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HomeMy WebLinkAboutC34640 - Fiscal Year 2015 - 2016 - Marketing ServicesContract NO. C34640 CITY OF PALM DESERT STAFF REPORT REQUEST: AWARD CONTRACT NO. C34640 TO H & L PARTNERS TO PROVIDE MARKETING SERVICES FOR FISCAL YEAR 2015/16 SUBMITTED BY: Donna Gomez, Tourism & Marketing Manager CONTRACTOR: H & L Partners DATE: July 9, 2015 CONTENTS: Contract No. C34640 H & L Partners Proposal Recommendation By Minute Motion: 1. Concur with the Marketing Committee's recommendation and award Contract No. C34640 to H & L Partners for marketing services; and 2. Authorize the Mayor to execute the agreement on behalf of the City. Executive Summa Staff recently released a request for proposals for marketing services as required by the expiration of our contract with Off Madison Ave on June 30, 2015. A total of 13 proposals were received and each was thoroughly reviewed and evaluated by a committee of five. The top four scoring agencies were asked to make presentations before the Marketing Committee at its meeting of May 19, 2015. At the Committee's June meeting it unanimously recommended contracting with H & L Partners for marketing services for fiscal year 2015/16. Background The Request for Proposals process generated thirteen responses from agencies around the country. Proposals were reviewed thoroughly by a committee and evaluated in the following areas: • Strategy and vision for the Palm Desert brand • Experience, competence, and capacity for performance • Creativity • Price • Past performance and experience with travel and tourism clients and/or city government • Ability to provide all services outlined within the Request for Proposals Staff Report Marketing Services July 9, 2015 Page 2 of 3 Contract No. C34640 The following summarizes the agencies submitting proposals and their associated costs for annual retainer amounts. 2 Media, San Diego $98,400 The Agency, Camarillo $106,000 Civilian, San Diego $137,700 Cord Media, Palm Desert $299,880 The Desert Sun, Palm Springs $75,000 FG Creative, Palm Desert $108,000 H & L Partners, St Louis/San Francisco $108,000 Ignited, El Segundo $168,000 JNS Media Specialists, La Quinta media buying only) commission Mental Marketing, Templeton $225,000 Off Madison Ave, Phoenix $184,500 Perce tiv, Glendale $255,000 RKR, Temecula $90,000 The committee selected Off Madison Ave, Perceptiv, Civilian, and H & L Partners as the top four agencies and requested presentations by each. After receiving presentations, extensive discussion, additional research, reference checking, and two meetings the Marketing Committee voted unanimously (6-0) to recommend contracting with H & L Partners based on their relevant experience, expertise, and familiarization with tourism marketing, tracking and analytics abilities, competitive pricing, and their strong emphasis on return on investment. The complexity and ever -changing environment of the marketing industry requires the expertise of an agency made up of specialists in a variety of fields. H & L Partners has a proven track record with tourism accounts and clients of comparable size. H & L Partners is a full -service advertising agency specializing in tourism marketing and offering a wide variety of services including strategic counsel, online marketing research, both digital and traditional advertising, as well as monitoring and analysis of advertising buys, pay -per -click and search engine optimization. H & L Partners will produce and distribute a monthly e-newsletter on the City's behalf. They will also provide monthly reports for each initiative and recommend areas for improvement while making cost efficiency and effectiveness a priority. H & L Partners proposes a monthly service fee of $9,000 which includes the following services: • Strategic Planning • Account/Brand Management • Media management and reporting (placing ads, monitoring effectiveness, making adjustments, etc.) • Pay -Per -Click management, adjustments, and reporting • Production and distribution of monthly e-newsletter Hard costs associated with online advertising placement, search engine optimization (SEO), and pay -per -click (PPC) will not be included in the monthly service fee and are included within the marketing department's budget request for fiscal year 2015/16 under "media buys" at approximately $500,000. H & L Partners will offer creative and production services outside the scope of the contract at an hourly or per project rate. G \I' -con Uevclopment\Donna Gomez\Stall Reports\H & I. Partners Contract FYI 5-16 doc Contract No. C34640 Staff Report Marketing Services July 9, 2015 Page 3 of 3 Staff is confident that H & L Partners will provide exemplary services and results on behalf of the City of Palm Desert and its marketing program. It recommends contracting with H & L Partners for marketing services for a one year period, fiscal year 2015/16. Fiscal Analysis Approval of this contract would ensure continued exposure for Palm Desert as a tourism destination in a variety of marketing/advertising venues. This contract would impact the general fund by $108,000 exclusive of media buys, production, public relations, and creative expenses. Funds have been budgeted for this purpose and are available in Account No. 1104417- 4309000. Submitted By: Donna Gomez Tourism & Frketing Manager �/ f.j Paul ibson Dire or of Finance