Stacy Miller Public Affairs Centric

Transcription

1 Stacy Miller Public Affairs Centric

2 EXECUTIVE SUMMARY Castaic Lake Water Agency has a formidable challenge. State law SBX7-7 mandates a ten percent reduction in water use by 2015, and twenty percent reduction by 2020 a reality largely unknown to SCV residents and businesses. Achieving these mandates is more than turning off the water while brushing your teeth, or changing an automated watering cycle to early morning hours. It is a combination of driving awareness and incentive, coupled with the need for clear education on the value of water, and of CLWA s vital role in ensuring a reliable, high quality water supply in years to come. It is about instilling the proper motivation to change behavior. In short,. Efforts to date, while effective (according to CLWA s 2010 survey), have been fractionalized. What is needed now is a cohesive approach to unite and synergize all communications to our residents, businesses, and constituencies. And the team responsible for this proposal will deliver just that. Led by Stacy Miller, our award winning team consists of two local firms, Stacy Miller Public Affairs and Centric / Agency of Change. Combined, we have over 40 years experience in all aspects of social marketing, public relations, community outreach, branding, marketing, and media relations, with proven expertise in building and implementing strategic campaigns that meet our client s determined goals and objectives. Our combined strengths will deliver a social marketing and branding program that will achieve the goals outlined in CLWA s Request for Proposal (RFP) by targeting audiences and stakeholders utilizing various outreach methods: creative marketing, paid media, earned media, coalition building, collateral development, and the development of strategic partnerships. 3

3 EXECUTIVE SUMMARY CONTINUED Utilizing tactics to emphasize the CLWA s positive stewardship, the SMPA team will improve upon the Agency s existing tools and tactics and add new instruments to its tool box, while ensuring compliance with Best Management Practices (BMP). The team will work alongside leadership and staff to increase awareness of the Agency s positive contribution to the Santa Clarita Valley as well as bring about a change in behaviors related to water conservation by residents and businesses. We will not only conduct assessments of existing campaigns and objectives, we will use these insights to integrate new strategies to existing campaigns to Convert Interest into Action, and develop new ideas that also comply with Best Practices Management. Whether it is evolving the current What s Your Water Number? campaign, partnering with the City of Santa Clarita to include a water conservation component to their highly successful Extreme Home Makeover, or launching the GardenSoft campaign at Earth Day via a virtual open house, the SMPA Team is THE team to take CLWA to the next level. 4

4 SCOPE OF WORK The SMPA team is proud to present its Scope of Work in response to the Castaic Lake Water Agency Request For Proposal. As you will see in the subsequent pages, The SMPA team has developed a comprehensive social marketing and branding campaign for CLWA that will achieve your stated goals. Inherent in our approach is our ability to provide locally based outreach campaigns that resonate with the residents of the Santa Clarita Valley, all the while achieving water conservation mandates and showcasing the great work of CLWA. The following is our proposed scope of work: Survey of Agency Board, Leadership and Staff Communications/Materials Assessment and Analysis Develop a Local Strategic Messaging Platform Enhance CLWA s Existing Water Conservation Campaigns Develop New Campaigns to Encourage Conservation Build Coalitions and Foster Strong Community Relationships Enhance and Improve Media Relations and Community Engagement 5

5 SURVEY OF AGENCY BOARD, LEADERSHIP AND STAFF SMPA will develop qualitative interview questions to gather an in-depth understanding of the current internal climate, immediate desired outcomes and ultimate goals of agency leadership and staff. The information gleaned from these interviews (and communications assessment) will be critical to the success of the messaging platform and future communication, outreach and marketing endeavors. COMMUNICATIONS ASSESSMENT SMPA will conduct an analysis and review of existing campaigns, tools, materials, websites, social media, and partnerships aimed at reaching the Agency s desired goals. In developing the analysis, certain questions will need to be asked and answered, such as: How is CLWA being marketed and/or portrayed to the public? What are the key Agency messages? Is there consistency between materials and messages? Who is telling the Agency s story? What is missing? Are key messages and campaigns resonating with the public? Are campaigns achieving desired conversion to action? At the conclusion of the assessment and analysis, SMPA will make specific recommendations for revised tools and new materials that will support the Agency s goals and objectives. 6

