SUBJECT/RECOMMENDATION:
Title
Approve the Reimagine Clearwater Library Call for Development Concepts Process and authorize staff to implement a targeted marketing and outreach strategy to support the Call for Development Concepts for the Downtown Clearwater Library. (consent)
Body
SUMMARY:
This summary introduces a refined marketing and communications strategy for the Clearwater Library Reimagined: A Cultural Destination initiative (library reimagined initiative), developed in response to Trustee direction and staff feedback from the recent Call for Development Concepts for the library, which initially launched on February 19, 2025. Proposals were accepted from May 21, 2025, through June 20, 2025. During the proposal acceptance period the City Council did not approve any of the concepts submitted and asked staff to bring back the item for further discussion at the December CRA Trustees meeting. CRA Staff are preparing to re-issue the Call for Development Concept in January of 2026 with a refined marketing and communications strategy. The refined strategy builds on lessons learned from the first Call for Development Concepts and will continue to align with the City and CRA’s goal of attracting high-quality redevelopment proposals. The re-tooled approach emphasizes a more targeted outreach, professional recruitment, and intensified marketing support, and enhanced transparency to position the library as a premier cultural destination.
Background
Initially, staff presented to the Trustees at their December 2024 CRA Trustees meeting a request to solicit proposals to repurpose a portion of the Clearwater Main Library to use as an arts and cultural hub. During the 2024 meeting, the Trustees directed staff to modify the Call for Development Concepts to advertise that a portion or all of the library facility may potentially be available for redevelopment. The recruitment and marketing strategy used to generate interest and connect organizations to the project, CRA and City staff cast a very wide net by attempting to connect with over 245 organizations thru emails and phone calls. The types of organizations targeted included, but not limited to, museums, arts and cultural organizations, associations, developers, contractors, and other entities associated with arts and cultural developments. When proposals were received in September of 2025 the results were not as expected. Based on feedback from the Trustees, City departments, and external stakeholders several issues were identified such as gaps in marketing, poor prospect engagement, lack of clarity with sales pitch, and project visibility to name a few. More specifically the feedback received identified the need for more detailed follow-up and better prospect tracking using a Customer Relationship Management (CRM) system, and more proactive recruitment efforts to sell the vision to potential prospects. Additionally, staff has identified more resources to consider for collaboration such as the American Alliance of Museums, the American Library Association and consultants in the museums/cultural programming space.
Lessons Learned
This updated strategy builds on insights gained throughout the initial solicitation period and from the CRA’s digital marketing analytics. The LinkedIn campaign results, along with broader marketing observations, offer valuable guidance to refine outreach efforts, strengthen lead development, enhance public confidence, and support the submission of high-quality proposals for Trustee consideration during the 2026 solicitation window.
Campaign data showed strong overall visibility (359,208 people reached and 660,488 impressions), with opportunities to enhance engagement that leads to meaningful follow-through (247 clicks). These insights suggest that moving forward, direct outreach to decision-makers at museums, cultural institutions, and development entities will be more effective than broad-based awareness efforts.
The cost per key result ($2.78) reflects efficient visibility, and the engagement trends indicate an opportunity to refine messaging to better highlight the project’s value proposition. Enhancing the clarity of the cultural vision, available space, incentives, and Charter-compliant uses will better support partners in evaluating the opportunity and encourage deeper inquiry.
Feedback from industry consultants and campaign data both indicate that cultural partners often require 6-9 months of early communication, and the actual development would take several years to plan, design, construct, and open new reimagined activation in the library. These insights support the benefit of an extended proposal window, structured follow-up, and regular engagement touchpoints with prospective partners.
The campaign reached a broad range of industries and professional roles. Moving forward, the strategy will focus more closely on organizations aligned with cultural redevelopment-such as museums, foundations, academic institutions, and arts-development partners-and will expand engagement with industry networks such as AAM and ALA.
The campaign provided significant visibility but limited detailed data on individual engagement pathways. Incorporating consistent use of Bludot or other similar CRM tracking tools will help track contacts, streamline follow-up, and improve transparency for Trustees and City leadership.
Marketing and consultant insights point to the value of additional professional expertise-including marketing, PR, and brokerage partners-to refine outreach, broaden national exposure, and strengthen the project’s overall positioning within the cultural and development sectors.
The campaign showed that while awareness was widespread, stakeholders benefit from clear, accessible information and a transparent process. Providing visible timelines, consistent updates, and accessible materials will support public confidence and ensure that the redevelopment opportunity is well understood by both community members and potential partners
Market Awareness and Elevated Responses
• Strategic Positioning: Market the library site as a unique cultural opportunity within the downtown and a revitalized waterfront.
• Targeted Engagement: Focus outreach on decision-makers at high-value institutions and development investors in the museum, arts, and cultural realm.
• Scope Clarity: Clearly define available space, lease terms, incentives, and Charter-compliant uses.
Next Steps
To successfully advance a new and ensure well-coordinated, process staff will implement the following strategic actions focused on project definition, enhanced marketing, strengthened communication, potential consultant support (e.g. marketing firm), and improved proposal evaluation procedures:
• Refine scope by better defining for library use and potential available space.
• Prepare high-quality marketing materials that clearly communicate the project vision.
• Explore partnering with consultation services to aid with the initiative for improved submission of better-quality proposals.
• Clear communication protocols for proposing parties and staff training on value proposition and marketing pitch.
• Conduct periodic follow-up to continue effective marketing and outreach efforts.
• Manage library marketing correspondence in Bludot
• Provide monthly updates to Trustees on potential prospect feedback, for instance if more time or data is required to allow them to submit a successful proposal.
Trustee feedback will guide final refinements before implementation begins in January 2026.
By investing in a targeted, professional marketing strategy and addressing prior outreach challenges, the city can attract high-quality proposals and increase public trust in the redevelopment process.
STRATEGIC PRIORITY:
