Memo- Hopkins Marketing Initiative - Interviews
Planning & Economic
Development
MEMORANDUM
TO:
Honorable Mayor Maxwell and Hopkins City Council Members
Marketing Committee Members
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May 4, 2006
FROM:
DATE:
SUBJECT:
Hopkins Marketing Initiative - Interviews
The purpose of the discussion regarding this item at the May 9,2006, City Council work session is
to interview potential firms to develop a branding and marketing plan for the City of Hopkins.
Backl!:round
In 2003 a group of residents, business owners, and City representatives began meeting to discuss
ways in which we could better promote our community. The committee dissolved for a period and
then regrouped in July 2004. The committee largely grew out of desire to draw people in to
experience the "new" Hopkins. The committee adopted the following goal statement:
People in the metro area have a very positive image of Hopkins as a place to work, live, shop and
worship through personal experience and reputation.
After the goal statement was developed the committee brainstormed marketing ideas, prioritized,
and selected two activities - marketing current events and improving City signage- to concentrate
on. The committee has had success in these two areas but also a desire to do more. It was
concluded that Hopkins needed to develop our "brand" and adopt a multi-year marketing plan. The
goal being to develop a brand that communicates our vision and values and a marketing plan that
brings new people to Hopkins resulting in increased traffic for businesses, resident pride and
investment, and creates a "buzz" about Hopkins.
It was decided that the committee did not have the expertise or time to achieve these goals on our
own and as a result a Request for Proposal (RFP) was developed and sent to select marketing firms.
The RFP asked firms to:
o Facilitate community planning sessions
o Develop a brand including artwork and words
o Identify and recommend immediate, cost-effective ways to promote Hopkins
o Identify 3-year marketing strategies and costs
o Present results
Six proposals were received and three firms were chosen to be interviewed by the committee.
After the interviews it was decided that all three should be asked to interview with the City Council.
The three firms are Citylmage, Maccabee Group and Roberts and more. The committee requested
examples of their work which is included along with their original proposal.
Interview Process:
Three firms were asked to interview with the City Council and Marketing Committee on May 9th.
Unfortunately, Chris Roberts, Roberts & more, has had to cancel due to a family situation. The
following are scheduled to meet with the Council and committee on Tuesday evening:
7:30 - 7:50
7:50 - 8:10
Citylmage
Maccabee Group
The following questions are being proposed by the committee:
. How do you define "branding" and how will it benefit Hopkins?
. Give 2-3 examples of strategies you would likely recommend in a marketing plan.
. How will we sustain the effort? What are the resources needed to implement and maintain?
. What "product" will we end up with?
. How will you develop the picture given our diversity?
. What do you envision to be the breakdown in your time between the branding component
and the marketing plan development?
. How would you get community buy-in?
We will likely not have enough time to get to all of the questions but will cover as many as possible.
Conclusion:
The goal for the work session was to interview all three firms and make a decision. However, with
one firm unable to attend the Council and committee will have to decide how to proceed.
Attachments:
· Proposals and examples of work from Citylmage, Maccabee Group and Roberts and more
Creating a branding and marketing plan
for the City of Hopkins
Proposal submitted by:
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Citylmage Communications
January 13, 2006
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Ms. Kersten Elverum
Housing and Development Coordinator
City of Hopkins
1010 First Street South
Hopkins, MN 55343
January 13, 2005
Dear Ms. Elverum,
Thank you very much for contacting Citylmage regarding the city's branding and
marketing plan request for proposals. I believe you will like our suggested approach to
create a plan to carry Hopkins into the future with a strong sense of identity.
CityImage's proposal for the City of Hopkins consists of three main components: a
Discovery Process; Plan Formation; and Measurement. I have also enclosed a brief
CityImage company background, work experience, clientele list, awards, and references
for your review. You may also view our firm's portfolio on our web site: www.citv-
image.com.
Please feel free to contact me with any questions. We would enjoy the opportunity to
speak with the marketing committee about this exciting and historic project.
Very sincerely,
7bm8u~~
Tom Bullington
CityImage President
651.402.6356
tom@citv-image.com
www.citv-image.com
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PROPOSAL
City of Hopkins Branding and Marketing Plan
In order to complete an effective and comprehensive branding and marketing
plan for the City of Hopkins, here is our proposed work content and methodology:
DISCOVERY PROCESS
As an initial step, Citylmage will conduct a thorough audit of the city's current
marketing and communications practices and a comprehensive review of these
elements (newsletter, web site, media relations, television, logo use, advertising,
promotions, etc.). This "snapshot" will expose any gaps that exist, as well as
reveal the city's many strengths.
We will also analyze the city's most recent citizen survey results to identify
prevalent resident attitudes about the various aspects of living in Hopkins.
With an audit and survey review complete, Citylmage will facilitate 3-4
community focus groups (of 7-9 persons each). These will last approximately 90
minutes, and include:
Hopkins-based businesspeople
Citizens of Hopkins
City staff and administration
City elected officials and commission members
In addition to the larger focus groups, Citylmage will conduct one-on-one
interviews with selected community members, such as the mayor, city manager,
prominent business owners, and long-time residents as recommended by the
city.
In the above interactions with various members of the Hopkins community, we
will ask several questions that will help us gain a stronger sense of the city's
identity, and allow for adequate follow-up discussion.
The goal of these sessions is to start a healthy conversation about the current
identity of the city that will lead us to creation of a Hopkins community brand.
Questions would include:
-What is the overall perception of Hopkins in the Twin Cities area?
-Which adjectives would you use to describe Hopkins?
-If there was one thing you'd identify with Hopkins, what would it be?
-What is the most positive thing you can say about Hopkins?
-What is the most negative thing you can say about Hopkins?
-How important is history to Hopkins?
-Which landmarks best typify Hopkins?
-What makes you proud to be from Hopkins?
-What kind of recreational offerings are there in Hopkins?
-What is the reputation of the school system?
-Do many people grow up and stay to raise families in the city?
-Last year, Hopkins won the boys' basketball championship. How important are
athletics (organized sports) to your sense of community?
-What does the Hopkins Center for the Arts mean to the community?
-You have 30 seconds to describe Hopkins to a stranger. What would you say?
- How do you think the city should promote itself?
- Anything else you'd like to add about City of Hopkins' need for branding and
marketing?
PLAN FORMATION
Following the focus groups and personal interviews, Citylmage would formulate a
draft branding and marketing plan with information and feedback gained during
the Discovery Process.
The completed Hopkins Branding and Marketing Plan will include:
-2-3 variations of a city brand, complete with artwork, tag line and color palette.
-Recommendations for cost-effective ways to promote Hopkins' many positive
attributes. We will highlight promotional opportunities that are external (Twin
Cities region, western Wisconsin, Greater Minnesota, Midwest region), as well as
internal (promoting the Hopkins brand to residents). Citylmage strongly believes
that residents playa crucial role in creation of a city's reputation and image, and
should be viewed as "ambassadors" for the city.
- A comprehensive, three-year month-by-month marketing plan for Hopkins,
including strategies and costs (publications, advertising, promotional items, etc.)
Upon completion of draft plan, Citylmage would confer with city staff and others
to receive recommendations for changes.
After receiving input on the first draft, Citylmage would officially deliver the new
branding and marketing plan to City of Hopkins. The method and audience for a
formal presentation of the new plan is at the discretion of the city.
MEASUREMENT
After the plan has been set into motion, Citylmage feels it's vital for the City of
Hopkins to monitor the branding and marketing plan. This will help gauge
effectiveness, keep the document "alive," and allow possible tweaks to strategy
and expenditures along the way.
This measurement component would consist of follow-up interviews to discuss
effectiveness of branding and marketing efforts with residents, staff, and elected
officials in 6,9, and 12 months.
Expected timeframe: The City of Hopkins' branding and marketing plan will be
ready for review, approval and implementation 90-100 days after contract signing.
Citylmage will be available after plan is presented to participate in potential
discussions involving the Hopkins City Council.
Total cost: $13,900 (based on rate of $65/hour, includes necessary expenses such as postage,
travel, and related costs).
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A sampling of related work experience
"Revive 35" branding campaign - 1-35W Solutions Alliance
With traffic jams and accidents along the aging southern 1-35W corridor reaching
staggering proportions, a group of cities, counties, chambers of commerce and
residents in this area formed the 1-35W Solutions Alliance to lobby for
improvements.
The Alliance hired Citylmage in 2005 to provide its public relations, branding and
marketing services. Citylmage created the "Revive 35" campaign - complete with
a logo, web site (www.revive35.org), brochure and poster featuring the new
tagline and brand. Press releases and guest editorials are also part of this
initiative.
Members of the Alliance are: Hennepin County, Dakota County, Scott County,
Bloomington, Burnsville, Lakeville, Minneapolis, Richfield, Savage, and
Shakopee, along with most major area chambers of commerce, and residents.
City of Crystal, Minn. Communications Plan
Faced with a limited budget and stretched staff resources, the City of Crystal
hired Citylmage to create a comprehensive communications strategic plan for
2006-07.
Forming the plan included facilitating several focus groups, researching the city's
past and present communications practices, analyzing survey data and working
closely with city administrators and council members to set a direction for the
city's marketing and communications efforts.
Come Home to the Park campaign, Brooklyn Park, Minn.
Working as Communications Coordinator for the City of Brooklyn Park (1998-
2001), Tom worked to breath new life into the city's branding campaign, which
had been formed in 1993.
Named "Come Home to the Park," the effort was organized by a public-private
partnership with the purpose of changing public attitudes about Brooklyn Park as
a crime-plagued, second-ring suburb of Minneapolis. The market spanned the
70,000 residents of the city, the greater Twin Cities metro area and Upper
Midwest region.
With Tom's guidance, Brooklyn Park was named a Top-30 finalist in the national
All-America City award contest in 1999 and gained significant positive local and
regional press coverage.
In his position with Brooklyn Park, Tom managed all internal and external
communications (cable television broadcasts, city newsletter, Internet/Intranet
content, customer information), conducted surveys and focus groups, and
worked closely with the city manager, mayor, council, and staff to meet the city's
diverse communications needs.
Brooklyn Park, Minn. "Search for the Golden Spud"
This campaign was designed to specifically to gain positive media coverage for
the city as a fun place to live (not many other cities have residents search for a
golden potato in the middle of summer); and to coordinate with the Brooklyn Park
Recreation and Parks Department to educate citizens about the great number of
parks and recreational facilities present throughout Brooklyn Park. It worked!
Partnering with Wells Fargo Bank (which provided the $1,000 prize money), The
Spud campaign generated excessive positive media coverage both print and
television. By way of additional measurement, the campaign won a prestigious
national 3CMA Savvy Award in 2001 in the hotly contested Best for Least Dollars
Spent category.
Dakota County Technical College, Rosemount, Minn.
Under Tom's direction as communications director, Dakota County Technical
College implemented a new branding and marketing campaign to boost
enrollment, and increase awareness of the college in the Twin Cities area.