6 DEVELOPMENT OF LOCAL MESSAGING PLATFORM Once interviews have been completed, the communications assessment finalized, and consensus has been reached on recommendations, the SMPA team will develop and establish a messaging platform that will resonate with our local community, based on existing Association of Californian Water Agencies (ACWA) tools. New regulations (SBX7-7) and the need to instill the real value of water to consumers will be central to the local messaging platform. These key messages/themes will be developed for use in all communications and collateral materials, including brochures, press releases, speakers bureaus, newsletters, elevator speeches, annual reports, websites, posters, and the like. SMPA believes consistency in local messaging that resonates with our community is key to changing behavior, establishing trust, strengthening community relationships and positioning the Agency as a good steward of public resources. 7

7 CONVERTING INTEREST INTO ACTION ENHANCING CLWA S EXISTING WATER CONSERVATION CAMPAIGNS CLWA has developed a number of successful social marketing campaigns geared toward encouraging residents to conserve water. The SMPA team has reviewed the campaigns, their goals and outcomes and has several suggestions to substantially increase the conversion rate from interest into action. As noted in the subsequent pages, we recommend adding interactive visual elements to many of CLWA s existing programs. Community advertising, including paid media, earned media, social media and press coverage will be utilized to build on the messages and visuals created by the SMPA team. Interest and Interactivity Rewards and Competition Action and Visibility 8

8 CONVERTING INTEREST INTO ACTION ENHANCING CLWA S EXISTING WATER CONSERVATION CAMPAIGNS What s Your Water Number? Campaign The SMPA team proposes to build on this effective campaign by adding interactive visual elements, LEED-style certifications and rewards, and strong integration with CLWA s suite of programs. We re referring to this enhanced campaign internally as Water Smart, as a working title. The following pages show how it works. 9

9 CONVERTING INTEREST INTO ACTION ENHANCING CLWA S EXISTING WATER CONSERVATION CAMPAIGNS Visitor input gives real-time rewards and tips. Interactive Visuals One centerpiece of the campaign is an improved CLWA microsite that actually allows visitors to visualize their water use and knock it down in real time. If they aren t using water-saving measures already, they re given suggestions immediately. If they are already using many of CLWA s recommended water efficiency tips, they can be awarded a WaterSmart badge, which can then be used to encourage additional water savings, as explained on the next page. 10

10 CONVERTING INTEREST INTO ACTION ENHANCING CLWA S EXISTING WATER CONSERVATION CAMPAIGNS LEED-style Rewards Water savings = WaterSmart badge. A visitor s WaterSmart badge is their badge of honor for reducing their water consumption. They can even display a small physical badge on their house. This leads to competition between neighbors and neighborhoods a vitally important element if we want to change behavior. Proudly displayed. 11

11 CONVERTING INTEREST INTO ACTION ENHANCING CLWA S EXISTING WATER CONSERVATION CAMPAIGNS Visibility and Integration with CLWA s Programs WaterSmart badges can be shown in a Google Maps overlay. Water Experts can tour neighborhood homeowners associations (HOA) to show the benefits of being Water Smart. The Large Landscape Program can become part of a Neighborhood or HOA WaterSmart Certification. The rewards that CLWA already provides, such as weather-based irrigation controllers and high-efficiency toilet rebates can be pushed first to the community holding WaterSmart badges. 12

12 CONVERTING INTEREST TO ACTION GARDENSOFT WEBSITE LAUNCH In conjunction with Earth Arbor Day in April, SMPA proposes to launch the Agency s upcoming GardenSoft Website and program which will be a perfect accompaniment to the new and improved What s Your Water Number? campaign. The Launch will also create a golden opportunity to develop strategic partnerships and assist in changing public will. It is envisioned that the launch will have two parts one consisting of a virtual open house whereby residents can join the party on the new website with a click of their mouse, and the second during the City of Santa Clarita s Earth Arbor Day event. Thousands of visitors who attend the largest regional Earth Day event at Central Park will be welcomed to a special water conservation area hosted by CLWA and the Family of Water Suppliers. Visitors will learn easy to use tips for water conservation in, and around the home, find out about the new and existing CLWA programs to aid in water conservation, and see first hand the excellent stewardship being provided by CLWA. Visitors will walk away from the event with a special gift of a drought-tolerant plant in a custom container featuring the new GardenSoft website and CLWA branding and tagline. During the website s virtual grand opening, visitors will will be rewarded by having a chance to win a green garden makeover, compliments of a strategic partner (local landscape contractor and/or nursery.) In addition, GardenSoft will be a major component of the City of Santa Clarita s Extreme Neighborhood Makeover Conservation Style program. 13

13 CREATING COMPETITION FOR CONSERVATION EXTREME NEIGHBORHOOD MAKEOVER CONSERVATION STYLE In partnership with the City of Santa Clarita, SMPA proposes to add a new residential landscape water conservation component to the City s award-winning Extreme Neighborhood Makeover program. Originally developed to address code enforcement issues and accompanying blight in neighborhoods throughout the City, the program has evolved into a highly effective neighborhood beautification and safety program. SMPA proposes to add a water conservation component to the Extreme Neighborhood Makeover program, in partnership with the City and its Landscape Maintenance District vendor. In addition to home beautification, Santa Clarita residents will now have access to expert water conservation information, tools and materials that can be used toward achieving the WaterSmart designation of a sliver, gold or platinum Santa Clarita water conscious home. These tools will be available during the makeover events as well as on the CLWA website. It s also natural to reflect the leading neighborhoods on a leaderboard on both the CLWA and city websites, which adds an additional element of competition to the program. 14

14 EXTREME NEIGHBORHOOD MAKEOVER CONSERVATION STYLE CONTINUED The program begins with an invitation-only Neighborhood Block Party, hosted by the City of Santa Clarita. While not all of the homes in the pilot area will have issues, it will take the combined efforts of the entire neighborhood to succeed in the Extreme Neighborhood Makeover program. At the Block Party, members of the City Council, staff, the Sheriff and Fire Departments, non profit organizations, along with licensed contractors and vendors will gather to discuss how the new program can best benefit the entire neighborhood. This is an excellent opportunity to showcase CLWA alongside city and community leaders in a proactive event that garners a tremendous amount of positive media and goodwill. A combination of paid media, earned media, social media and press coverage will be utilized to showcase the positive results of this program. 15

15 COALITION BUILDING & FOSTERING STRONG COMMUNITY RELATIONSHIPS The SMPA team will create a plan to increase awareness in a positive way, while at the same time creating a sense of community. The strategy will include forming and solidifying key relationships and coalitions with local organizations around common issues and opportunities. SMPA will nurture existing community relationships and coalitions, all the while, identifying and developing new relationships aimed at creating change, increasing visibility, and mitigating issues of concern now, and in the future. As we develop coalitions, SMPA, along with CLWA staff will identify what issues may resonate with coalition members and how we can utilize coalition(s) to the greatest advantage. In addition, SMPA will review the extensive list of community events in which CLWA participates and identify additional opportunities to create positive buzz. 16

16 MEDIA RELATIONS & COMMUNITY ENGAGEMENT Engaging the media and the community in the correct way can be a critical tool for enhancing and improving CLWA s reputation and creating transparency between the agency and the constituents it serves. SMPA will strengthen existing, and foster new, relationships with the media and community to create the best environment for CLWA to tell its side of the story and share the facts, interesting stories, ideas and concepts. SMPA will provide comprehensive media training to CLWA leadership and staff, develop a proactive annual editorial calendar and employ multiple strategies to tell the CLWA story. CLWA s Board of Directors, Agency leadership, community leaders and third party endorsers can serve as the voice of the Agency in order to put a face on the issues that will resonate with the target audiences. SMPA will also secure and lead editorial board meetings, develop ghost written opinion editorials ( Op Eds ), guest columns and responses to the infamous Thursday environmental column. In addition, SMPA will develop a speaker s bureau for the agency and secure monthly opportunities in which to tell the CLWA story and utilize CLWA s existing social media tools to push stories on a consistent basis. 17

17 REPORTING AND MEASUREMENT FOR SUCCESS The SMPA team believes the key to a successful communications, social marketing and branding campaign is ongoing reporting and measurement. Regular Meetings - The SMPA team will conduct regular meetings with staff and other representatives to review campaign activities, results, priorities, issues and other items. Activity Reports - The SMPA team will provide monthly activity reports detailing work conducted, outstanding items, resulting media clips and coverage and other similar items to provide a gauge of the work being done and the potential return on investment. Paid Media Reports - The SMPA team will provide monthly summaries of all paid advertising venues, including reach, circulation and other statistics as available from the local advertising entities. Google Analytics & E-news Statistics - The SMPA team will analyze and provide data on traffic to the CLWA website and review what is working, and what can be improved as it relates to outreach activities. We will also analyze, review and make suggestions to improve open and click rates for all Constant Contact e-newsletters. 18

