SUBJECT/RECOMMENDATION:
Title
Approve the Downtown Development Board Marketing and Public Relations Initiative and Authorize the CRA Executive Director or Designee to Procure Services for a not to exceed amount of $50,000.
Body
SUMMARY:
This memorandum provides a follow-up to the Downtown Development Board’s (DDB) discussion at its September 15, 2025, meeting, where the Board expressed interest in engaging a professional marketing and public relations (PR) firm to more strategically market, brand, and promote Downtown Clearwater. This consideration comes at a pivotal time, as major public and private construction projects may temporarily impact accessibility and public perception within the downtown core and surrounding areas. Downtown is already home to significant regional draws such as Coachman Park and The BayCare Sound, and the area continues to experience growing activity, new businesses, and steady public investment. However, as additional construction and redevelopment projects advance over the next several years, a more strategic, brand-driven marketing program is now needed to sustain momentum, reinforce downtown as a destination, highlight ongoing progress, and support local businesses throughout construction cycles. The DDB has historically supported downtown activation primarily through event sponsorships, and while this approach has generated strong participation, a coordinated, year-round marketing and PR strategy is essential to maintain positive visibility and attract continued investment.
On September 15, 2025, the DDB provided direction for staff to:
1. Explore the option of contracting a professional marketing and/or PR firm to support downtown branding and promotion.
2. Review comparable partnerships from other Florida Downtown Development Authorities (DDAs), Downtown Development Boards (DDBs), Business Improvement Districts (BIDs), and Community Redevelopment Agencies (CRAs).
3. Present research findings, sample scopes of work, and recommended next steps for Board consideration.
Based on this direction, staff conducted further review and coordinated with the City Manager’s Office and the Public Communications (PC) Department. The City Manager has confirmed support for this initiative and directed staff to begin soliciting pricing. The PC Department provided additional guidance noting that:
• Existing advertising dollars within the PC budget may be used for ad placements supporting downtown initiatives.
• A monthly retainer model-with cancellation flexibility-would allow performance to be evaluated after several months and discontinued with notice if needed.
• Staff will actively gather quotes from qualified firms (local preferred) capable of supporting branding, marketing, and PR services.
• The goal is to have support in place before December 31.
• Staff have begun developing preliminary directional concepts such as “Imagine Clearwater 2.0 - Beyond the Bluff” and “Imagine Clearwater 2.0 - Beyond Coachman” to provide a foundation for creative development once a firm is selected.
These updates strengthen the feasibility of advancing this initiative promptly, with the DDB continuing to serve as the lead decision-making and funding body.
This memorandum outlines:
• Feasibility and recommended structure for retaining a professional firm
• DDB and CRA roles in funding and implementation
• Best practices from other downtown organizations
• Benefits, considerations, and potential cost ranges
• Proposed Marketing and Public Relations Firm Scope of Services
The DDB would serve as the lead funder and oversight body for this initiative, focused primarily on the downtown core and within the DDB district boundary. If allowable under city procurement rules, the CRA may participate in future phases by co-funding broader storytelling efforts that extend beyond the DDB boundary, helping ensure consistent messaging across the entire redevelopment area.
DRAFT SCOPE OF SERVICES
1. Objectives
• Create a unified and compelling downtown brand that reflects Clearwater’s distinctive character and vision.
• Promote the downtown core and DDB district as the primary target area.
Collaborate with the CRA and City departments, including PC, to extend messaging throughout the broader CRA district.
• Increase visitation, spending, and investment within the downtown.
• Highlight redevelopment opportunities and underperforming blocks.
• Celebrate business milestones and local success stories.
2. Core Services
A. Marketing Strategy and Brand Development
• Conduct brand and market research.
• Develop a comprehensive visual identity system.
• Produce an integrated annual marketing plan.
• Create brand guidelines and templates.
B. Digital Marketing and Content Creation
• Develop high-quality video, photography, and narrative storytelling.
• Maintain or enhance a downtown website or microsite.
• Provide analytics dashboards and KPIs.
C. Public Relations and Media Relations
• Develop media kits and outreach plans.
• Secure earned media coverage.
• Draft press releases and talking points.
• Provide monthly reporting on media coverage and sentiment.
D. Event and Partnership Marketing
• Promote DDB-funded and CRA-supported events.
• Collaborate with cultural institutions, merchants, and partner organizations.
• Support activation programs such as the Downtown Block Party Pilot Program.
E. Area and Business Promotion
• Develop targeted campaigns for redevelopment sites and opportunity areas.
• Drive visitation to areas experiencing reduced activity.
F. Reporting and Performance Evaluation
• Provide quarterly performance dashboards.
• Offer post-campaign evaluations and recommendations.
• Present biannual progress updates to the DDB and CRA Boards.
3. Deliverables
• Comprehensive marketing and PR strategy
• Annual marketing calendar and asset library
• Quarterly and annual performance reports
• Brand guidelines and templates
4. Term and Budget
• Initial Term: One year, with up to two optional one-year renewals upon DDB approval.
• Estimated Annual Budget: $50,000, subject to scope and final appropriation.
APPROPRIATION CODE AND AMOUNT:
Funding for this initiative will be available in FY 25/26, DDB Marketing category of the budget - 1829411-558600
STRATEGIC PRIORITY:
1.1 Provide evidence-based measurement tools to continually guide municipal performance and promote accountable governance.
1.5 Support neighborhood identity through services and programs that empower community pride and belonging.
2.2 Promote Clearwater as a premier destination for entertainment, cultural experiences, tourism, and national sporting events.
2.3 Cultivate a business climate that welcomes entrepreneurship, inspires local investment, supports eco-friendly enterprises, and encourages high-quality job growth.
3.1 Support neighborhood identity through services and programs that empower community pride and belonging.
3.3 Promote Marketing and outreach strategies that encourage stakeholder engagement, enhance community education, and build public trust