The comprehensive campaign included a tag line ("Grounds for Success"), new
web site design, and a full-scale advertising campaign featuring television
(broadcast and cable), radio, Internet, newspapers, magazines, and alternative
methods (coffee sleeve ads, truck-side ads). Enrollment hit new records each
year, despite declining numbers in other MnSCU institutions.
Minnesota Independent School Fund
The Minnesota Minority Education Project required both a full branding campaign
and the implementation of a community relations campaign, an image campaign;
funding and recruitment efforts; conference curriculum material for the
development of diversity within independent school populations throughout
Minnesota.
The campaign targeted students and teachers of color to independent schools
through print, Internet and special events. The campaign involved funds seeking
strategies and grant writing. The result was a measurable 15% increase in
students of color and 7% increase in the recruitment and hiring of teachers from
diverse racial populations.
The St. John's Bible
The St. John's Bible is the first handwritten and illuminated manuscript of the
bible in its entirety in 500 years commissioned by St. John's University in
Collegeville, Minn. As a leader of the launching task force, Robyn negotiated and
wrote a $2.4-million artist contract with Donald Jackson, calligrapher for Her
Royal Majesty Queen Elizabeth's Crown Office.
Robyn also facilitated the development of the project vision, values and mission;
facilitated the planning efforts of a 1 O-member task force, wrote the 8-year
communications plan and created image brand and print material as well as the
web site.
Serve Minnesota
Serve Minnesota is the state agent for the federal AmeriCorps programs.
Campaign included development of new logo along with a branding campaign,
annual reports, executive case statements, communications collateral, show
displays and special material for events and new initiatives. Worked with
legislators on funding issues.
WSB Engineering
WSB is an engineering firm serving a variety of cities, counties, and states. WSB
engaged Citylmage and Designwrite studios to design and implement a new
corporate identity package that would elevate the image of this rapidly growing
firm. WSB not only manages a variety of transit projects, it assists clients in
securing funding for projects and these activities are key in the overall image and
impact of the firms materials.
Mercy Hospital
Mercy Hospital seeks to distill its new care delivery model in professional journals
and a variety of Internet venues. The goal of the project is to promote a positive
image of hospital care delivery by developing a unified message, an accurate
case study overview and compelling written materials. Project is ongoing and
includes strategies for promoting the model with other care professionals,
encouraging the replication of the model.
CIMA Labs
CIMA Labs recognizes growing concerns with the in-house operation of the
Gottscho printer as it interfaces with its blister packaging lines. The core issue
related to downtime in production seems to be one of streamlining
communication and maximizing effective communication processes.
This project includes garnering support from a variety of internal groups to
develop a stronger team approach, more effective written materials and the
redevelopment of reporting processes. This work is funded by a federal grant and
includes considerations for FDA compliance within documentation efforts.
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Creative Team
Robyn Ungen : Partner, solutions designer, super easy-to-work-with
visionary.
Citylmage Creative Director Robyn Lingen has focused her career on developing
communications solutions for print, Internet and media strategies. For 20 years,
she has been owner and creative director of Designwrite Studios, a design and
production studio serving non-profit organizations, cities, and service businesses
in the areas of print, video and Internet communications.
Robyn serves Citylmage clients in both strategic capacities and as a designer for
print and web productions. She leads focus group studies, creative sessions,
task force and other special committees. She has helped multiple organizations
develop or hone mission statements, delineate objectives, write and prepare
communication plans. Her open, honest and motivational style helps build
cohesive group processes.
Well regarded as a problem-solver, Robyn has served on the boards of non-profit
groups and has been involved in the launch of a number of community-based
and business initiatives. She has received numerous awards for her print and
web productions, as well as several recognitions for her leadership.
Robyn is a Sumasil grant recipient in creative writing. She holds degrees in
English, Fine Arts from the College of St. Catherine in St. Paul, Minn. and has
completed graduate studies in Business Communications at Hamline University.
Tom Bullington: Partner, strategist, media relations specialist, all-around
smart guy.
Founder of Citylmage, Tom Bullington has held professional communications
positions in Minnesota and Arizona since 1990, working in newspaper, television,
Internet, magazines, and radio. His career includes time spent as an editor,
writer, communications team manager and city spokesperson.
Tom has managed campaigns, special events and strategic growth plans for both
city and non-profit organizations. He has written communications plans,
conducted media training, and worked closely with the media to enhance the
image of cities, colleges and other organizations.
Key achievements include a 2001 Sawy Award from the City-County
Communications and Marketing Association (3CMA) and numerous
commendations from the International Association of Business Communicators
(IABC) and Minnesota Association of Government Communicators (MAGC) for
his work with Citylmage clients.
A proud survivor of four years under the governorship of a former professional
wrestler, Tom has a passion for the importance of city government and finding
better ways for City Hall to connect with its residents. Tom earned his degree in
English from St. Olaf College, Northfield, Minn.
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TestimonialslReferences
"Your fast, creative and accurate work is a relief to my busy schedule and your
easy-going work style adds to my sense of security in turning a multitude of
projects over to you."
Helen LaFave
Communications Administrator
City of Plymouth, Minn.
(763) 509-5090
"I look forward each week to receiving Weeklylmage in my inbox. It's always
helpful to see what other cities are doing with branding and communications. The
review of local government and tourism web sites is really helpful, since my city
will be overhauling its web site soon."
Will Hampton
Communications Director
Round Rock, Texas
(512) 218-5409
Diann Kirby
Communications Administrator (1-35W Solutions Alliance)
City of Bloomington, Minn.
(952) 563-8818
Diann hired Citylmage to handle all branding and public relations for the 1-35W
Solutions Alliance and can speak to the firm's capabilities.
Janet Lewis
City Clerk/Communications
City of Crystal, Minn.
(763) 531-1145
Janet hired Citylmage to create a comprehensive communications plan for
Crystal. Citylmage also designs the bi-monthly City of Crystal newsletter.
Stacie Kvilvang
Ehlers and Associates.
(651) 697-8506.
Stacie worked with Tom at the City of Brooklyn Park, and also asked Citylmage
to speak at the 2004 Ehler's and Associates annual conference.
Debbie Dahl. Human Resources Director
City of Fridley, Minn.
(763) 572-3507.
Debbie worked with Tom at the City of Brooklyn Park and is familiar with his
capabilities in the Come Home to the Park branding campaign and other efforts
to market Brooklyn Park.
Ann Gergen
Director of Information Technology
League of Minnesota Cities
(651) 281-1291
Due to her position at the state league, Ann is familiar with Citylmage's work and
its reputation throughout Minnesota.
"I don't know whether it's unprecedented, but it can't have happened often that a
brochure receives a standing ovation. That's what happened yesterday at our
board meeting. Your work was applauded, loudly and long. Thank you for
understanding us so well, and helping us say who we are in a way that is so
appealing."
Patrick Henry
Institute for Ecumenical and Cultural Research
Saint John's University
Collegeville, MN
(320) 363-3367
"Thank you for the wisdom and care you put into the 6-year project plan and
guide for The Saint John's Bible.. .it created context and careful delineation of
program objectives and organizational support. I am particularly grateful for the
thoughtful and deeply respectful way you went about creating our artist contract.
Thanks for staying the course...you have my deepest respect."
Br. Dietrich Reinhart, OSB, president
Saint John's University
Collegeville, MN
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Clientele
Cities and Counties
Apple Valley, CA
St. Louis Park, MN
Plymouth, MN
Shoreview, MN
Concord, CA
Mankato, MN
Tallahassee, FL
Leon County, FL
Crystal, MN
New Brighton, MN
Terrell, TX
Brooklyn Park, MN
Santa Monica, CA
Eagan, MN
Red Wing, MN
Woodbury, MN
Edina, MN
Richmond, VA
Long Beach, CA
Round Rock, TX
Burnsville, MN
McKinney, TX
College Station, TX
Surprise, AZ
Prescott Valley, AZ
St. Petersburg, FL
Shoreline, WA
Marietta, GA
Douglas County, GA
Johnson County, KS
Tacoma, WA
Casselberry, FL
Goodyear, AZ
Mount Lebanon, PA
Opelika, AL
South Bend, IN
Government Agencies
1-35W Solutions Alliance - "Revive 35" campaign
Federal Mediation and Conciliation Service
Minnesota Pollution Control Agency
Minneapolis Community Development Association
ServeMinnesota! (Minnesota AmeriCorps)
Urban Coalition of Minnesota
Colleges, Universities and Educational Institutions
Anoka Ramsey Community College
College of St. Catherine
Dakota County Technical College
Institute for Ecumenical and Cultural Research
Minnesota Independent School Fund: Minnesota Minority Education Project
Minneapolis Public Schools
St. John's University and The St. John's Bible
University of Minnesota: Center for Teaching and Learning Services
Corporations and Non-Profit Groups
CIMA Labs
General Mills
Hazelden, Inc.
Mercy Hospital
Susan G. Komen Breast Cancer Foundation
WSB Engineering
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Awards
City-County Communications and Marketing Association (3CMA):
Savvy Award: City of Plymouth Special Publications, 2004
Silver Circle Award: City of Plymouth, Best Special Publication, 2002
Savvy Award: City of Brooklyn Park, Search for Golden Spud, 2001
Sawy Award: City of Plymouth, Best Newsletter, 2000
International Association of Business Communicators (IABC):
Silver Quill Award, City of Woodbury, newsletter, 2003
Silver Quill Award, Dakota County Technical College viewbook. 2003
Silver Quill Award: Brooklyn Park newsletter, 2001
Silver Quill Award: Brooklyn Park calendar, 2001
Bronze Quill Award: Brooklyn Park web site, 2000
Minnesota Association of Government Communicators (MAGC):
Northern Lights Award of Excellence:
City of Plymouth web site, 2004
City of Crystal newsletter, 2003
City of Woodbury newsletter, 2003
City of Plymouth web site, 2003
City of Woodbury Water Quality Report, 2002
Brooklyn Park This Month television show, 2000
National Council on Marketing and Public Relations (NCMPR):
Paragon Award (national), Dakota County Technical College viewbook, 2004
Women in Communication: Crystal Clarion Award, 2002
APEX Award: City of Brooklyn Park Performance Report, 2002
Courage Center: Outstanding service award, design and marketing, 1998,2001
Wantonwan Farm Services Association: outstanding communications award,
1999
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City of Crystal, Minnesota
2006-2007 Marketing and Communications Plan
Copyright 2005
Citylmage Communications
CityhT~age
City of Crystal 2006-2007 Marketing and Communications Plan
TABLE OF CONTENTS
I. Purpose of plan, project background and methodology
II. Target audiences
III. Key findings
IV. Recommendations: Potential new tactics and strategies
V. Methods for communications plan evaluation
Addendum: March 2002 citizen survey results (communications section)
I. Purpose of plan, project background and methodology
In March 2002, a portion of the Decision Resources city survey asked Crystal residents
several questions about the effectiveness, quality and timeliness of the city's marketing
and communications efforts. Following this survey, the city worked on ways to improve
these services, including debuting a new web site and implementing a new newsletter
design.