18 PROJECT TEAM The SMPA team is comprised of two local award-wining firms that specialize in creative marketing, coalition building, collateral development, advertising, and the development of strategic partnerships. Stacy Miller Public Affairs, the principal firm for the CLWA proposal, is led by Stacy Miller, who has lived and worked in the Santa Clarita area for over 20 years. Stacy s professional experience in public, private and non-profit government relations, communications, and public relations extends two decades and provides a broad base of expertise that has led multiple organizations and clients to achieve, and surpass their strategic goals. Centric / Agency of Change, headquartered in Newhall, is led Jason Stoddard and Sue Arellano, both long time residents and business owners in the Santa Clarita Valley. Well-known for their marketing successes with both leading local businesses and national companies, Centric has been a powerful change agent in driving awareness, revenues, and results for companies ranging from start-ups to Fortune

19 PROJECT TEAM - STACY MILLER, LEAD Stacy Miller s professional experience in public, private and non-profit government relations, communications, and public relations extends over 20 years and provides a broad base of expertise that has led multiple organizations and clients to achieve, and surpass their strategic goals. Most recently as the President of Stacy Miller Public Affairs, Stacy has developed and led strategic communication, public relations and public affairs efforts on behalf of clients such as the City of Glendale, Glendale Water and Power, Castaic Lake Water Agency, Henry Mayo Newhall Memorial Hospital, Los Angeles Universal Preschool and the Jordan Farmar Foundation. Prior to launching her consulting firm, Stacy developed and implemented a comprehensive External Relations Program for one of the largest early education non-profit organizations in the State of California The Child Care Resource Center (CCRC), an agency with over 500 employees and an annual budget of $120 million. Earlier, as the Intergovernmental Relations Officer for the City of Santa Clarita, the fourth-largest city in Los Angeles County, Stacy ran the city s legislative and governmental affairs program. In that capacity, she advised the city council and city manager on issues related to government affairs, community relations and public policy. She also served as the city s lead spokesperson on matters of local, regional, state and federal significance. Stacy holds a BA in Sociology/Criminology and a MPA in Public Administration. She and her husband have lived in Santa Clarita for over 20 years where they have raised their two children. 20

20 PROJECT TEAM - SUE ARELLANO, MANAGING PARTNER A partner in Centric for 15 years, Sue Arellano is responsible for business development, key accounts and client relationship management for Fortune 500 clients and local clients alike. With an average account retention of 6+ years, Sue and Centric have built rewarding client relationships throughout the Santa Clarita Valley, stewarding the marketing strategies and tactics of local clientele such as Henry Mayo Newhall Memorial Hospital, Bank of Santa Clarita, Valencia Acura and the SCV Auto Dealers Association, and numerous other national B2C and B2B clients such as Intel, Epson, and LA Gear. Sue has also been instrumental in forging strategic partnerships with creative, media and public relations agencies, as well as independent PR, marketing and branding consultants, resulting steady business growth and delivery of complete marketing solutions to shared client companies. Sue brings a strong background of corporate and high tech marketing management experience to Centric, providing insights into the needs of its clients from their side of the desk. Her career history includes global marketing communications management at 3D Systems, marcomms management for Lab Support, and technical specialist work at Applied Research Laboratories. Sue received her BS, Public Health from UCLA. She has been a resident of Santa Clarita for more than 26 years, and is proud to have raised her three boys in this thriving community. 21

21 PROJECT TEAM - JASON STODDARD, CREATIVE STRATEGIST/ DIRECTOR Jason Stoddard is the founder of Centric, a Santa Clarita based, award-winning integrated marketing agency serving local, regional, national, and international clients since In his role of Managing Partner, Strategy, Jason heads strategic conceptualization and leads Centric s creative team for their clients projects and campaigns, driving a focused course and outcome that stems from a single question: What are your goals? With a rich history as engineer, inventor and award-winning science fiction writer, Jason s analytical and visionary skills have been instrumental in conceptualizing, creating, and deploying campaigns for clients ranging from Princess Cruises to Memorex to AARP. Among his many professional accomplishments, Jason s strategic leadership has resulted in such successes as Warner Brothers gaining more $1MM in conventional online results for less than one-tenth of the cost, in Valencia Acura s hugely successful Friendship/ Dealership campaign prominence and national recognition by American Honda, and SRS Labs 18-fold decrease in cost of customer acquisition. A sought-after speaker on social media and emerging marketing, Jason has lectured at such prestigious venues as Harvard University, Directors Guild of America, The Internet Strategy Forum, and Virtual Worlds Europe, and Loyola Marymount University. Prior to Centric, Jason held positions of VP Marketing and VP Engineering for Music Communication Systems, and electronics engineer for Magnavox. He holds a BS, Engineering from California State University, Northridge. 22