Approval: bon M. Wohlmuth, City Manager �(/ 'g� Martin Alvarez Director of Economic Development Rudy Acosta Assistant City Manager G'1con Uevelopment\Uonna Gomcz\Staff Repons`d 1 & 1. Partners Contract FYI 5-16.doe Contract No. C34640 MARKETING SERVICES AGREEMENT This Marketing Services Agreement ("Agreement") is entered into this 10th day of July, 2015, by and between the CITY OF PALM DESERT, a municipal corporation, ("CITY") and H & L PARTNERS, hereinafter referred to as ("AGENCY"). The CITY and AGENCY are sometimes collectively referred to as "Parties" and individually referred to as "Party." The Agreement is made in light of the following recitals: RECITALS A. CITY desires to engage AGENCY to prepare, develop, and implement certain advertising and marketing programs for the CITY. B. AGENCY desires to strategize, prepare, develop, and implement such programs for the CITY. NOW, THEREFORE, in consideration of the mutual promises set forth herein, and in light of the above Recitals, which are hereby made a part of this Agreement, the Parties hereby agree as follows: AGREEMENT 1. Term. The term of this Agreement shall commence on August 1, 2015, and end on June 30, 2016, and may be renewed for two additional one-year periods at the option of the City under the same terms and conditions and at the same rates. In all cases, the Agreement renewals shall be approved annually by the City Council and sufficient appropriations shall have been made for the particular fiscal year for which the renewal is sought. 2. Scope of Services. Subject to the terms and conditions of this Agreement, AGENCY shall conduct marketing tactics, analysis and program implementation including, but not limited to: Digital Services a. Provide strategic counsel and consulting services related to the City of Palm Desert's digital programming. b. Plan, coordinate, and oversee all advertising/marketing efforts including, but not limited to, digital media placement recommendations, creative development for CONTRACT NO. C34640 digital insertions, optimizations, reporting, third party ad verification (impressions, clicks and conversions), and otherwise ensure proper execution of digital advertising campaign. c. Develop a strong and diversified media program that serves to promote Palm Desert on a variety of digital mediums in order to reach its identified target geographic and demographic markets as well as attract new markets. Geographic areas currently include Southern California, Pacific Northwest, Western Canada, and the Mid West. d. Develop an annual budget that includes a strategic digital media plan and account management in accordance with the guidelines established by the City and its Marketing Committee. e. Improve the volume and quality of traffic to the City's website via search engine optimization efforts. Analyze results, optimize based on those results, and report results monthly. f. Pay -per -click management, recommendations, optimization, and reporting including, but not limited to Google and Bing. g. Design, develop, manage and deploy a monthly e-newsletter including design, content development, database management, distribution, tracking and optimizations. h. Ensure that all work performed on behalf of the City of Palm Desert be billed to the City at net amounts. i. Work closely with members of City staff, Marketing Committee, as well as other City contractors and vendors including attending a minimum of one Marketing Committee meeting per year in order to present program results. j. Plan, organize, and oversee special requests or projects assigned by the City. This could include special event branding and development of supporting marketing materials (e.g. First Weekend Palm Desert). It may be necessary to provide scope and estimate if outside of retainer allowance. k. Establish acceptable timetables for all marketing, advertising, and special projects produced on behalf of the City. I. Evaluate all media proposals submitted to the City and issue recommendations based on cost, validity, and perceived benefits to the marketing/advertising objectives of the City. 2 CONTRACT NO. C34640 m. Provide monthly reports summarizing project activities and achievements of all services outlined in this scope of work. More extensive quarterly reports may also be required. n. Submit detailed invoices to include the projects and services worked on or completed with supporting documentation for the previous month's activities. o. Minimal website maintenance/management may be required (tourism site is currently built in Roby on Rails with a custom CMS). Media Buying a. Provide strategic counsel and consulting services related to the City of Palm Desert's traditional advertising programming. b. Plan, coordinate, and oversee all advertising/marketing efforts including, but not limited to, traditional media placement recommendations, reporting, insertion verification, and otherwise ensure proper execution of advertising campaign. Seek to maximize added value opportunities. c. Develop a strong and diversified media program that serves to promote Palm Desert in a variety of geographic areas in order to reach its identified target demographic markets as well as attract new markets (see FY 2014/15 Marketing Plan for specifics). d. Develop an annual budget that includes a strategic media plan and account management in accordance with the direction provided by the City and its Marketing Committee. e. Develop, manage and deploy programs that support digital efforts and encourage use of Palm Desert digital resources (e.g. website, Facebook, etc). f. Ensure that all work performed on behalf of the City of Palm Desert be billed to the City at net amounts. g. Work closely with members of City staff, Marketing Committee, as well as other City contractors and vendors including attending a minimum of one Marketing Committee meeting per year to present program results. h. Plan, organize, and oversee special requests or projects assigned by the City. This could include development of a media plan for a city -sponsored special event. 