More than three years later, in 2005, sensing a need to view a holistic picture of its recent
efforts, and evaluate room for improvement, the city opted to complete a comprehensive
external communications plan. The plan will be used in two ways.
First, the plan provides a helpful "snapshot" of where communications for the City of
Crystal is today, in early 2006. After conducting a thorough communications audit and
focus groups involving Crystal residents, city administrators, and city staff, the results
present an accurate picture of where the city is today, and where it would like to go.
And second, the plan will provide a number of recommendations for improving
marketing and communications over the next two years, many of which can be
implemented with limited or no additional city funding.
The Crystal marketing and communications plan was compiled by using the following
steps:
Conducting a thorough audit of the city's current communications practices and a
comprehensive review of its elements (newsletter, web site, media relations,
Channel 12, logo use, e-mail use, etc.). This exposed any gaps that exist, as well
as revealed the city's many strengths.
Gauging the effectiveness of the city's current communications practices with:
three community focus groups (of 5-7 persons each) with the following groups as
identified by the city: Crystal City Council members; members of city
commissions; and Crystal internal staff members (department heads).
Interviewing members of the Crystal Communications Work Group (an existing
group of city employees) to receive input and background on communications and
their overall perceptions of the city based on their varied experiences and public
interactions.
Reviewing results of 2002 Decision Resources survey for comparison purposes
and to identifY areas in need of improvement.
Formulating a draft communications plan with information and feedback gained
Presenting the plan draft to city staff to ensure accuracy and receive
recommendations for changes.
Delivering the communications plan to City of Crystal.
Following up in 9-12 months. Conducting follow-up interviews regarding
effectiveness of city communications with residents, staff, and elected officials.
Focus group questions
The following questions were asked of each focus group:
1.) In your opinion, which is the most-effective communications method the city
presently uses? Why? What do you hear from residents?
2.) Which is the least-effective communications method being used? Why? What do
you hear from residents?
3.) In the 2003 city survey, most residents said they look to the city newsletter as the
primary source of city information. Are there parts of the city newsletter that
could be improved or expanded?
4.) Would you describe your department's relationship with the SunPost newspaper
as excellent, good, fair, or poor?
5.) The citizen survey said that 0% of residents believe the city web site is their
principal source of city information. 48% of residents were not aware the city had
a web site. How could the city change these numbers?
6.) Do you think there's enough resident interest to start online "e-commerce" such
as parks registration, dog licensing, and building permits?
7.) Cable television has been used by the city to televise council meetings for years.
Crystal also participates in the Northwest Cities program on Channel 12. Has
television been an effective medium for communicating city information?
8.) What are some additional ways you feel the city could communicate with
residents?
9.) For your particular city department, what are your greatest resident
communication needs? How do most people find out about your department's
news?
10.) Is there a "grapevine" in the city, and if so, how does the city fare in these
conversations?
II.) Anything else you'd like to add about City of Crystal communications efforts?
II. Target audiences
The City of Crystal's key target audiences for the 2006-07 marketing and
communications plan are:
Current residents (Inform them, keep them engaged in the city, make them feel
like they are "shareholders" of the city and deserve to be kept "in the loop.")
Current business owners (Show them support for locating in Crystal, inform
them of local ordinances, ensure they are receiving accurate information to help
their business thrive in the city)
Prospective residents (Recruit them to live in the city and become a productive
part of our community)
Prospective business owners (Recruit them to locate in the city and improve
municipal tax revenue. Crystal can recruit new businesses by showcasing its user-
friendly city services, great location, and any applicable development incentives)
Residents and government officials in bordering cities (Maintain a positive
reputation for Crystal, help build bridges between communities for mutual
benefit, encourage intergovemmental partnerships such as the West Metro Fire-
Rescue District.)
Business owners in bordering cities (Engage the Twin- West chamber
membership, actively promote what is happening in Crystal)
State and federal legislators, other government officials, including Met
Council (Keep these individuals informed, even if they don't directly represent
Crystal. This could help the city with topics such as the Crystal Airport, which
involves the FAA)
Other members of general public in the Twin Cities and region (Portray a
positive image of Crystal to the greater area, which has limited knowledge of your
amenities and activities).
III. Key fmdings and common themes:
Current communications practices
City newsletter (bi-monthly)
City web site
Channel 12 (Northwest Cities, Channel 12 news items)
Channel 16 (billboarding, City Council meetings)
Brochures and flyers
New resident packet
Reference guide for city codes
Press releases to SunPost
Assistance to mayor and council in media relations
Customer satisfaction card
Phone system and voice mail
Current communications practices
City Clerk Janet Lewis is the point person for the city's communications efforts. The
position of City Clerk is itself an important full-time position for the city, and attention to
communications-related issues often comes after necessary clerk work is complete. This
is particularly the case during election years, when Janet handles clerk-related duties
almost exclusively in the six months prior to the primary and general elections.
A city employee (Trudy) compiles the newsletter information and works with the
designer. Another city employee (Jessie) handles some web site updates as part of her
position, but this does require supervision.
Here is a summary of the city's current communications vehicles:
City newsletter: Published on a bi-monthly basis. 8 pages. Contains information from
most city departments. Articles typically cover "need-to-know" data for residents such as
guidelines on snow removal, tree trimming, garbage collection, etc. Information compiled
from city department officials on Communications Work Group and others.
City web site: Updated as needed and as time allows. Utilizes the "GovOffice" content
management system, enabling several people to update information as necessary.
Sections on site include: City Departments; Community Center; Council and
Commissions; Current Information; Elections & Voting; Employment & Volunteering; e-
Service; Moving information; Neighborhoods; Parks & Recreation; Permits, Licenses,
Inspections; Property Information; Public Safety; School District 281.
Channel 12: Channel 12 is operated by the Northwest Suburbs Community Television
consortium. The station puts together a 30-minute newscast each weekday with multiple
replays around the clock. There is also a weekend summary of the news. As part of this
group, limited Crystal news is covered by Channel 12 reporters. Stories are typically
generated by calls from reporters and not pitched beforehand. Channel 12 also airs a
program called "Northwest Cities," which features 5-minute reports on the NWCT
member cities. Crystal receives coverage on this show about 4-6 times per year.
Channel 16: The city's public access channel is used to air Crystal City Council
meetings. In addition, when council meetings are not on the air, Channel 16 features
billboarding to notifY residents of various Crystal events and city information. The
billboarding is updated by a city employee as time allows.
Brochures and flyers: Crystal publishes a number of brochures and flyers to inform
residents about upcoming events and helpful city information from departments.
New resident packet: New Crystal residents receive a "new resident packet" when they
come to City Hall for the first time, typically to register for homestead status. City
employees go through the packet with residents and answer questions that may arise.
Reference guide for city codes: The city publishes a guide covering city codes and
important rules and regulations that regularly affect residents (such as garbage containers,
parking restrictions, etc.)
Press releases to SunPost: Press releases to the media concerning key issues are written
and sent out as time allows. Most interactions with the paper come when the reporter
contacts the city for a story.
Assistance to mayor and council in media relations: As events warrant, the City Clerk
is responsible for updating the mayor and council members on topics that may receive
press coverage, and offering guidance for interviews.
Customer satisfaction card: Crystal has used a card to gauge customer satisfaction -
with mixed results. Use of the card has been frequent at the front desk of City Hall, in the
recreation programs and with city inspectors, but has not been consistent in the police and
public works departments.
Phone system and voice mail: Often the fIrst impression of the city, the phone system,
voice mail, and the phone skills of people answering calls must not be underestimated in
a communications strategy.
Focus group themes
Several key themes emerged during the formation of this plan, following an audit of all
current communications efforts, andfocus groups with the Crystal City Council,
residents, city administrators, and city staff members. The main themes include:
There is definitely a need for additional communications assistance.
Repetition of messages from the city is key. You can't assume telling people once is
good enough.
Develop and distribute more press releases to drive the news.
Be more proactive with the media to get more coverage for Crystal issues. The city
should not wait to be called to receive news coverage.
The newsletter is the city's most-effective communication piece, followed closely by
the SunPost newspaper.
While reaching a large number of residents, the SunPost newspaper does not feature
enough Crystal information, and its reporting is not always accurate.
The frequency in which information reaches citizens needs to improve.
As more citizens look to the Internet for information, the city web site must be
improved and enhanced.
E-mail can be an effective tool if used correctly.
Customer service cannot be forgotten as an important tool in resident
communications.
Crystal must take full advantage of its membership in the Northwest Community
Television group by increasing coverage on Channel 12 and doing more with
Channel 16.
There is a grapevine in Crystal, but it only typically arises from a major issue, such
as the Crystal Airport.
IV. Recommendations: Potential new tactics and strategies
Given the themes and keyjindings derivedfrom thefocus groups, Citylmage makes the
following recommendations for improving and enhancing communications in the City of
Crystal over the next two years:
Devote more time and resources to communicating the city's message.
. Due to the responsibilities of the City Clerk position, particularly during election
years, communications has not received the attention desired by city staff and
elected officials.
. In order to meet the growing expectations of city staff, elected officials and
residents, Crystal needs someone to focus on communications. This person
would be assigned to: write press releases; write the city newsletter; be city
spokesperson (or set up interviews with proper sources); work closely with the
mayor and city manager; be familiar with policies and city events; and monitor
the city web site. Due to limited budget in 2006, we recommend the city
outsource this work on an "as-needed" basis. This would save the city from
paying benefits and supplying an office.
. Put key city staff and elected officials through media training, and develop a
media relations guide. All city representatives should be given the basics on how
to develop key messages, answer questions, and conduct an interview. Staff and
cOlmcil should also have a clear idea of "rules of engagement" with the media. A
chief concern here is ensuring all parties know when a news report will be made
public - prior to its distribution.
. Each focus group indicated that, while the SunPost is an important vehicle for
communicating with residents, its reporting and accuracy are inconsistent - and
that Robbinsdale receives more coverage. By investing the time and resources
necessary (as noted above), Crystal can work to develop a more productive
relationship with the SunPost editor and help smooth out some of these rough
patches.
Gain more exposure for the city in the SunPost newspaper: The paper must be
viewed as a strategic communications partner.
. Submit at least four press releases per month. Again, this will require someone,
either inside or outside the city, to write and submit press releases on a consistent
basis. In addition, weekly newspapers are often looking for information to fill
their pages that doesn't require staff time to write. Accordingly, the city could
submit editorials and feature stories for consideration.
. Rather than print a column in the city newsletter authored by the mayor or a
council member, these writings should be published in the SunPost. This would
encourage residents to see council opinions on a variety of issues, without the
tacit endorsement of the city government.
· Ifthe newsletter remains on a bi-monthly schedule, the city could purchase an ad
in the SunPost newspaper in the "off' months. This would keep city information
in resident hands on a monthly basis.