22 TASKS AND TIMELINES The SMPA team will take a strategic approach to all tasks and timelines related to the success of CLWA. The SMPA team will have weekly updates with the project manager to keep him/her abreast of all work, timeline's, successes and challenges. Approval of work prior to printing or dissemination will be be obtained in writing by the team. The following is a sequential timeline of how our team will accomplish the CLWA RFP goals. Pre Campaign Research: Survey of Agency Board, Leadership and Staff o Weeks one through four Communications/Materials Assessment and Analysis o Weeks three through seven Campaign Elements Development of a Local Strategic Messaging Platform o Weeks seven through nine Enhancing CLWA s Existing Water Conservation Campaigns o Beginning immediately upon contact approval and continuing through end of contact Developing New Campaigns to Encourage Conservation o Beginning immediately upon contact approval and continuing through end of contact Building Coalitions and Fostering Strong Community Relationships o Beginning at the conclusion of the messaging platform and continuing though project Enhancing and Improving Media Relations and Community Engagement o Beginning at the conclusion of the messaging platform and continuing though project SMPA SMPA SMPA/ Centric SMPA/ Centric SMPA/ Centric SMPA SMPA 23

23 COST PROPOSAL OPTION ONE FIXED FEE SERVICES SMPA Consulting Fees - Monthly Retainer Based on 12 months Flat rate of $7,500 per month Includes all services in RFP Scope of Work...plus on-call strategic communications and media assistance Communications/Materials assessment and analysis Strategy, coordination, production and implementation of new and the revitalization of existing non-paid media campaigns Coalition and community relationship building Enhancing and improving media relations and community engagement SMPA Total $90,000 Centric - Sub Contractor - Creative Services and Paid Media Campaign concepts through production - print and outdoor $15,000 :30 sec TV spot concepts, scripting, storyboarding, digital production $12,000 Media Service Fees planning, placement, trafficking $1,500 Flash microsite creative, deployment $12,000 Annual report design and layout $2,800 Advertising Media Print - Net $11,500 Outdoor - Net $12,000 Cable Television (includes 15% standard agency commission incorporated into cable rates as $16,500 standard practice) Online (Local venues) - Net $5,600 Miscellaneous Hardware/Materials (at cost) Banner stand H/W and output $1,200 Hanging banner - CLWA ID signage $450 Stickers $600 Centric Total $91,150 Total Proposed Annual Project Cost $181,150!!!!! 24

24 OPTION TWO - TASK BASED FEES AND HOURLY RATES Est. Hourly SMPA Consulting Fees - By Task Hours Rate Survey of Agency Board, Leadership and Staff $4, $275 Communications/Materials assessment and $6,462 analysis 23.5 $275 Strategy, coordination, production and implementation of new and the revitalization of $35, per existing non-paid media campaigns month $275 5 per Coalition and community relationship building $15,950 month $275 Enhancing and improving media relations and 10.5 per $35,370 community engagement month $275 SMPA Total: $97,657 Centric - Sub Contractor - Creative Services and Paid Media Est. Cost Est. Hours Hourly Rate Hourly rates by function: Creative Strategy/Creative Direction $8, $200 Graphic Design and Production $6, $150 Digital Strategy $2, $160 Digital Design/Flash Animation/Digital Production $9, $150 Motion Graphics $8, $200 Copywriting (script/advertising/web) $4, $125 Website Programming $6, $160 Media Planning/Buying/Management $3, $125 Project Management $5, $130 Administrative/Clerical $1, $75 Advertising Media Print - Net $11,500 Outdoor - Net $12,000 Cable Television (includes 15% standard agency commission incorporated into cable $16,500 rates as standard practice) Online (Local venues) - Net $5,600 Miscellaneous Hardware/Materials (at cost) Banner stand H/W and output $1,200 Hanging banner - CLWA ID signage $450 Stickers $600 CENTRIC TOTAL $101,710 Total Proposed Annual Cost (If all tasks are selected) $199,367! 25