Loading...
HomeMy WebLinkAbout01(A) - Parks Communication Strategy Update Report 1 CONTACT: Todd Stone, Managing Director & Chief of Staff | 832.710.5885 | toddstone@rappstrategies.com Todd Rapp, CEO | 651.270.1071 | toddrapp@rappstrategies.com 1300 Godward Street NE, Suite 4500 | Minneapolis, MN 55413 www.rappstrategies.com Rapp Strategies, Inc. Proposal to Provide Communications Services for the City of Prior Lake September 24, 2024 2 TABLE OF CONTENTS Company Overview 3 Our Approach to Referenda 4 Staff Profiles 5 References 6 Work Samples 7 Scope of Work and Budget 11 Sample Communications Schedule 13 3 COMPANY OVERVIEW Rapp Strategies, Inc. (RSI) is pleased to submit a proposal to the City of Prior Lake for professional communications services to help the city inform and engage residents about the city’s developing plan to reinvest in its parks system. Rapp Strategies, Inc. is a full-service public affairs agency with a strong record of success serving clients with strategic counsel and communications services, including media relations, social and digital media content, communications materials, coalition building, research management and analysis, and strategic public relations services. During the past 20 years, Rapp Strategies and its predecessor companies have managed some of the most significant public projects in state history, including the U.S. Bank Stadium and the rebuild of the I-35W bridge. We have developed engagement strategy and supervised the implementation of communications plans for $13 billion in public and publicly supported projects in Minnesota and Wisconsin. Working closely with engineering and construction companies, elected officials and community leaders, we have shaped public information strategies that inform and engage people about critical public investments. We are confident that no other Minnesota firm has a broader background in local government referendum work than Rapp Strategies. We have provided communications support for 109 referenda by local units of government in the Upper Midwest, winning approval from voters in 72% of cases. Our service model focuses on providing strategic counsel, quality public communications, and tangible results for organizations affected by public opinion and policy. The qualities that set us apart drive everything we do. We build lasting loyalties and adapt to our clients' needs. We understand that a successful communications plan starts with a shared vision and understanding how to leverage the strengths and resources of all partners. OUR APPROACH TO COMMUNITY ENGAGEMENT Many local governments seek outside counsel to ensure they meet the public’s expectations for accurate and timely information when identifying new capital projects, engaging with the community to understand their priorities and address their questions, and managing local referendums when new funding sources are required. At Rapp Strategies, we have extensive experience developing strategic communications plans and preparing information materials for local governments to use for public outreach throughout this process. Our experience includes developing a wide range of materials for local governments to use for communications. We have produced a diverse portfolio of websites and other digital messaging, brochures, direct mail pieces, annual reports, newsletters and other publications. As part of our work, we develop comprehensive communications plans, prepare external messaging guides, address potential crises and train staff and leaders to manage media 4 interviews and questions from residents. Further, RSI can provide the direction and oversight of research that can inform communications initiatives and messaging, including qualitative research and scientific polling. OUR APPROACH TO REFERENDA Local governments have a responsibility to inform their residents about significant investments of public resources, and your residents will be looking for accurate information about future investments, especially when they vote on the funding. In Rapp Strategies’ experience, insufficient communication is the most common reason a local government referendum fails. That’s why we work closely with local government leaders to develop and execute outreach and engagement plans that inform residents about the project’s value and scope, highlight their role in shaping the plan, explain how the referendum will finance it, and address their questions . All city communication must conform to the requirements of Minnesota Statute 297A.99, so Rapp Strategies will work with you to ensure that all communication is informative in nature. While every public referendum is unique, we have found that local governments are most successful when their community outreach and public engagement plan includes the following elements: • Vision for the community • Challenges that have been identified • Process to develop a plan • Details of the plan • Expected benefits • Cost and tax impact • Consequences of not moving forward • Where to find more information • How and where residents can vote It’s important to ensure that your messages and information reaches potential voters on the communications platforms that they