$1,820 full-page ad in SunPost
$1,080 half-page ad in SunPost
. The editor of the SunPost should be invited to City Hall and given a briefing on
city events at least quarterly (preferably monthly). Journalists given access to
issues and stories proactively feel involved in the process and are more likely to
see the city's side of the story. Conversely, those who begin writing a story only
after they see it appear on an agenda, or receive a call from an angry resident, are
more likely to write from an "anti-city" standpoint.
Increase frequency of timely city information going to residents
. To remain engaged with Crystal residents, it is essential that the city make contact
with each citizen, in some way, at least once per month.
. One option is to publish the city newsletter on a monthly basis, and cut the
number of pages to four. Residents could be referred to the city web site for
additional information and details.
. Ensure the city newsletter contains hot topics as they emerge each month, as well
as key issues coming before the council. These items (such as the Crystal Airport
and sidewalks issue) will likely receive press coverage, so it's important for
citizens to be informed proactively from the city's perspective.
. Publish an annual report for citizens. This would cover highlights from each
department and give residents a concrete view of where their municipal tax
dollars are going.
. Publish a quarterly business newsletter dealing with development and
redevelopment issues. There is a real need to tell prospective developers that
Crystal is a good place to invest and reinvest. More than one focus group member
said the city simply needs to "blow its own horn more."
. Utilize e-mail to serve those who want "at-once" updates from the city. Residents
could sign up to receive a monthly online newsletter, frequent e-mail news
updates, council minutes, or even be notified when the city web site is updated.
This method helps the city inexpensively keep in touch with citizens who have
expressed a greater level of interest in city matters.
Enhance use of television to feature more City of Crystal information
. Proactively pitch positive Crystal stories for coverage on Channel12 news. Many
ofChannel12's stories are generated when a city is mentioned in the StarTribune
or when a controversial topic appears on a council agenda.
. Channel 12's newscast is popular in the northwest suburbs, and stories about
Crystal will not only reach Crystal, but residents of several other cities such as
Brooklyn Park, Plymouth, Golden Valley, and Maple Grove. This helps boost the
overall image of the city.
. Produce a quarterly video about happenings in the city and key issues. This video
would air repeatedly on Channel 16, and could be placed prior to each council
meeting replay to allow for better scheduling.
. Produce a monthly television show featuring city administrator or city
spokesperson highlighting council decisions, developments, and positive stories in
Crystal.
. Ensure that billboarding on Channel 16 is frequently updated and does not contain
expired information. A good "cycle" of slides for this channel should last at least
five minutes, so casual viewers are not seeing the same thing repeatedly.
Develop a communications standards manual
. Establish a single logo for the city. Once this is decided upon, it is important to
develop guidelines for its consistent use in publications, on the web site, on city
vehicles, etc. It is important for the city to maintain its brand in all applications.
With more than one logo or brand in use, the city's identity is diluted and
residents are confused by the multiple messages.
. All city departments and employees should receive a copy of the standards
manual and be required to follow its guidelines. Transition to one logo will be
made over time as stationery, vehicles and other items are replaced.
Create additional citizen outreach opportunities
. Create the Crystal Citizen Academy. The Academy would be a great way to
increase citizen interest in city government. Residents would learn about various
city departments in an up-close fashion with city officials leading the classes.
Upon graduation, these "average" Crystal citizens could serve as city
ambassadors, perhaps participating in future academies and volunteering in city-
sponsored events. Such an academy also helps recruit future commission and
council members.
. Sponsor a bi-annual bus tour of Crystal for interested citizens. Residents would
see new developments, redevelopment projects, and be given on-site current issue
briefings by city staff members.
. Develop a resident "ambassador" program to help promote positive aspects of the
city, both inside and outside Crystal. City commissioners could be used in this
role, along with graduates of the Crystal Citizen Academy. City staff should also
be encouraged to think of ways to advance the city's standing in the community.
. Adequately promote city events in a variety of ways to boost turnout and
encourage resident involvement. Several focus group members indicated the city
needs to concentrate on welcoming citizens once they are at an event so they'll
return.
Improve and promote the city web site
. Without question, Crystal's web site has the potential to be the place for residents
to obtain the most timely city information. While a certain percentage of the city
does not have Internet access and still requires hard copy materials, the trend is
definitely toward more online information. The city could investigate adding a
web kiosk at City Hall to serve these residents, or encourage web use at the public
library.
. Focus group feedback indicates that the web site design and content is stale,
infrequently updated, and not regarded by residents as a logical place to obtain
timely city information. This makes a negative statement about the city in general.
Prospective developers and business owners often consult city web sites to obtain
information and assess the city's image.
. The overall appearance and navigation of the city web site needs additional
attention. Several focus group members commented that they could not find
information on the site, even though they were fairly knowledgeable of the city's
structure. More photos and graphics would greatly improve the site and make it
seem more fresh and user-friendly.
. The web site should be updated a minimum of once per week. Visitors to the site
think nothing has changed if the appearance of the home page does not differ
from week to week. One subtle way to make the home page look fresh is to
change photos on a regular basis, or have several photos rotate when the site is
accessed.
. Benchmark web traffic to see how updates, marketing, and redesign have
increased use of the city's site. This evidence may help the city add web upgrades
in future budget years.
. When the city is comfortable with the web site's appearance and content, its URL
(address) should be prominently displayed in every city publication, on city
stationery, on Channel16, on electronic bulletin boards, and on city vehicles.
. Strongly consider changing the city's URL to one that is more memorable than:
www.ci.crvstal.mn.us, such as www.crvsta1.mn.gov
. Look for ways to expand e-commerce on the web site to give residents more
access to city services online. The city's existing e-commerce offerings have
proven to be popular with residents.
. Consider providing web streaming of council meetings. This is increasingly
affordable (approx. $SOO/month). It provides another way for citizens to connect
with their elected officials and enables quick access of agenda items for city clerk,
developers, and others interested in particular parts of each meeting. Cities such
as Bumsville, 81. Louis Park, and Eagan are implementing this in 2006.
. Other ideas for improving the web site include: upgrading the search function;
creating an online "virtual tour" of the city; placing registration for National Night
Out online; adding more Crystal Frolics information; and adding neighborhood
crime statistics, among other suggestions.
Increase the city's emphasis on quality customer service
. Customer service is directly tied to the city's overall image, and this affects
Crystal's ability to communicate effectively with its residents. As a result, the city
should require all departments to make customer satisfaction cards available to all
clients.
. Each department would be responsible for ensuring this information - to be
compiled through customer satisfaction cards and the city web site - was
collected, returned to the city administration, and placed in a report (perhaps
quarterly) for benchmarking purposes. This would ensure greater accountability
and give employees an incentive to improve customer service.
. For interactions where handing a card to a customer might seem inappropriate
(police pulling someone over, street plowing), the cards could be sent out at
random within 10 days. This has been done successfully in other cities.
. City employees should undergo customer service training on an annual basis.
Consider implementing a "secret shopper" program where random employees and
departments are called with various questions to see how they perform. This
program could simultaneously assess the current voice mail system.
Other options
. Examine feasibility of adding electronic reader boards in the city, in locations
such as 42nd and Douglas. This method was mentioned by many focus groups as
an effective communications vehicle.
· The city should consider printing a "participation card" or flyer to be given to
residents before commission and City Council meetings. A few commission
members felt some citizens may feel intimidated or simply ignorant of how to
approach the dais and address an issue. The card would help explain this
procedure.
V. Methods for communications plan evaluation
The value of any communications plan is determined by how effectively it is
implemented. In order to produce measurability for the Crystal Communications Plan, the
following evaluation methods are recommended:
Place an ongoing communications survey on the city web site. This will produce
timely feedback throughout the year, allowing the city to update its communications
practices based on real-time input. Key questions could also appear in the city newsletter
each issue to help guide communications efforts.
Subscribe to a news clipping service. This service would provide reports on both print
and video coverage for 2006 and 2007. Receiving this information allows the city to
examine all Crystal-related coverage on a weekly basis and make necessary adjustments
to media strategy.
Decision Resources survey. Evaluate results from the communications section of the
2007 Decision Resources citizen survey. Compare these results to the 2002 survey, as
well as other data feedback received from residents.
Monitor web site statistics. A monthly review of web statistics is an effective way of
evaluating success, particularly if the city will be making improvements to the site and
promoting it more aggressively.
Message analysis. Asking the following questions on a quarterly basis will help the city
evaluate its communications practices.
. Did the target audiences receive the messages? This can be answered by
monitoring the frequency of news coverage, publication and mailing of city
newsletter, consistency of web site updates, etc.
. Did they understand the messages? Was positive resident feedback received?
. Were the messages persuasive? For example, did residents and others attend
publicized meetings? Did media coverage involving citizens accurately reflect the
city's viewpoint?
Focus group follow-ups in 9-12 months. Following up with the 2005 focus groups will
also Crystal to see how the city's communications efforts improved during 2006 and
what remains to be upgraded in 2007.
January 13, 2006
Kersten Elverum
Housing & Development Coordinator
City of Hopkins
1010 First Street South
Hopkins, MN 55343
Dear Kersten:
We're delighted to submit the attached Response to your Request for Proposals from
public relations firms, exploring how Maccabee Group Inc. could help the City of
Hopkins create a branding and marketing plan for 2006 and beyond.
We're confident that our Minneapolis-based agency's experience with public institution
PR (Metropolitan State University, Office of Environmental Assistance, Friends of the
Saint Paul Public Library, Hopkins Online Academy), nonprofit PR (Hazelden
Foundation, Sierra Club, Guthrie Theater and others), and
marketingf communicationsfPR plan development (CIGNA Behavioral Health, American
Medical Systems, Kemps) would enable Maccabee Group to be an outstanding agency for
the City.
Please feel free to call me at 612-337-0087 with any questions. Thanks in advance for
considering the value that a partnership with Maccabee Group could bring to the City of
Hopkins.
Yours sincerely,
Gwen Chynoweth
Vice President
City of Hopkins
Response to 2006 Request For Infonnation
Submitted by Maccabee Group Public Relations
Consultant Qualifications and References
A full-service, high-energy public relations agency, Maccabee Group's core competencies
include providing clients with outstanding:
. Marketing communications strategy - reflecting sound business judgment and
insights into our clients' industries, key audiences and the media that cover them.
. Corporate communications and brand messaging
. Media relations placement skills -- regional and national, consumer and
tradefbusiness-to-business, offline and online.
. Event marketing, including trade show support
. Sales promotions
. Writing for speeches, trade articles and other marketing materials
. Cause and philanthropic marketing
Our clients would say that Maccabee Group's strengths are:
. We deliver strategy plans, speeches, case histories and other PR materials that
are written at the highest levels of quality - exceeding client expectations.
. We are strategically creative. Yes, we can come up with zany ideas to promote
your cause, but the ideas are not crazy for crazy's sake - they are strategically on
target to meet specific marketing goals.
. We proactively initiate marketing opportunities that can build our clients'
businesses, rather than merely wait for assignments.
