; WHEREAS, the City Council of the City of Baytown desires to continue this program in accordance with the Vollmer proposal; NOW THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF BAYTOWN, TEXAS: Section 1: That the City Council of the City of Baytown hereby accepts the proposal of Vollmer Public Relations to continue to develop an image campaign for the City of Baytown at a cost not to exceed TWENTY THOUSAND AND NO /100 DOLLARS ($20,000.00). Section 2: That pursuant to the provisions of Texas Local Government Code Annotated § 252.048, the City Manager is hereby granted general authority to approve any change order involving a decrease or an increase in costs of FIFTEEN THOUSAND AND NO /100 DOLLARS ($15,000.00) or less, subject to the provision that the original contract price may not be increased by more than twenty-five percent (25 %) or decreased by more than twenty-five percent (25 %) without the consent of the contractor to such decrease. Section 3: This ordinance shall take effect immediately from and after its passage by the City Council of the City of Baytown. INTRODUCED, READ, and PASSED by the affirmative vote of the City Council of the City of Baytown this the 12th day of September, 1996. �� (.1 ® PETE C. ALFAR , Mayor ATTEST: EILEEN P. HALL, City Clerk APPROVED AS TO FORM: ACIO RAMIREZ, SR.Qoty Attorney c:lcouncil\meetings \ septembelvol Imer.12 • 960912 -11a VOLL.NCER PUBLIC RELATIO \S / 712 �, LMN STREET / SUITE 2900 / HOUSTON, TEXAS 77002 (713) 54-6-2230 / FAX (713) 546-2231 REQUEST FOR PROPOSAL FOR AN IMAGE CAMPAIGN FOR THE CITY OF BAYTOWN RFP- 1196 -41 Submitted By: Vollmer Public Relations December 19, 1995 WORLDIVIDE OFFICES VU OVERVIEW Vollmer Public Relations' approach to a comprehensive image campaign for the City of Baytown is: I) to thoroughly understand what we are selling; 2) to develop tactics that deliver essential messages to targets when and where they are ready to listen; and 3) to creatively implement a campaign that has the ability to add value or change the perception of the audiences we are trying to reach. This ..is.a;long- term::propositioii. Changing the image of an area does not occur overnight and expectations for a quick fix are unrealistic. However, the City of Baytown appears committed to the challenge and now has the leadership necessary to move forward such plans. What follows are the steps Vollmer Public Relations would take in implementing an image campaign for the City of Baytown. • Step One: A Detailed Plan for Identifying Baytown's Strategic Strengths, Weaknesses, Resources and Opportunities (January - February 15) An initial step in developing a comprehensive image campaign for the City of Baytown, or any other municipality, corporation or organization, is to take an objective close look at its strengths, weaknesses, resources and opportunities. Vollmer Public Relations would accomplish this via a communications audit, which is designed to uncover how an entity communicates with its constituents -- both internally and externally. I. What is a Communication Audit? A communication audit is a complete analysis of an organization's communication programs -- internal and/or external -- 1 designed to "take a picture" of communication needs, policies, practices and capa- bilities. It uncovers necessary data, allowing top management to make informed and economical decisions about future objectives. It ultimately should lead to a series of recommendations with support from top City leaders. The benefits are twofold: ► to identify strengths and weaknesses, as well as which areas of the communication process need work; and P. to establish a base (or benchmark) against which to measure future results. ® 111. The Process. The communication audit process includes developing a question- naire for personal interviews between the City staff and our firm.. One -on -one interviews with citizens, key City influencers, staff and media are then conducted. Once the results are analyzed, they will have an impact on future internal/external communication programs, grassroots community programming, and economic development planning and direction. Vollmer will make specific recommen- dations based on findings. In addition, findings will be used as the base for a media training seminar with City leaders. III. Consensus - Building Session. A final step in embarking on an image campaign i ' is to develop a consensus -- or one voice -- among the agencies chaiged with bringing the image of Baytown to life. We recommend bringing them together in a day -long session after the communications audit has been completed to finalize objectives and to develop essential messages that will be conveyed in the campaign and, possibly, formulate a tag line for the City. However, the communications audit may reveal that a single tag line is not appropriate or