prefer. We have found from past experience that residents who support a referendum believe the following: • City leadership has a track record of decision-making that residents support. o Past investments have community-wide benefits. o Tax dollars are currently used wisely. o Residents are engaged as part of city decision-making. • Residents are given easy access to project information and answers to questions. • The investment plan provides high value for the tax dollars invested. Every local government has different communications skills and capacity. Rapp Strategies is flexible in structuring a scope of services plan and budget that meets the needs of our clients. We look forward to the opportunity to meet with the city to better understand its needs and how best to meet them. 5 STAFF PROFILES TODD STONE, MANAGING DIRECTOR Todd is an MBA-trained news leader with 20 years in management positions within major news organizations, including the Star Tribune and Houston Chronicle. He offers strong experience in writing and editing, project management, media relations, and social media. As a communications strategist, Todd understands the complexities of major public investments and the importance of communications planning to keep residents informed. During the November 2023 election, Todd helped lead the public communications efforts for successful referenda in Rochester, Golden Valley, Bloomington and Edina. ANNA SHAY , SENIOR ACCOUNT EXECUTIVE Anna leads project work for public and nonprofit organizations. Anna offers expertise in writing, research, media relations, digital advocacy and social media. She has managed social media channels, developed original content, promoted media coverage, and produced letters to the editor, advocacy emails and press releases. Anna has been the day-to-day lead for several successful communications efforts for school referendums and played a key role in communications for Maple Grove and Edina local referenda. TODD RAPP , PRESIDENT AND CEO With three decades in public service and the private sector, Todd has been part of strategies that addressed some of our region's most complex and important issues. For the past 23 years, Todd has served as Managing Director, President and now President and CEO of Rapp Strategies and its predecessor firms. Prior to 2001, Todd was Director of MN Public Affairs for Northern States Power and served in leadership positions in state government and politics, including as Executive Director to former House Speaker Phil Carruthers. 6 REFERENCES HEIDI NELSON City Administrator, Maple Grove hnelson@maplegrovemn.gov 763-494-6001 JANINE HILL Communications Administrator, Bloomington jhill@bloomingtonmn.gov 952-563-8819 JENNA BOWMAN Strategic Communications & Engagement Director, Rochester JBowman@rochestermn.gov 507-328-2913 JENNIFER BENNEROTTE Communications Director, Edina jbennerotte@edinaMN.gov 952-833-9520 BRETT SKYLES County Administrator, Itasca County Brett.Syles@CO.ITASCA.mn.us 218-327-7363 7 WORK SAMPLES For your consideration, we have provided a variety of examples of our work on communications for community investments, including fact sheets, workplans and websites. EDINA SALES TAX REFERENDUM LOGO FACT SHEET WORKPLAN 8 MAPLE GROVE SALES TAX REFERENDUM LOGO FACT SHEETS 9 BANNER SOCIAL MEDIA 10 HIBBING’S COMMITMENT TO PUBLIC SAFETY 11 SCOPE of SERVICES and BUDGET We consciously work to provide high quality services that meet or exceed client expectations, delivered on time and within budget. If selected, Rapp Strategies will work with the Prior Lake to develop a comprehensive communications and community engagement plan. Todd Stone would serve as the day-to-day project leader. The central goal is to build public awareness about the challenges of the city’s parks system, the benefits of new investments and the funding choices to support improvement projects. If Rapp Strategies is chosen, we recommend starting planning meetings with the city in October, with the goal of kicking off a public engagement initiative before the end of the year. Rapp Strategies work would continue through May 31, 2025, as the city engages residents about their priorities and a funding plan. Our scope of work would include the following: • Ongoing strategic counsel and issue management. • Biweekly communications planning meetings with the city. o Updates with city council, as needed. • Produce core messaging language and talking points. • Create a monthly communications workplan through May 2025. • Develop and design brand/logo for the parks initiative. • Help identify community engagement opportunities. • Design and manage a project website, including an evolving FAQ and contact form. • Provide community survey design and analysis, working with a polling vendor (Morris Leatherman is Rapp Strategies’ preferred research vendor). • Draft one press release to announce the public information initiative. • Draft a series of social media posts announcing the public information initiative and four to six social media posts a month through May 2025. • Create one PowerPoint presentation for community engagement (12-15 slides) • Write and design a fact sheet describing the parks investment plan. • Write two guest columns for local newspapers. • Lead training sessions with key city employees and city council members to prepare for public questions. • Training sessions for media interviews with the city’s designated spokesperson. • Monitor and assess engagement across social media, website and news media. Budget: Rapp Strategies proposes a fixed fee of $5,000 per month, invoiced from October 2024 through May 2025 (eight months). 