3 CONTRACT NO. C34640 i. Establish acceptable timetables for all marketing, advertising, and special projects produced on behalf of the City. j. Evaluate all proposals submitted to the City and issue recommendations based on cost, validity, and perceived benefits to the marketing/advertising objectives of the City. k. Provide monthly reports summarizing project activities and achievements of all services outlined in this scope of work. Extensive quarterly reports may be required. Submit detailed invoices to include the projects and services worked on or completed with supporting documentation for the previous month's activities. If for any reason one or more of the above listed items are found to be unnecessary during the course of this agreement, CITY reserves the right to adjust fees, including the AGENCY's monthly fee, and reapply those fees to either an alternate item contained within the Scope of Work or a special project as determined by CITY. Agency shall not commence work under this Agreement until it has provided evidence satisfactory to the City that it has secured all insurance required under this section. In addition, Agency shall not allow any subconsultant to commence work on any subcontract until it has provided evidence satisfactory to the City that the subconsultant has secured all insurance required under this section. Without limiting Agency's indemnification of City, and prior to commencement of Work, Agency shall obtain, provide and maintain at its own expense during the term of this Agreement, policies of insurance of the type and amounts described below and in a form satisfactory to City. 3. Insurance: General Liability insurance: Agency shall maintain commercial general liability insurance with coverage at least as broad as Insurance Services Office form CG 00 01, in an amount not less than $1,000,000 per occurrence, $2,000,000 general aggregate, for bodily injury, personal injury, and property damage, including without limitation, blanket contractual liability. Defense costs shall be paid in addition to the limits. The policy shall contain no endorsements or provisions limiting coverage for (1) contractual liability; (2) cross liability exclusion for claims or suits by one insured against another; or (3) contain any other exclusion contrary to the Agreement. Automobile Liability Insurance: Agency shall maintain automobile insurance at least as broad as Insurance Services Office form CA 00 01 covering bodily injury and property damage for all activities of the Agency arising out of or in connection with n CONTRACT NO. 04640 Work to be performed under this Agreement, including coverage for any owned, hired, non -owned or rented vehicles, in an amount not less than $1,000,000 combined single limit for each accident. Professional Liability (Errors & Omissions) Insurance: Agency shall maintain professional liability insurance that covers the Services to be performed in connection with this Agreement, in the minimum amount of $1,000,000 per claim and in the aggregate. Any policy inception date, continuity date, or retroactive date must be before the effective date of this agreement and Agency agrees to maintain continuous coverage through a period no less than three years after completion of the services required by this agreement. Covered professional services shall specifically include all work to be performed under the Agreement and delete any exclusions that may potentially affect the work to be performed (for example, any exclusions relating to lead, asbestos, pollution, testing, underground storage tanks, laboratory analysis, soil work, etc.). If coverage is written on a claims -made basis, the retroactive date shall precede the effective date of the initial Agreement and continuous coverage will be maintained or an extended reporting period will be exercised for a period of at least three (3) years from termination or expiration of this Agreement. Workers' Compensation Insurance: Agency shall maintain Workers' Compensation Insurance (Statutory Limits) and Employer's Liability Insurance (with limits of at least $1,000,000). Agency shall submit to City, along with the certificate of insurance, a Waiver of Subrogation endorsement in favor of the City of Palm Desert, its officers, agents, employees and volunteers. Other provisions or requirements Insurance for Subconsultants: All Subconsultants shall be included as additional insureds under the Agency's policies, or the Agency shall be responsible for causing Subconsultants to purchase the appropriate insurance in compliance with the terms of these Insurance Requirements, including adding the City as an Additional Insured to the Subconsultant