necessary. r• ® Step Two: Detailed Plan for Organizing a Comprehensive Positive Image Campaign (February-15 - =Juiyj and•ongoing) I. TARGET AUDIENCES Once objectives have been established, we need to understand exactly which audiences we are trying to reach. And while the activities of Step One will certainly clarify this scope, we expect that target audiences to be addressed in an image campaign for Baytown will include: property owners employees employers community agencies residents surrounding area residents developers corporate relocators brokers hospitality industry area governmental and civic leaders media that influence the above 11. STRATEGY We recommend a long -term multi - pronged strategy that reinforces and continually communicates the diversity of Baytown's economy. This effort will include the development of marketing materials, media relations, community relations and, depending on budget availability, limited advertising. All tactics will incorporate agreed -upon, consistent themes and messages. 0 0 M. TACTICS A. Development of Marketing Materials 1. Revised Collateral. Based on communication audit findings, we may recommend the development of revised or new materials, including brochures, stationery, newsletters, etc. 2. Marketing Package. Depending on which community agency or City department you call, currently there is not one "package" distributed to people and organizations requesting information on the City. At the very least, we recommend developing a City folder to be used by all entities. Existing tailored information then could be inserted into these folders, providing a uniform "face" for the City. l 3. Baytown Display. We recommend developing a freestanding display unit for presentations with removable panels that could be changed to meet the needs of different target audiences including community groups, developer associations, travel planners and trade shows. 4. Baytown Marketing Video. We recommend that Baytown create a videotape that can be used in a variety of ways. While we certainly will showcase the area's amenities, we would like to personalize the video by featuring brief interviews with representatives from the City including residents, business people, visitors and school district employees. The video could be used to supplement presentations and could be distributed throughout the region or even the nation, should a request for the tape be made. In addition, we also would distribute the video to key media. B. Media Relations A variety of tactics will be employed to generate positive coverage for Baytown in both print and broadcast media. Media to be addressed will be local in scope (Baytown, Gulf Coast and Houston), as well as regional (South/Southwest) and national, depending on the situation. 1. Media Kit. Vollmer will work with existing materials and with the City to draft new materials as necessary to create a core press kit that can be tailored for the type of story we are pitching. Elements could include: ► Baytown "at- a- glance" tip sheet ► "fun facts" listing unique City statistics ► business fact sheet ► hospitality /amenities fact sheet ► location/accessibility /mobility fact sheet ► beautification projects ► education status report ► photos of key sites /unique features ► biographies on key influencers /spokespersons (e.g., mayor, city manager, etc.) 2. Expanded Media Targets. Once the media kit materials have been developed, Vollmer will expand the City's existing media contacts. Specific media outlets /representatives to target include: ► local media ► metro reporters real estate (economic development) reporters ► business reporters ► lifestyle reporters ► columnists ► television assignment editors ► television and radio news directors ► talk show producers ► selected state and national media ► news bureaus ® 3. Comprehensive Spokesperson Training. In addition to Baytown's image "on paper," it is important that the City's leaders communicate key marketing messages in a concise manner. A spokesperson training session is recommended to prepare identified spokespersons for answering questions and delivering key messages. The spokesperson training session, a supplement to Vollmer Public Relations' crisis media training, involves mock interviews on topics germane to Baytown, followed by a critique. During the training session, an outline of anticipated media questions and appropriate answers are developed. 