. We build relationships for clients that go far beyond media relations -
introducing clients to potential referral sources, business or co-sponsorship
partners, and other influentials/ decision-makers who can build our clients'
revenues.
. We strive to make our phone calls and meetings the most exciting parts of our
clients' day.
. We keep our eye on the ball- not just generating goodwill for clients, but driving
market share, sales leads and revenue.
Sixty percent of the work that Maccabee Group performs for its clients involves media
relations - in trade and consumer print media, as well as radio, TV, syndicated columns,
and interactive media (blogs et al). Depending upon individual client needs, our role can
expand significantly - CIGNA Behavioral Health, for example, has relied upon Maccabee
Group to create an i8-month Strategic Marketing Plan which covers advice on
everything from sales promotion and events/trade conferences to direct mail, sales tools
and Web content. We are currently executing a six-month strategic plan, which we also
developed, for American Medical Systems, which involves a nation-wide campaign
featuring non other than Dr. Ruth Westheimer. We also researched, developed and
executed a multi-tiered marketing and communications plan for Kemps "Nickels For
Schools" loyalty-marketing campaign, which has generated more than $1.5 million for
approximately 4,000 K-12 schools over the past 3 years.
Maccabee Group is independently owned, and managed by two PR professionals who
together bring the City of Hopkins nearly 50 years' experience in marketing, PR and
communications.
Page Two
Paul Maccabee, President
Paul Maccabee brings to the City of Hopkins 22+ years of public relations experience as
Vice President of Minda AdvertisingfPR, Account Supervisor with the PR firm of Mona
Meyer McGrath & Gavin (now Weber Shandwick) and Public Relations Director for
Kamstra Communications, Inc. Called "the class act of the local public relations cult" by
Format Magazine, Maccabee has performed publicity work for public entities and
nonprofits such as:
. Friends of the St. Paul Library, leading local media relations to support a multi
million dollar fund raising campaign to renovate the downtown Saint Paul
Library.
. The Jerome Foundation Centennial national PR campaign, involving the Museum of
Modern Art in New York City and the Walker Art Center, celebrating the
renowned arts philanthropist, Jerome Hill.
. Minnesotans Against Terrorism, in partnership with Padilla Speer Beardsley PR,
that won the "Public Service Campaign of the Year" award from the Minnesota
Chapter of the Public Relations Society of America.
. Sierra Club, for whom he conceived and performed a press conference in the
Minnesota State Capitol Rotunda to illustrate the "cocktail" of toxins that
Minnesotans cope with every day.
Gwen Chynoweth, Vice President
Gwen Chynoweth brings to the City her 10 years' experience directing communications
and public relations activities for K-12 public school districts in Minnesota - including
the Hopkins Public Schools and the Rochester School District. She successfully guided
public awareness efforts for school district bond and levy referendums, including a $so
million bond referendum resulting in construction improvements to all 10 Hopkins
School District buildings and the creation of a new recreation center. She also
coordinated all internal and external communications efforts during crises including a
teachers' strike and the execution of district-wide budget cuts.
Chynoweth led program design and publicity for Kemps' grassroots loyalty marketing
program, "Nickels for Schools," which is offered to milk-buying consumers in seven
Midwestern states, and has generated hundreds of newspaper articles over the three
years the program has been in existence. She also supervised publicity for the Twin Cities
Natural Food Co-ops, The Wedge Co-op, Metropolitan State University and the
renowned Hazelden Foundation.
She also coordinated public relations and marketing communications campaigns for the
200S "Go Organic! for Earth Day." This so-state campaign, which required bringing
together 4S food manufacturers and dozens of grocery chain retailers, was the single
biggest boost for organic food awareness and sales in the history of this food category.
Chynoweth's background is rounded out with serving as Corporate Communications
Manager for NEXUS non-profit treatment centers, and professional experience as a
radio announcer and newspaper reporter.
Page Three
References
. Eileen Harvala, Communications Director for Hopkins School District
(952) 988-4024, or via email ateileenharvala{alhopkins.k12.mn.us.
. Todd Flanders, Headmaster, Providence Academy (763) 258-2509 or via
email at tfIanders@providenceacademy.org
. Jill St. Onge, Communications Director for CIGNA Behavioral Health
(952) 996-2479, or via email at: Jill.stonge{alcignabehavioral.com.
. Deb Marshall - Former marketing director for PLATO Learning and
International Decision Systems. Deb worked with Maccabee Group at both
companies. Reach Deb at: 952-934-8480.
. Jackie MacMillan. Former marketing director for Maccabee Group client,
Allen Interactions. Work phone: 763-235-3004.
Description of proposed scope of services
Kick off meeting with City of Hopkins personnel
Maccabee Group has a proven track record of developing comprehensive, creative and
strategic communications and marketing plans for corporate and nonprofit/government
clients. We recently completed an 18-month marketing and PR plan for CIGNA
Behavioral Health; are currently executing a national six-month publicity plan involving
Dr. Ruth Westheimer, which we developed for American Medical Systems; and
researched, wrote and established all communication and publicity components for
Kemps multi-state Nickels for Schools loyalty marketing and school fundraising
program, which over the past three years has generated more than $1.5 million for
approximately 4,000 schools throughout the Upper Midwest.
Should the City of Hopkins choose Maccabee Group, we would begin our relationship
with an intensive kick-off meeting, during which we'll review your current public
relations and marketing strategies in a candid, in-depth manner, and discnss how you're
now promoting the city to your key audiences.
Additional information that would be extremely helpful to begin our planning process:
.:. Results of any public opinion research conducted by the City of Hopkins,
especially research focused on attitudes toward Hopkins held by Twin Citians
residing outside of the Hopkins city limits
.:. Copy of any long-term strategic plan currently in execution, especially sections
relating to marketing, public relations and communications
.:. Copies of other relevant plans, studies and/or communications pieces prepared
by or for the City of Hopkins
Page Four
Facilitating the planning process
Armed with ample background information and an agreement on the division oflabor
between the City and Maccabee Group, we would work closely with appropriate City staff
to identify and invite key Hopkins opinion leaders and city boosters to no more than
three community planning sessions, seeking input on:
.:. Marketing goals
.:. Marketing themes and target audiences, tag lines and tactics
.:. Prioritizing themes and taglines
.:. Prioritizing tactics according to immediacy, ease of execution, prospect for results
and potential cost
Other planning tactics that we could consider:
.:. Establishing an online forum for community input, and publicizing the online
forum through city newsletters and through the Hopkins Sun Sailor
.:. Conducting a survey of Twin Citians residing outside the City of Hopkins to
measure their perceptions of the City's reputation, features and amenities
Proposed schedule
Immediately upon finalizing a contract between the City of Hopkins and Maccabee
Group, we would set up an intensive kick-off meeting to become familiar with past and
current promotion efforts performed by the City. We would then coordinate all aspects of
a working schedule, which will be customized to fit the City's unique needs, but might
look like this:
Week One and Two:
.:. Kick off meeting
.:. Identify community planning participants and timeline for meetings
.:. Invite community planning participants to series of meetings
.:. Develop a Twin Cities attitude survey and contract with polling firm
Weeks Three through Six:
.:. Secure participation of planning participants
.:. Conduct Twin Cities attitude survey and share results with planning participants
.:. Launch online community forum and seek media coverage of the forum to
encourage resident participation
.:. Hold first planning session; compile results of first session and develop
recommendations; send results and recommendations to participants
.:. Hold second planning session; compile results, develop recommendations and
send both to participants
.:. Hold third planning session to obtain consensus on results and final
recommendations
Weeks Seven through Nine:
.:. Using results of community planning sessions, develop recommendations for
immediate, cost effective ways to promote Hopkins, and identify three year
marketing plan with strategies and costs. Include visual support options from
graphic artist. Run the plan draft past community planning group before
finalizing and presenting to appropriate city officials.
While marketing and branding support, public relations and communications are core
strengths for Maccabee Group, we do not offer graphic design services. Therefore, we
would partner with one of many Twin Cities graphic designers whom we have
Page Five
collaborated with in the past -- such as Bard, Sussner or Sassafras Design -- to develop
artwork that will visually support marketing efforts for this initiative.
Cost proposal
We realize that your budget is a precious asset - our billing philosophy is: "No
surprises!" Our billing rates range from $50 per hour for administrative support to $180
- $220 per hour for agency principals. We understand that you will invest up to $15,000
in fees for this planning process, and we will work with you to maximize your investment
in our services.
2003 Crystal Clarion Awards
Crystal Clarion Award Entry
Category 2.4: One-time Campaign, Budget more than $10,000
Entry Title: Minnesota Office of Environmental Assistance Junk Mail Campaign
Contact:
Maccabee Group, Inc.
Kendra Klemme, 612.337.0087
4J Approach/Overview
The Minnesota Office of Environmental Assistance (OEA) launched Reduce the Hail of Unwanted Mail in
the spring of2001 to raise public awareness statewide of the volume of paper and 'Junk" mail in Minnesota's
waste stream. The campaign laid out concrete, easy steps that everyday Minnesotans could take to positively
impact their environment. The OEA elicited the help of the Maccabee Group Public Relations Agency (led
by then Vice President Laura Mylan), Huberty Marketing Research and Initiative Media to develop a five-tier
integrated public relations, advertising and marketing campaign-Reduce the Hail of Unwanted Mail---1)n a
$200,000 budget.
Public relations activities were designed to dovetail with the OEA's paid advertising, and
centered around two junk mail reduction experiments conducted in Duluth and Bumsville. Neighborhoods in
each city were asked to collect their mail for two weeks, tracking how much was wanted and how much was
'Junk." At the end of the two weeks, OEA helped count and weigh how much junk mail was collected and
presented the findings to the media at well-publicized photo events in both cities. Significant media coverage
was generated, including interviews for TV, radio and newspaper.
Duluth and Bumsville families who collected and counted their mail also took steps to reduce junk mail
and participated in media interviews. As a follow-up to this summer's events, OEA will contact the
participants again in six months to measure how effective their junk mail reduction activities have been.
4J Goals
The OEA's objective was to blanket Minnesota with an easy-to-use message to reduce junk mail that
Minnesotans could relate to via a coordinated public relations, advertising and marketing campaign. Using
lighthearted graphics and photos that convey how annoying unwanted mail can be, and humorous down-to-
earth langnage in press materials and advertising, the OEA aimed to encourage Minnesotans to think about
how their behavior impacts the environment. The organization also attempted to impart that each family
holds the power to change things for the better with easy action steps to Reduce the Hail of Unwanted Mail.
4J Audience
The OEA targeted consumers in all 87 counties in the state of Minnesota through media relations driven by
the OEA's state office and through turnkey media relations kits that the OEA provided to county waste
managers (Please see enclosed materials).
4J Resul ts
The OEA's junk mail reduction message hit home. "This is like a half a tree that was wasted," said Sandi
Koppen, Bumsville Junk Mail Experiment participant, to the Star Tribune newspaper. "Somebody printed it
and sent it, and we didn't want it or read it. It's just a waste." Many other Minnesota families experienced
Sandi's frustration, and took the time to listen to the OEA's message and make changes in their own
households.