policies. Agency shall provide to City satisfactory evidence as required under Insurance Section of this Agreement. Proof of Insurance: Agency shall provide certificates of insurance to City as evidence of the insurance coverage required herein, along with a waiver of subrogation endorsement for workers' compensation. Insurance certificates and endorsement must be approved by City's Risk Manager prior to commencement of performance. The certificates and endorsements for each insurance policy shall be signed by a person authorized by that insurer to bind coverage on its behalf. Current certification of insurance shall be kept on file with City at all times during the term of this contract. City reserves the right to require complete, certified copies of all required insurance policies, at any time. 9 CONTRACT NO. C34640 Duration of Coverage: Agency shall procure and maintain for the duration of the contract insurance against claims for injuries to persons or damages to property, which may arise from or in connection with the performance of the Work hereunder by Agency, his agents, representatives, employees or subconsultants. City's Rights of Enforcement: In the event any policy of insurance required under this Agreement does not comply with these specifications or is canceled and not replaced, City has the right but not the duty to obtain the insurance it deems necessary and any premium paid by City will be promptly reimbursed by Agency or City will withhold amounts sufficient to pay premium from Agency payments. In the alternative, City may cancel this Agreement. Acceptable Insurers: All insurance policies shall be issued by an insurance company currently authorized by the Insurance Commissioner to transact business of insurance in the State of California, with an assigned policyholders' Rating of A- (or higher) and Financial Size Category Class VI (or larger) in accordance with the latest edition of Best's Key Rating Guide, unless otherwise approved by the City's Risk Manager. Waiver of Subrogation: All insurance coverage maintained or procured pursuant to this agreement shall be endorsed to waive subrogation against the City of Palm Desert, its elected or appointed officers, agents, officials, employees and volunteers or shall specifically allow Agency or others providing insurance evidence in compliance with these specifications to waive their right of recovery prior to a loss. Agency hereby waives its own right of recovery against the City of Palm Desert, and shall require similar written express waivers and insurance clauses from each of its subconsultants. Enforcement of Contract Provisions (Non Estoppel): Agency acknowledges and agrees that any actual or alleged failure on the part of the City to inform Agency of non-compliance with any requirement imposes no additional obligations on the City nor does it waive any rights hereunder. Primary and Non -Contributing Insurance: All insurance coverages shall be primary and any other insurance, deductible, or self-insurance maintained by the indemnified parties shall not contribute with this primary insurance. Policies shall contain or be endorsed to contain such provisions. Requirements Not Limiting: Requirements of specific coverage features or limits contained in this Section are not intended as a limitation on coverage, limits or other requirements, or a waiver of any coverage normally provided by any insurance. Specific reference to a given coverage feature is for purposes of clarification only as it pertains to a given issue and is not intended by any party or insured to be all inclusive, or to the exclusion of other coverage, or a waiver of any type. CONTRACT NO. C34640 Notice of Cancellation: Agency agrees to oblige its insurance agent or broker and insurers to provide to City with a thirty (30) day notice of cancellation (except for nonpayment for which a ten (10) day notice is required) or nonrenewal of coverage for each required coverage. Additional Insured Status: General liability, Automobile Liability, and if applicable, Pollution Liability, policies shall provide or be endorsed to provide that the City of Palm Desert and its officers, officials, employees, and agents shall be additional insureds with regard to liability and defense of suits or claims arising out of the performance of the Agreement, under such policies. This provision shall also apply to any excess liability policies. City's Right to Revise Specifications: The City reserves the right at any time during the term of the contract to change the amounts and types of insurance required by giving the Agency ninety (90) days advance written notice of such change. If such change results in substantial additional cost to the Agency, the City and Agency may renegotiate Agency's compensation. Self -Insured Retentions: Any self -insured retentions must be declared to and approved by City. City reserves the right to require that self -insured retentions be eliminated, lowered, or replaced by a deductible. Self-insurance will not be considered to comply with these specifications unless approved by City. Timely Notice of Claims: Agency shall give City prompt and timely notice of claims made or suits instituted that arise out of or result from Agency's performance under this Agreement, and that involve or may involve coverage under any of the required liability policies. Safety: Agency shall execute and maintain its work so as to avoid injury or damage to any person or property. In carrying out its Services, the Agency shall at all times be in compliance with all applicable local, state and federal laws, rules and regulations, and shall exercise all necessary precautions for the safety of employees appropriate to the nature of the work and the conditions under which the work is to be performed. Additional Insurance: Agency shall also procure and maintain, at its own cost and expense, any additional kinds of insurance, which in its own judgment may be necessary for its proper protection and prosecution of the work. 4. Compensation. Prior to performing any services or furnishing any material contemplated by this Agreement to be undertaken and furnished by AGENCY, the CITY or its designee, after conferring with AGENCY, shall authorize the services rendered and materials to be furnished, the agreed compensation to be paid for these services, the manner of payment, the description of the estimate of reimbursable expense, and such other matters as may be deemed proper. Subject CONTRACT NO. C34640 to the limitations and provisions set forth in this Section, the CITY shall compensate and reimburse AGENCY as follows: a. The CITY will pay AGENCY a monthly fee of $9,000.00 to cover services outlined in Section 1. The Parties estimate that AGENCY will provide an average of approximately seventy (70) hours per month of services; the actual number of hours provided in a given month may be more or less than seventy (70), but over the 12 month period of the Agreement, hours of services shall not exceed eight hundred (850). b. Any work outside the scope contained in this Agreement, including but not limited to public relations services, design work, video production, etc. will be determined by an agreed upon project fee. c. AGENCY will purchase online media at the lowest rate available. All billings will be submitted at net costs for payment by the CITY. AGENCY will not markup billings or receive commissions. d. CITY shall pay AGENCY the fee as outlined in Section 3a at the beginning of each month for the prior month. Each invoice shall contain, in reasonable detail, the projects and services worked on and rendered with supporting documentation or reimbursable costs and expenses for the previous month's activities. Payment and reimbursement will be made in due course of payment by the CITY. e. AGENCY shall keep full and accurate books of accounts and records and other pertinent data in accordance with generally accepted accounting principles reflecting all transactions contemplated by this Agreement. 5. Termination. Either Party may terminate this Agreement at any time by giving the other Party thirty (30) days written notice of its intent to terminate, provided, however, the CITY's obligation to compensate and reimburse AGENCY for services rendered or materials furnished or contracted for as of the date of notification by either Party of the election to terminate, shall continue in accordance with the terms herein. 6. Owner of Work. Once Agency is paid in full, all art work, advertisement of any form, online content, or other materials ("Advertising Materials") shall be property of the CITY subject to any third party ownership and/or use restrictions. AGENCY specifically transfers any "right of reproduction" as defined by California Civil Code CONTRACT NO. C34640 Section 982 and Section 988 to the CITY and its assigns. Advertising Materials are governed by the following Selections: a. To the extent applicable, AGENCY agrees that all Advertising Materials created for the CITY are considered "work made for hire" as defined in the United States Copyright Act, Title 17, United States Code. Notwithstanding the foregoing, AGENCY may use and disseminate any Advertising Materials developed by AGENCY for the CITY to promote AGENCY, including disclosure of the Parties' relationship to others, work performed, and projects developed and/or implemented. b. Notwithstanding the foregoing, all software applications, databases, computer programs (including source code and object code for any such programming), and executable code (collectively "Code") as well as other creative content and materials in existence prior to this Agreement (or created outside the scope of this Agreement) and all Code or portions thereof developed or provided by AGENGY hereunder, excluding any materials provided by the CITY ("Agency Property"), shall remain the sole and exclusive property of AGENCY. Upon full payment of all sums due and owing to AGENCY, AGENCY hereby grants a fully paid -up perpetual, non-exclusive, non -transferable license to the CITY to use internally and only for the benefit of the CITY such Agency Property solely as integrated into the Advertising Materials. For clarity, it is understood the AGENCY shall own all modifications, improvements or enhancements to the Agency Property and any and all Code utilized by AGENCY, or made available by AGENCY for use by the CITY, that is not integrated within the Advertising Materials, may not be used by the CITY after the term of this Agreement except pursuant to a separately negotiated license agreement. c. Notwithstanding the foregoing, any Advertising Materials prepared or proposed by AGENCY but not produced and published or broadcast within the term of this Agreement, and any Advertising Materials prepared or proposed by AGENCY and rejected by the CITY, shall remain property of AGENCY, which shall have the right to use same as it sees fit, including use for any other client, provided such use shall not involve the release of any confidential information regarding the CITY's business or methods of operation. 