12 Video production: Rapp Strategies can oversee the development and production of videos to further support communications efforts. At the city’s request, Rapp Strategies would work with the city to outline the parameters of such a project, and both parties would agree on a separate budget outside of the scope of services and the monthly fee described above. Additional services: Over time, the city may request additional services or communications materials that extend beyond the scope of services described above. Fixed fees for some additional communications materials are: • Brochure, $800 • Fact sheet, $650 • Information mailer, $600 • Column/newsletter article, $450 • Print ad, poster or yard sign, $400 • Design retractable banner, $250 • Internal or external emails and letters to the editor, $200 • Promotional business card, $100 Printing costs: The city would be responsible for printing costs for any materials produced by Rapp Strategies for the city. 13 SAMPLE COMMUNICATIONS SCHEDULE The following table is an example of how Rapp Strategies would execute the scope of work described above, depending on the final terms of services and initial planning. Month Objective Focus of Communications Deliverables October- December 2024 - Develop monthly workplan and foundational communications materials - Identify key audiences and effective platforms for reaching residents - Identify issues that could impact public support or opposition - Create key foundational materials that will be used for public engagement - City announces public initiative to engage residents about plans to improve the parks system - Launch project website, invite more direct interaction with residents - Strategic counsel and issue management - Create monthly workplan - Planning meetings with city - Create key messaging guide talking points - Design project brand/logo - Write press release to announce initiative - Draft social media posts - Fact sheet about the project - Conduct training for city spokesperson about parks investment plan - Identify engagement opportunities January – February 2025 - Accelerate opportunities for residents to learn about parks investment opportunities and to provide input - Use city meetings to implement the process for evaluating options and discussing funding - City begins to publicly refine options and/or scope of the projects - Ongoing counsel and issue management - Planning meetings with city - Complete community engagement presentation (12-15 slides) - Continue social media posts - Write first guest column - Lead training sessions for city staff and council members - Pursue community engagement opportunities March – April 2025 - Define the value for residents (benefits, cost of the projects, funding options) - Test plan options through survey - Announcement phase as planning moves forward - Ongoing counsel and issue management - Planning meetings with city - Coordinate survey with polling vendor 14 Month Objective Focus of Communications Deliverables - Engage various community groups to pressure test the potential funding options - Drive residents toward city resources to answer all questions - Go meet residents where they gather - Continue answering residents questions - Complete survey analysis and use results to help drive planning and communications - Continue social media posts - Monitor engagement on social media, website, and media April – May 2025 - Continue working to build public understanding of the plan and best funding option - Higher visibility during these months as plan and funding details are announced - Make decision on a referendum and announce a date if one is needed - Accelerating communication, engagement and responses to inquiries - Expect intensifying public interest as an investment plan and funding option becomes clear - Ongoing counsel and issue management - Planning meetings with city - Write second guest column - News story pitch to local media - Continue social media posts (4-6 per month) - Monitor engagement across public platforms June – Election Day - Begin to define the choice (X if referendum passes, Y if it doesn’t) - City focuses on providing information about the plan and answering public questions - Add consequences and voting information to communications plan - Continue using most effective platforms to engage residents - Ongoing counsel and issue management. - Planning meetings with city - News media pitch and social media posts - Update and/or develop new communications materials explaining the referendum - Continue sharing information about the plan and answering residents questions - Identify new community engagement opportunities Note: The period – “June – Election Day” – is not part of the scope of services for this proposal.