4. Proactive Media Relations. Following the development of media materials and the training of spokespeople, Vollmer will coordinate an E initial media relations push to lay the groundwork for establishing ongoing relationships with key media. Initial media activities include: ► media mailings ► desksidelbackground visits ► pitch letters on various story angles ► intensive media follow -up Thereafter, media relations activities will be developed for announce- ments, issues management, economic development alerts and feature opportunities. We will work very closely with the City to publicize events that showcase the benefits of living, working and recreating in Baytown. • ® C. Community Relations The following programs not only are designed to deliver key Baytown messages but to generate positive publicity. The following ideas should serve as a springboard for further discussion of the opportunities that exist in reaching specific audiences and in developing specific recommendations to the City. 1. State of the City Address. Let's formally unveil the image program by launching an annual State of the City luncheon that would educate attendees about the economic health of the City and outline all of the past year's programs and accomplishments, as well as future plans. 2. Baytown Ambassadors Club. Consisting of members from various agencies and the city, this group would meet quarterly to listen to a prominent speaker from outside the City and to discuss and debate topics of economic, social and civic interest that impact not only Baytown but America as well. 3. Baytown Treasure Hunt. One idea to involve local businesses is to create a Baytown play book that participating area merchants could stamp when books are presented by players who are in search of facts and information on Baytown. We would design one play book per month (each featuring a different set of retailers /merchants) and have a set locale for players to drop off entries for prizes from participating merchants. 4. Baytown "On the Road." Speaking engagements can provide an opportunity for face -to -face contact with key target audiences. Vollmer will identify program contacts at key organizations regionally and assist in developing appropriate presentation visuals (e.g., slides). D. Advertising Once we establish the campaign and begin publicizing Baytown's positive image, we will work on reinforcing those messages using selected advertising tactics. Approaches could include: 1. Direct Mail. Create a series of postcards showcasing Baytown's amenities. These postcards could be sent to varying audiences (e.g. media, residents or businesses), depending on the postcard's message. 2. Metro Traffic. Promote Baytown's new image by sponsoring Metro traffic reports on area radio stations. This strategy provides exposure during morning and evening drive time to a diverse audience and is less expensive than producing and placing radio advertising spots. 3. Outdoor. Invest in outdoor billboard advertising along I -10 and other major arteries to let travelers know they are approaching the Baytown TtaY,v 4. Local Inserts to National Business Publications. Purchase space in a variety of national business publications (Time, Newsweek) that will run image ads inserted into these publications with local or regional editions. E. Start -Up Timeline (Four Months) January 1. Review existing research/conduct communications audit February ► Finalize collateral needs ► Determine quantity; produce new marketing materials ► Finalize video concept outline; begin drafting script ► Determine and pursue community partnerships /alliances for promotions . ► Determine advertising possibilities ► Shoot/edit marketing video March ► Finalize video ► Initial media relations push (distribute materials; intensive follow -up calls) ► Schedule media background/deskside visits, lunches with spokes- persons ► Create advertising vehicles ► ' Schedule community/business group presentations April ► Ongoing media relations ► Ongoing pursuit of community group partnerships /alliances; determine most beneficial partnerships; finalize /schedule activities ► Ongoing community/business group presentations ► Community relations activities ► Begin advertising pushes, if affordable Step Three: Outcome The projected outcome of a long -term campaign will be the perception that Baytown has changed from a sleepy, chemical company town in the shadows of Houston to a City that is aggressive in reaching and meeting the needs of its constituents; that is thriving and ethnically, culturally and economically diverse; and that is a willing partner in economic development and believes in cooperative agreements to benefit all involved. The campaign not only will communicate these messages, but will use various activities and community relations tactics to demonstrate and reinforce Baytown's commitment to future growth. r Step Four: Evaluation Ultimately, the key to success of an image campaign is measured through economic indicators: population growth, new construction, smooth passage of bond elections, etc. However, measurement through these means takes years and often is the result of an image campaign combined with strong leadership and a generally positive economic forecast. As such, more