. Objectives achieved
Reduce the Hail of Unwanted Mail successfully raised Minnesotans' aWareness about the problem of junk
mail, and helped Minnesotans pro-actively change their behavior. A random survey conducted by
Huberty Marketing Research, confirmed that over one half of Minnesotans had heard of the unwanted
mail reduction campaign. And fully one in four of all respondents claimed to have filled out and sent in
the DMA Mail Preference Service mailer.
. Media resul ts- In two markets, Bumsville and Duluth, the OEA secnred four print articles, six
radio interviews and 10 television placements for its Reduce the Hail of Unwanted Mail campaign.
Please see the sample media clips and list.
# # #
Office of Environmental Assistance
Waste Reduction Campaign
PR Strategy, Tactics and Timing
Initial Draft
January 4, 2000
Background
The Minnesota Office of Environmental Assistance has hired Maccabee
Group Inc. to develop public relations strategies and tactics to support
and extend the messages in its statewide Waste Reduction Campaign, set
to launch January 15, 2000.
Following are Maccabee Group's initial approaches to the tasks set out in
our agreement with the OEA.
PR Objectives
· Raise awareness of the need to reduce waste in Minnesota at all levels
(personal, institutional, and business)
· Clearly communicate to Minnesota media what OEA is doing to
address this need to reduce waste
· Extend the messages of the Waste Reduction Campaign beyond the
range of its paid advertising and related communications vehicles.
· Enable county-level officials across the state to local programs that
will extend the range and impact of waste reduction messages into
outstate areas.
Page Two
Suggested Media Strategy
1. Position the Campaign as News
Since this is the largest and most aggressive promotional campaign ever
created by OEA, we can present its launch as a newsworthy event to the
media that cover environmental and marketing news.
2. Coordinate the introduction of the Policy Report with the
campaign launch.
Since the planned release date of the policy report will coincide with the
launch of the waste reduction campaign, it will be important to
coordinate their presentation to avoid their competing for media
attention. By positioning the two as extensions of the same department
objectives, we demonstrate a coordinated effort to achieve greater overall
waste reduction. We also enable the media to consider a broader "hard
news" story.
Suggested Overall Media Message
Because the amount of waste generated in Minnesota outpaces the
supply for space, Minnesotans needs to make some significant changes
in how waste is handled in the state. The OEA is initiating two major
action steps to achieve its goals of statewide waste reduction:
· Presenting its biennial policy report to the State Legislature making
strong recommendations about the future of solid waste management
in Minnesota.
· Launching the largest publicity campaign in the history of the
department, including advertising, education, and public relations at
the state and local levels to call attention to the problem and suggest
ways that residents and businesses can affect change.
Page Three
Suggested PR Tactics
1. Media Briefings. Schedule and conduct one-on-one media briefings
between OEA campaign spokespeople and key people at Minnesota's
major daily papers and key news services:
. St. Paul Pioneer Press-Dennis Lien, environmental business staff
writer
. Star Tribune-Tom Meersman or Howard Sinker, environmental staff
writer/team leader
. Duluth News Tribune-Sam Cook or John Meyers, outdoor
writer/environmental reporter (by phone)
. Rochester Post-Bulletin-John Weiss, environment reporter (by phone)
. Curt Johnson, news director at Minnesota News Network
Content: Introduce campaign materials/schedule and preliminary policy
report findings
Timing: early week of January 1 ()th
2. .News Release. Large scale release of press materials announcing the
campaign to all remaining Minnesota dailies, other key state periodicals,
participating advertising venues, and radio news services. Also for
consideration: paid placement via PR Newswire.
Timing: by January 14
3. Photo Opportunity. Arrange for a photo of family of 5 Minnesotans,
strategically positioned next to a representation of the 10,000 lbs. of
garbage that they typically produce in one year. Produce press
materials that help to illustrate what 10,000 lbs. of garbage look like, or
how much it weighs (for example, as much as four brand new Ford
Taurus cars). Invite TV, radio, news outlets and newspaper reporters to
attend, and to disperse photo throughout state. Send photo with waste
reduction news release to all newspapers statewide.
Timing: Week of January 31
3. County Materials. Create and disperse PR packets to solid waste
managers in Minnesota's 87 counties. Packets will include generic
press releases, ideas for events, tip sheets, Op-Ed articles, media
contacts, and other appropriate publicity materials. Set as objective
to get at least 30 counties to actively participate in campaign.
Public Relations
Reputation Management
Marketing Communications
Roberts .. more, lie
10830 57th Avenue North
Plymouth, MN 55442
phone 763.553.0023
fax 763.553.0031
info@robertsandmore.com
www.robertsandmore.com
January 30, 2006
TO:
Kristen Elverum
City of Hopkins
FROM:
Chris Roberts
Roberts & more
RE:
Proposal for marketing services
Kristen, please accept my gratitude for allowing me to submit this proposal. You and the
marketing committee have prepared a thoughtful RFP, and I offer the following
information in response.
The Roberts & more philosophy
Roberts & more is not an agency. We are a group of twelve seasoned marketing and
public relations professionals who help clients succeed by suggesting and implementing
strategies to increase their visibility and strengthen their reputation in the market. We do
not believe in expensive gimmicks or ponderous processes that eat up precious time. We
listen carefully, do our homework, anticipate your needs, customize our approaches and
offer ideas before you ask for them. We work hard to match your ambitions with your
resources. In this way, our contributions can show immediate and tangible benefits. See
Appendix I for a list of the clients we have served. You are also welcome to log onto our
online brochure at www.robertsandmore.com
.
About Chris Roberts
I fOlIDded Roberts & more on October I, 2001 to help clients communicate more
effectively with employees, customers and prospects, investors and communities. Before
starting my own business, I was senior vice president for public relations and government
affairs for U.S. Bancorp, head of marketing and communications for the University of
Minnesota Academic Health Center, deputy to the chancellor for public affairs
(marketing, public relations, resource development) at Minnesota State Colleges and
Universities, and vice chancellor for system advancement for the Minnesota State
Universities. I hold bachelor's and master's degrees in political science from the
University of South Dakota and a certificate in German from the University of Vienna,
Austria. I sit on several non-profit boards and on the board of the State Publishing and
Printing Company. I am also a recipient of the National Association of Women Business
Owners "Woman on Her Way" award.
Our suggested process
After thorough review of your RFP, I suggest the following process to meet your goals.
Please read these paragraphs as a place to begin our conversation. All of these ideas can
be tailored specifically to your needs. The timelines may be adjusted as well. This
process can be completed within the $15,000 allotted to the project.
Phase I: Secunn!! mout from the communitv
Purpose: To gather the best thinking of community and business
leaders and to use the ideas as baseline information in the
development of a brand statement and market plan.
Process: Invite a cross-section of community and business leaders to
participate in a two-hour session to identifY specific
characteristics and attributes of Hopkins and to brainstorm
possible promotional opportunities. The discussion would be
structured around a series of strategic questions, so the results
will directly inform the brand development and market planning
processes. A choice of three dates would be offered to assure the
broadest participation. The Roberts & more planning model
allows for significant input by large numbers of people, so the
size of the groups is not an issue.
Products: A list of distinctive community characteristics and strengths;
a list of possible promotional strategies; ownership of the process
by key opinion leaders in the community; baseline information to
develop the brand statement and market plan.
Tasks: 1. IdentifY possible participants. (Hopkins)
2. Select three dates within a two-week time period. (Hopkins)
3. Selectlconfmn a location. (Hopkins)
4. Articulate the strategic questions: (Hopkins and R&m)
5. Send letters of invitation/response cards to participants.
(Hopkins)
6. Follow-up letter with telephone calls. (Hopkins)
7. Facilitate planning sessions. (R&m)
8. Prepare session notes and themes. (R&m)
Timing: By mid-March
Phase II: Develooin!! a brand statement
Purpose: To agree on a statement (promise, position, personality,
promotion) that describes the core attributes of Hopkins. A brand
statement is what makes Hopkins instantly recognizable and
always memorable. It is the foundation for all marketing
strategies. It is NOT a logo, graphic design approach or a tagline;
those are products of a brand statement.
2
,----
Process: Two two-hour meetings of the marketing committee (and others?)
to draft the promise, position, personality and promotion. See
Appendix 2 for a description of the brand elements.
Product: A brand statement that will underlie all decisions about
marketing strategies, collateral, language and design.
Tasks: 1. Identify participants in the brand development process.
(Hopkins)
2. Schedule two meetings. (Hopkins)
3. Facilitate the two discussions. (R&m)
4. Draft/revise brand statement. (R&m)
Timing: By mid-April
Phase III: Assessinl! current stratelries and caDabilities
Purpose: To evaluate qualitatively existing resources, tools and initiatives
that could be built upon in the new plan. They must be
consistent with the new brand statement.
Process: Roberts & more will review and make recommendations about
existing resources, tools and initiatives. Hopkins will collect
the materials for review.
Products: An inventory of existing resources, tools and initiatives; a brief
evaluation of each; recommendations to incorporate in the
market planning process.
Tasks: 1. Collect existing collateral material etc. from governmental
and private sources. (Hopkins)
2. Complete the inventory and evaluation. (R&m)
3. Prepare a report and recommendations. (R&m)
Timing: By the end of April
Phase IV: DeveloDinl! a stratelric marketinl! Dlan
Purpose: To identify and implement strategic priorities for increasing the
visibility of Hopkins and to attract larger numbers of visitors
and shoppers to the city.
Process:
The marketing committee (and others?) will identify strategic
marketing priorities for the next three years and the initiatives
that will support those priorities. Metrics will be identified to
assure that goals and expectations are met.
3
Product: A three-year plan, including immediate action steps and
promotional ideas
Tasks: 1. Identify participants. (Hopkins)
2. Schedule three two-hour meetings. (Hopkins)
3. Facilitate the development of strategic marketing priorities
(R&m)
4. Draft the plan; revise twice. (R&m)
5. Presenting the plan as appropriate. (Hopkins and R&m)
Timeline: By the end of May
Kristen, you and your colleagues will notice that this proposal doesn't include "artwork
and words"-those are products of the brand statement and planning process and should
be determined after the plan is completed. I also wonder whether you have any market
research to support some of these decisions. If not, we'll have to include it in the plan.
I look forward to discussing this proposal with you at your convenience. For references,
you are welcome to talk to:
Hillary Feder (She may have a conflict of interest.)
Hillary's Gifts
Hopkins, Minnesota
952-933-8365
Aimee Viniard- Wiedemann
University of Minnesota Extension Service
Minneapolis, Minnesota
612-625-1759
Barbara McGraw
Lee Hecht Harrison (National HR consulting firm)
Bloomington, Minnesota
952-854-4770
4
Appendix 1
Roberts & more Client List
ACA International
Andersen (Windows) Corporation
Ben and Jerry's Ice Cream
Blandin Foundation
Blue Cross Blue Shield
Bossardt Construction
Bush Foundation
Calderon Group
Children's Hospitals and Clinics
City of Minnetonka (Mayor Karen Anderson)
CVRx Inc.
Dolphin Staffmg
Drake Bank
Ecolab
Edina Plastic Surgery
Famous Dave's
General Mills
Georgia State University
Grotto Foundation
Hennepin Technical College
Hillary's Gifts
IHASI Inc.
Intrinzia Inc.
Learning ZoneXpress
Lee Hecht Harrison
Mayo Clinic
Meegher & Geer
Merchant & Gould
Metropolitan Inter-County Association
Metropolitan State University
Midwestern Higher Education Compact
Minneapolis Community and Technical College
Minnesota State Colleges and Universities
Minnesota Zoo
National League of Cities
Network Lending
NorthPoint Health and Wellness Center
Northern Contours
Dr. Michael Osterholm (bioterrorism expert)
Patterson Dental Company
PRG Inc.
5
Racine Zoo
Riverfront Inc.
The Raptor Center
Sparboe Companies
S1. Olaf College
S1. Paul Neighborhood Preservation Group
UnitedHealth Group
United Way of the Twin Cities
University Enterprise Laboratories
University of Minnesota Cancer Center
University of Minnesota Center for Animal Health & Food Safety
University of Minnesota College of Veterinary Medicine
University of Minnesota Extension Service
University of Minnesota School of Public Health
White Crane Construction
The Wood Group
6
Appendix 2
Elements of a Brand Statement
A brand is what makes an organization instantly recognizable and always memorable. It
is real, and it is authentic. A brand comprises four elements:
. The "promise" articulates what we value, what we can offer and what may be
expected from us on a consistent basis. It is often translated into vision, mission
and values.
. The "position" represents relative strength in the marketplace vis-a-vis
collaborators and competitors. What makes an organization distinctive? What
makes it different?
. The "personality" describes how a company looks, acts, sounds and feels.
Personality is universal and must be reflected consistently across the organization-
-in graphic design, language, employee behavior, and the list goes on and on.
. "Promotion" comprises those communications strategies that reach an
organization's stakeholders and target markets--employees, investors, customers
and prospects, and opinion/community leaders. By describing the boundaries of
the core strategy, it becomes easier to plan, budget and implement highly effective
marketing initiatives.
7
Draft #7
10-06-04
FY 2005-07 Marketing and Communications Plan
Vision
will be the best liberal arts college of the Church.
Strate!!ic Priorities
1. The college will strengthen its nationally recognized academic program of teaching
and learning by enhancing its distinguished programs in mathematics and the natural
sciences.
2. The college will create an inclusive community that welcomes and embraces men and
women of potential and ability regardless of their background. The college will
strengthen its work in cross-cultural education.
3. The college will plan for a sustainable economic future so that the resources needed
to support the college are in line with the college's revenue.
Promise
students leam . . .
. . to think rigorously
. to believe authentically
. to act on their beliefs and values
. to participate in an enduring, global community.
Marketin!! Strate!!v Statement
will strengthen its national reputation, grow its financial base and enhance
recruitment of students and faculty by engaging in pro-active marketing and
communication strategies directed at specific audiences in targeted geographic areas.
The strategies will be planned and implemented collaboratively by a college-wide
leadership team. Initiatives will be delivered on the Web, through the media, in print and
during events and personal interactions, 1: 1 and group. Opportunities to enhance the
positive visibility of will be sought and optimized.
Audiences (to be nrioritized bv !!oal)
Board of Regents, administrators, faculty, staff, students
emeriti faculty, staff and administrators
-Northfield community
alumni
-Parents
-Prospective students
-Corporate foundations and private foundations
-ELCA and church-related organizations
1
-Friends
-Lifelong learners
-The Academy
-Music lovers and professionals
-High school counselors
-Donors and prospective donors, grantors and prospective grantors
-Opinion leaders in business, religion, medicine, communities of color, law and politics,
higher education, philanthropy, media and the volunteer sector
Messa!!es
1. is an academically rigorous, nationally ranked liberal
arts
college in which coursework is integrated across disciplines to develop
individuals who think broadly and deeply.
. has produced seven Rhodes Scholars (three since 1997).
also boasts 14 Fulbright Scholars in the past two years and has
produced II Goldwater Scholars since 1997.
. Among 217 baccalaureate liberal arts colleges nationwide, ranks
fifth in the number of graduates who go on to earn Ph.D.s. Within disciplines, that
ranking is fIrst in theology and religion, second in mathematics and fourth in
physical sciences.
. enrolled 50 National Merit scholars in fall 2004, the most in the
history of the college. That places among the top three
undergraduate liberal arts colleges nationally.
. The National Science FoUndation in 2004 selected - the only
liberal arts college to be honored - as one of four sites nationally for a $1.3
million grant to enhance the science-mathematics workforce in the 21 st century.
. According to the General Education Task Force Report, in August 2004, the
college's strengths in general education include: an intentional overlap between
general education (GE) and major studies, the understanding that GE occurs
across all four years of college and the multidisciplinary character of many GE
courses.
. is tied for fIrst in graduation rate in Minnesota. Its current
graduation rate of 80 percent is the highest in the past decade.
. Almost 90 percent of new graduates either have ajob or enroll in
graduate school within six months of graduation; of those remaining, nearly 8
percent take on full-time volunteer work.
. 's music program is internationally known and contributes
signifIcantly to the reputation of the college for academic excellence.
2. is a college of the church where conversations about
faith are
part of daily life.
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. Lutheran theology teaches us to engage in dialogue with all faiths and to respect
and support others in the practice of their particular faith.
. Daily chapel services and a Sunday service are among the range of worship
opportunities offered for students of more than three-dozen denominations.
. Theological literacy is a goal for all students. Two required religion courses
provide academic grounding in the world's major religions, including
Christianity, Judaism, Islam and Buddhism.
. has hosted the Conference on Theology, Worship and the Arts
since 1955.
. The Student Congregation continues to be vital and active after 50 years. Last
year, the group donated nearly $13,400 toward nonprofit organizations and
charitable works.
3. inspires students to act on intellectual ideas and ethical
ideals to
better the world at home and abroad.
. leads the nation's colleges in the number of students who study
off- campus and abroad, and serves as a model for peer colleges developing
study-abroad programs.
. Among colleges and universities with fewer than 5,000 students,
consistently ranks in the top 10 for the number of its alumni Peace Corps
volunteers.
. incorporates a global perspective into the curriculum. Its rigorous
language requirements include four semesters of French, Spanish or German and
three semesters of another language. In addition, students must take two
multicultural studies classes, one with a global focus and another focused on
diversity in the United States.
. Mentornet, Ole Ventures and internship programs connect
students with successful alumni to give them real world experiences.
. In a model for federal mentoring programs, 's TriO program pairs
200 student mentors with 400 middle- and high-school students in urban schools.
TriO prepares at-risk students for college.
. Each year, two-thirds of students volunteer in Northfield, the Twin
Cities and elsewhere.
4. students become part of an enduring community that
takes
pride in its traditions and its innovations.
. The majority of students and graduates can recite the mission statement,
according to the most recent accreditation report by the Higher Learning
Commission division of the North Central Association: Commission on
Accreditation.
. Our acclaimed music ensembles - including the Choir,
Band and Orchestra - have roots that are more
than a century old.
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. The 300-acre campus, strong residential life program and classic architecture are
among the reasons why 96 percent of students choose to live on campus.
. The annual Christmas Festival, a beloved 82-year-old tradition, is
broadcast on PBS and national public radio stations, and enjoyed by thousands
who come to campus to experience it each year.
. The college recently received a $98,000 grant to help make the proposed new
Science Complex environmentally friendly. And a $500,000 grant from the W.M.
Keck Foundation will help the college incorporate "green chemistry" into the
science curriculum, allowing students to work with less hazardous chemicals
while producing less waste.
. The college's Junior Counselor (JC) program - which assigns junior student
mentors to first-year residence halls - dates back to 1938 and is one of the first
"first-year experience" programs in the nation. 's 12:1 ratio of
students to JCs no doubt influences the 96 percent retention rate for first-year
students.
. Multimillion-dollar state-of-the-art athletic, fine arts and student commons
facilities have been built within the past five years.
Marketinl! and Communications Goals
1. To build a national reputation among opinion leaders that supports
fund raising, student recruitment and faculty recruitment by
a. Strengthening visibility and maximizing opportunities in the following
markets:
-New York
-Washington, D.C.
-Chicago
-Denver
-Seattle
-Portland
-Phoenix
-California: San Diego and San Francisco
-Florida: Tampa/St. Petersburg, Pensacola, Orlando
-Texas: Dallas, Houston, Austin
-Atlanta
Market-based strategies will inclnde
-Concert promotions
-"Showcase " events for donor/alumni/parents
-Targeted media relations; especially with higher education and
religion reporters
-Student recruitment activities
-Connections with communities of color, as appropriate
-Hosting meetings of pastors and other church leaders
-Sermons/presentations by the president at congregations
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b. Enhancing visibility and building relationships in the Twin Cities.
-Arrange for meetings and presentations for President Thomforde
-Arrange for opportunities for President Thomforde to preach and
lead adult forums in significant Twin Cities congregations.
-Identify a list of50-100 key influencers in the Twin Cities; send them a
quarterly e-newsletter of stories, news, achievements and event
information; expand to other markets.
-Propose a collaborative speakers series with TC Business Monthly.
-Reactivate the Speakers Bureau
-Book Study Travel leaders as speakers
-Increase the visibility of the Christmas Festival.
-Host concerts either solo or in collaboration with the Minnesota
Orchestra, V ocalEssence, SPCO, Cantus.
-Promote Study Travel participation
-Establish as the go-to place for mediation training in
the Twin Cities/southern Minnesota.
-Invite metro leaders to events on campus.
-Augment a speaker in Boe Chapel or a football game with a "by
invitation only" meal and VIP considerations.
c. Identifying and reaching 200-250 opinion leaders nationally who have the
greatest influence over the success and growth of the college.
d. Determining a methodology for ranking colleges of the Church.
e. Organizing and engaging alumni more broadly and effectively.
-Create a marketing advisory committee of alumni.
-Continue to evolve "Women as Leaders" alumni series in the Twin
Cities; repeat in Chicago and Denver; augment with tables of
materials.
-Involve larger numbers of alumni in student recruitment.
-Host networking events in targeted markets.
-Host events for alumni working in church-related professionals.
-Enhance alumni section in Magazine.
-Work with academic departments to promote their own versions ofthe
Art Department's "Career Day," in which alumni return to campus and
speak to students about their careers.
-Add a "Career Day" component to reunions
-Explore the possibility of serving alcohol on campus.
-Use posters and targeted mailings featuring alumni achievements.
-Collaborate with Stewardship to invite parents oftop students to the
Christmas Festival.