7. Confidentiality. Each Party (the "Recipient") shall take reasonable steps to protect proprietary and confidential information and materials (hereinafter "Confidential Information") provided by the other Party or its representatives (the "Discloser") from improper disclosure. Confidential Information shall not include information previously 9 CONTRACT NO. C34640 known to Recipient or materials to which Recipient had access prior to the provision of such information or materials by Discloser; information or materials that are now or later become publicly known; or information or materials provided to Recipient by a third Party not bound by a duty of confidentiality to Discloser. Recipient shall inform Discloser of all inquiries into or requests for Discloser's Confidential Information by third parties and shall disclose Confidential Information to such third parties only when legally compelled to do so and after notice to Discloser, or when so permitted or instructed by Discloser. Notwithstanding any other provision of this Agreement, Confidential Information shall not include any CITY information or material that is not conspicuously marked as Confidential Information upon delivery to AGENCY. Further the CITY acknowledges that the media rates negotiated by AGENCY on behalf of the CITY are protected by AGENCY as trade secrets and are not generally known by the public or AGENCY's competitors. The disclosure of rate information to third parties, including but not limited to any advertising agency or media planning or buying service, or discussions of these rates with the media by the CITY, may cause the media to withdraw the rates. AGENCY also agrees to maintain adequate books and records all works in progress throughout the duration of this Agreement. Said books and records shall be and remain the property of the CITY upon the expiration or earlier termination of this Agreement. Within five (5) days of any expiration or earlier termination of this Agreement, AGENCY agrees that it shall provide the CITY with the aforementioned books and records. 8. Mutual Indemnification. Except to the extent caused by a Party's (the "Indemnifying Party") negligence or willful misconduct, the Indemnifying Party hereby indemnifies and holds the other Party (the "Indemnified Party") harmless for any loss, costs (including all reasonable attorneys' fees) or damage suffered by the Indemnified Party due to, or related to, an material or information furnished by the Indemnifying Party; materials and/or projects developed by the Indemnified Party in any advertising or public relations; other material or projects developed for the Indemnifying Party; or any claims made against the Indemnified Party by a present or former employee of the Indemnifying Party due to or related to the Indemnifying Party's investigation or interviewing of such employee, and the results thereof, for the project. 10 CONTRACT NO. C34640 9. Notices. Whenever it shall be necessary for either Party to serve notice on the other regarding this Agreement, such notice shall be served either in person, by certified mail, return receipt requested to the addresses below. CITY: City of Palm Desert 73-510 Fred Waring Dr. Palm Desert, CA 92260 ATTN: City Manager AGENCY: H & L Partners 30 Maryland Plaza St. Louis, MO 63108 ATTN: Mark Schaeffer Such notice shall be deemed made when personally delivered or when mailed, forty- eight (48) hours after deposit in the U.S. Mail, first class postage prepaid and addressed to the Party at its applicable address. Actual notice shall be deemed adequate notice on the date actual notice occurred, regardless of the method of service. 10. Legal Costs. In the event of any legal action between the CITY and AGENCY arising out of the obligations of the Parties pursuant to this Agreement, the prevailing Party will be entitled to payment of its costs and expenses, including its attorneys' fees. 11. Binding Effect: Successors. AGENCY shall not assign or transfer, either directly or by operation of law, this Agreement or any interest herein without the prior written consent of the CITY, which may be given in the CITY's sole and absolute discretion. Any attempt to do so shall be null and void, and any assignees or transferees shall acquire no right or interest by reason of such attempted assignment or transfer. This Agreement shall bind and inure to the benefit of the Parties and their respective heirs, legal representatives, successors and assigns and all of the Parties thereto shall be jointly and severally liable hereunder. 12. Counterparts. This Agreement may be executed in counterparts each of which shall be deemed an original and all of which together shall constitute one and the same instrument which shall be binding upon the Parties notwithstanding that the Parties may not be signatories to the same counterpart or counterparts. The Parties may integrate their respective counterparts by attaching the signature pages of each separate counterpart to a single counterpart. 