short-term evaluation benchmarks can and. should be set. These include: ► an increase in positive media reports ► the development of a cohesive collateral support program ► requests from various target audiences for more information ► alliances and partnerships formed among the public /private sector to coordinate events, activities and ventures ► improved relations with other governmental entities, resulting in joint programs to support economic growth We would work with the City up front to use data from the communications audit and input on City leaders' goals to develop measurable objectives for the campaign. In addition, we would recommend another communication audit as part,of'a,long- term program °(posiibly--�in-the second year) to best measure results of the program. •I Step Five: Who We Are /Capabilities and Expertise Our interest in developing an image campaign for the City of Baytown is backed by experience in working with organizations and municipalities to achieve similar goals. Currently, we work with the Gulfton Area Action Counsel (GAAC), a group composed primarily of property owners who are seeking recognition for past efforts and additional support for ongoing activities to revitalize this area. We also represent The City of Missouri City and work closely with the mayor, city manager and economic development director to promote one of the fastest - growing cities in the region. And while it has been several years since we have represented the City of Bellaire, we recently worked with the City's new council members and the incumbent mayor for their recent re- election bids. In addition, former Bellaire City Manager Lea Dunn would agree that we were instrumental in developing programs during the 1980s to turn around the City's image, resulting in a surge in property value and its current economic renaissance. Additionally, we have supported economic development efforts in the cities of Alvin, Keller, and Sealy. We also have worked with Houston's Metropolitan Transit Authority (METRO) and the Solid Waste Department on communications efforts, as well as with Houston Independent School District and the Association for the Advancement of Mexican Americans (AAMA). Vollmer Public Relations also represents numerous local, regional and national clients for public relations programs that span all disciplines and all types of media. (See attached client list.) In short, we are well- qualified to develop and implement a comprehensive image campaign for the City of Baytown. r • l Step Six: Estimated Cost (Six Months) Communications Audit* $3,000 Consensus Building Seminar 800 Marketing Material Development 4,000 Media Relations 8,000 Spokesperson Training 1,500 Community Relations 2,500 Advertising TBD Please keep in mind that while we have no specific sub - contractors, we would look to Baytown businesses to support our efforts -- especially in terms of production items such as photography, art, type, design and video -- or to contributing agencies' vendors. We would work with the City to fund the means for underwriting specific programs or collateral pieces. * The communications audit combined with the consensus - building seminar, which would take place in January, would result in recommendations and a complete campaign plan of action for the City of Baytown. i CURRENT CLIENTS Vollmer Public Relations National Coca -Cola Foods Public Affairs Minute Maid Hi -C Drypers Corporation Funds Administration_ Services Riviana Foods Success Boil -In -Bag Mahatma Rice Carolina Rice SABRE interactive Variable Annuity Life Insurance Company (VALIC) Vista Chemical Wicks N Sticks Regional Black Rogers Sullivan Goodnight (BRSG) Cliff Atherton (closely -held business consultant) Coca -Cola USA The Coca -Cola Foundation The Home Depot McDonald's of Texas McDonald's of Oklahoma Qualiticare Weight Watchers of South Texas Local Centeq Realty Conoco DePelchin Children's Center* First Colony Mall Gulfton Area Action Council Houston Association of Realtors The Houston Food Bank* MCG Dulworth Missouri City, City of Museum of Fine Arts, Houston* Prudential SeniorCare Texas Commerce Bank Wings Over Houston •* Pro -Bono Accounts 1] Shelton & Caudle Inc. CURRENT CLIENTS Feldman & Associates (H.I.S.D. projects) Laidlaw Environmental Services Leisure Management Omega House* Rhone Poulenc Basic Chemicals Co. Sanifill United Way of Texas Gulf Coast* YMCA * Pro-bono accounts r' • REFERENCES David Strauss Chairman Planning & Zoning City of Bellaire 7008 South Rice Boulevard Bellaire, Texas 77401 622 -8090 Lea Dunn Fortner City Manager, Bellaire (Currently a municipal consultant) 109 Berkshire Bellaire, Texas 77401 668 -6709 Vernell Jessie Director of Communications H.I.S.D. 3830 Richmond Houston, Texas 77027 892 -6393 Joe Pryzant Gulfton Area Action Council 6060 Gulfton Houston, Texas 77081 664 -6513