-Ask Twin Cities alumni and current students to host dinners for parents
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and high schoolers at the Minneapolis Club; feature
faculty
and graduates.
f. Articulating and promoting the value and strength of science and math
programs.
-Publish feature stories in Magazine in each issue.
-Promote faculty expertise for reporters working on stories.
-Continue pitching the "greening of the campus" to reporters.
g. Working with the Deans' Council to develop marketing plans for faculty
recruitment.
h. Creating opportunities for more on-campus experiences and
participation in -sponsored events and travel programs.
-Fill current study travel programs (8-10 per year) with 25 to 30
participants each; expanding programs by reaching new markets.
-Increase bookings of college facilities.
-Increase attendance at -sponsored conferences.
-Increase attendance at camps.
-Identify opportunities to bring opinion leaders to campus.
-Sell increasing numbers of Great Hymns of Faith, Vol. II.
i. Positioning as a recognized "thought leader" among men
and women of faith.
-Conceptualize and implement a pilot project: "The Forum at
"
(The Forum at is an initiative to strengthen the public
voice of
the college. Through The Forum, does not declare
positions on disputed questions, but presents disciplined interpretations
and teaches listening and speaking skills among people of conviction
who may disagree with each other. The campus is a sanctuary for
inquiry, reflection, dialogue and celebration for people from within and
beyond the college. The Forum at equips leaders of
communities offaith and shared purpose for effective and wise
engagement with the complex problems and vexing issues of the day.)
-Consider creating a biennial summer conference on the arts for Lutheran
(and other) high school students similar to the one hosted by Chapman
University in California
-Arrange presentations in the Twin Cities and Northfield for the president,
religion faculty members, International Studies and Study Travel
leaders, the church relations director and campus pastors.
-Invite specifically identified Lutheran pastors for a short time of rest and
renewal at the Larson House as guests of the college.
-Repeat the Sport and Religion Conference in 2006.
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-Mail
Magazine to youth directors at larger congregations
in
Northfield and the Twin Cities.
-Create packages of promotional materials to send to churches that
highlight both the faith aspect and also the "whole" college.
j. Coordinating and expanding the work of student ambassador groups-
on and off campus.
-Coordinate current ambassador programs in Admissions (Tour Guide
Program, Prospective Student Hosting Program), with other existing
programs such as Church Relations Guiding Lights or Congregational
Outreach Teams.
-Establish a student marketing advisory committee to support the
marketing objectives of the college.
-Involve larger numbers of resident current students in recruitment in
target markets.
-Create more community events for prospective students,
current
students, and al1ffiffii that are similar to the Denver and Des Moines
picnics.
- Work with Lily interns (both Summer Vocational Internship Program
and the Conference on Worship, Theology and the Arts) as well as with
students who work at summer outdoor ministry venues.
-Develop a "refer a friend" program asking students to tap their networks
from their home communities.
k. Articulating and promoting those characteristics that distinguish the
college. (See key messages.)
-Promote the legacy aspect of by using actual portraits of
"Ole
families" in marketing materials.
-Promote the college's global perspective and expertise through Study
Travel open to the public.
We will know we will have succeeded when...
. Positive stories about appear in at least one targeted market
each month.
. ' s music program continues to enhance its national reputation
as measured by accolades, invitations, reviews, honors and the ability to
attract the highest quality faculty and staff.
· Visibility and impact increase in target markets, especially in the Twin Cities.
. Opinion leaders know about and are able to articulate the value of
. Reporters call first when looking for experts.
. AI1ffiffii are engaged and active in student recruitment and fund raising
activities.
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. We have created a methodology to rate nationally colleges of the Church.
. At least 7,500 people attend and guest events and conferences
on campus each year.
. A growth from 61 % to 75% ofELCA pastors, youth leaders and Lutheran
thought leaders recognize as a college of the Church.
. Study Travel programs are filled (8-10 programs @ 25-30 participants each).
. Bookings of college facilities increase by three new external clients per year.
. Average attendance at -sponsored and guest conferences and
events has increased from 7,000 to 7,500.
. Sales from Great Hymns of Faith total $213,000. [Where does this fit?]
. Music Camp attracts 180-200 students per year, up from 150-
175.
. Six Swim Camps sell out at 228 students per year (Currently
five of six camps sell out)
. The Ole Players theater day camp attracts 16-18 participants for the younger
track and 15-20 for the new older-student track.
2. To advance the college's strategic plan by
a. Supporting the campaign to raise $77.2 million for the science campaign;
funding the science building from new, non-traditional sources.
-Develop Web/print materials to support the campaign.
-Continue to brand the campaign as "Beyond Imagination: The
Campaign for the Future of Math + Science" through the Science Complex
Web site, all printed materials for the campaign, the CD-ROM being
produced and the college Web site.
-Produce supporting materials for the "3M Match" portion of the campaign, as
well as similar challenge grants as they arise.
-Develop and maintain a comprehensive Web site that highlights and celebrates
the strengths of mathematics and the sciences at , and that
also provides current news about the Beyond Imagination campaign.
-Prepare a photo-heavy, story-rich "viewbook" for the campaign, which will
feature stories of our programs, our people and our facilities and serve as the
impressive leave-behind piece for the initial phase of the campaign.
-Develop and distribute a CD-ROM that highlights the entire strategic plan for
the college, set within the context of the sciences and mathematics.
b. Supporting the Partners in Annual Giving campaign of increasing gross
revenues by 8-10% annually.
-Design and produce PAG materials/Web site as a package rather than
individual pieces.
-Hold a P AG event in the Twin Cities; extend to other markets.
-Feature PAG programs/donors in Magazine.
-Volunteer for the P AG phon-athon.
8
.
c. Meeting philanthropic goals for athletics.
-Work aggressively with Advancement to meet the annual Ole Club goal.
-Increase P AG/Ole Club alumni donations to a percentage that equals
overall alumni giving.
-Develop a plan to strengthen the athletic endowment.
d. Enrolling a first year class that meets or exceeds the selectivity and
inclusivity goals of the college.
-Conceptualize and launch targeted advertising and direct mail campaigns to
targeted groups of prospective students.
-Engage alumni and faculty in student recruitment.
-Developing and publishing new recruitment materials that differentiate St.
Olaf College from its competitors and highlight those characteristics that
distinguish it.
-Strengthening Web content.
-Resolving the issue of how to position the church and faith-related college
characteristics in recruitment materials; use the position consistently.
-Connect with the communities of color in the Twin Cities, Milwaukee,
Chicago, New York, and Southern California
-Work with diverse Lutheran congregations
-Recruit from Upward Bound, ETS and Admission Possible programs
-Create a task force of current students of color to assist with recruitment
strategies.
-Feature students of color in marketing material.
-Upgrade Web to be more inclusive of multiple cultures.
We will know we will have succeeded when....
. $77.2 million has been raised for the science campaign.
. Partners in Annual Giving revenue grows 8-10% per year.
· We annually exceed our Ole Club goal.
. The fIrst year class is 730-750 students.
. The fIrst year class averages 1260-1300 on the SAT.
. The fust year class averages 28 on the ACT.
. The median high school rank of the first year class is 90th percentile.
. Half of the first year class are ranked in the top 10% of their high school class.
. 14% of the students are of color.
. 15% of the students are fust generation college students.
. 42% to 45% of the fust year class are male.
. 40% to 55% of the fust year class are Lutheran.
. 45% to 55% of the fust year class are from Minnesota.
. 28% to 33% of the fust year class are legacy students.
· 8% to 12% of the fIrst year class have a parent who attended
· Large numbers of first year students have been recruited or influenced by alumni
and/or faculty.
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. Materials and Web content clearly differentiate
competitors.
. The college-church relationship is clear and consistent.
from its
3. To deliver targeted college-wide marketing and communications
strategies in support of college goals by
a. Working with college leadership to defme "best" as it is articulated in the
college's vision statement.
-Determine process for defining "best."
-Collaborate with faculty and administrative leadership in the development of all
materials.
-"Test drive" facts. Are they true? Can we prove them?
b. Strengthening the language of the college to make it more persuasive and
clear.
-Emphasize across campus the importance of using key messages in all
communications.
-Create a cleaner, clearer system of Web writing. Offer a workshop on Web
writing.
c. Completing and ope rationalizing the marketing and communications plan.
d. Defining roles and responsibilities; organizing a college-wide leadership team
to implement and evaluate the plan.
e. Aliguing expectations with available human and fmancial resources; adjusting
as necessary.
-Create budgets for each marketing and communications priority
-Identify and reduce the number oflow impact initiatives that require extensive
time and energy.
-Assure that metrics and resources are compatible.
f. Continually mining stories, anecdotes and points of distinction from across the
college; developing data to support communications strategies.
-Develop a "beat" system for the media relations team.
g. Continuing to enhance and improve college communications vehicles.
magazine
Web site
-E-newsletter
-Advertising creative
-Collateral material/publications
-Direct mail/flyers/postcards
h. Updating and revising/validating the college's crisis communications plan.
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-Form task force to review plan; update and strengthen language.
-Keep the plan short and usable.
-Create system for easy accessibility and distribution.
-Convene a meeting of key contacts at the beginning of each academic year.
We will know we will have succeeded when....
. The "best liberal arts college of the Church" is clearly defmed.
. Language is clear and compelling; is differentiated from its
competitors.
. All college marketing and communications strategies are plarming, implemented
and evaluated in an integrated manner.
. Roles and responsibilities are clear.
. The leadership team is active and successfully advancing the plan.
. Marketing objectives are supported by the appropriate financial and human
resources.
. The college has a list of stories, anecdotes and points of distinction from which to
choose for media stories, collateral material, the Web site, the E-newsletter and
other communications vehicles.
. Communications vehicles are recognized for their quality and persuasive content.
. College marketing and communications goals are achieved.
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.
DRAFT
3 -8-06
Brand Statement
Promise
is all about helping teachers help students learn life skills, health and
consumer science. We offer a wide variety of educational products (posters, videos,
games, Power Point presentations and other learning tools) that are innovative, affordable
and relevant to students. We add a large numbers of new products every year, so teachers
always have new options and choices. We deliver the highest quality, most responsive
and personalized customer service. And, we truly care about what happens in the
classroom.
Position
Melanie makes us different and distinctive. Her creative energy translates into highly
creative products and large numbers of new products every year. Her attention to
emerging issues and opportunities keeps products fresh and
contemporary. Her background as a teacher gives her both expertise and credibility
among teachers. Through Melanie, is truly a teacher's best resource for
educational enhancements and teaching tools.
Personality
. Creative
. Curious
. Innovative
. Energetic
. Effervescent
. Caring
. Authentic
. Friendly
Promotion
markets its products through distributors, direct mail, its website and
Melanie's appearances and presentations at conferences across the nation. Its primary
marketing tool is its catalogue, which is distributed to approximately 30,000 educators
twice per year in January and September. Additional topic-specific catalogues will
complement the comprehensive catalogue.