11 CONTRACT NO. C34640 13. Further Assurances. Whenever requested to do so by the other Party, each Party shall execute, acknowledge, and deliver any further conveyances, assignments, confirmations, satisfactions, release, powers of attorney, instruments of further assurance, approvals, consents, and any further instruments or documents that are necessary, expedient, or proper to complete anything contemplated by this Agreement. In addition, each Party shall do any other acts and execute, acknowledge, and deliver any requested documents in order to carry out the intent and purpose of this Agreement. 14. Modifications. All modifications to the Agreement must be in writing and signed by the Parties. 15. Third -Party Rights. Nothing in this Agreement, express or implied is intended to confer upon any person, other than the Parties and their respective successors and assigns, any rights or remedies. 16. Governing Law; Choice of Venue. This agreement shall be governed and construed in accordance with California law. Venue shall be Riverside County. 17. Severability. If any provision of the Agreement becomes or is declared by a court to be illegal, unenforceable or void, that clause will be omitted and the remainder of the Agreement will continue in full force and effect. Such holding shall in no way affect the validity or enforceability of this Agreement. 18. Entire Agreement. This Agreement is the agreement between the Parties and supersedes any prior or contemporaneous representations, understandings or agreements, whether written or oral. 19. Non -Solicitation of AGENCY Employees. CITY agrees that during the term of this Agreement and for a twelve (12) month period following any termination of this Agreement, CITY will not, either directly or indirectly, on its own behalf or on behalf of its affiliates or other solicit, employ, manage, divert or hire away, or attempt to solicit, divert or hire away any person who is (or was at any time during the term of this Agreement or such twelve (12) month period following) employed, contracted or consulting with the AGENCY. The obligations of this Section shall survive the termination of this Agreement. 12 CONTRACT NO.C34640 IN WITNESS WHEREOF, the Parties have caused this Agreement to be executed by their respective authorized officers or representatives as of the date and year first above written. H & L PARTNERS as Mark Schaeffer, President Date: (Signature must be notarized) CITY OF PALM DESERT A Municipal Corporation Susan Marie Weber, Mayor Date: ATTEST: Rachelle D. Klassen, City Clerk 13 tr•: - 3, £a I i i I- • CITY OF PALM DESERT TOURISM /� P R O P O S A L 2015 • • PARTNERS Dear City of Palm Desert Marketing Team, It is our pleasure to present this response to your request. We hope the following pages demonstrate that our strategic, creative and media capabitities, as well as our experience in the tourism industry, warrant including H&L Partners in the next round of your search for an agency partner. We feel compelled to point out upfront that our response is unlikely to meet the criteria of delivering a "strategy and vision for the Palm Desert brand" as described in your Selection Methodology. We believe that strategy and vision need to be developed on a foundation of solid information and consumer -based insight, and until we have the opportunity to review your research and any data behind the results of your current plan, we would simply be guessing over the direction of your strategy and vision. What you will find is a solid, consistent approach to building a strong plan, based on our success with other destination marketers. We understand how important a strong return on your marketing investment is to the financial health of the City of Palm Desert, so we do not want to guess. Thank you in advance for taking the time to review our response, and we look forward to discussing the opportunity to partner with you to build tourism revenues for the City of Palm Desert. Best regards, [4 �__-7_V_ k z il : Mark Schaeffer President P.S. We've included a flash drive with examples of creative work that were proud of. We believe it also demonstrates our approach and thinking, Enjoy. H Im PARTNERS Dear City of Palm Desert Marketing Team, It is our pleasure to present this response to your request. We hope the following pages demonstrate that our strategic, creative and media capabilities, as well as our experience in the tourism industry, warrant including H&L Partners in the next round of your search for an agency partner. We feel compelled to point out upfront that our response is unlikely to meet the criteria of delivering a "strategy and vision for the Palm Desert brand" as described in your Selection Methodology. We believe that strategy and vision need to be developed on a foundation of solid information and consumer -based insight, and until we have the opportunity to review your research and any data behind the results of your current plan, we would simply be guessing over the direction of your strategy and vision. What you will find is a solid, consistent approach to building a strong plan, based on our success with other destination marketers. We understand how important a strong return on your marketing investment is to the financial health of the City of Palm Desert, so we do not want to guess. Thank you in advance for taking the time to review our response, and we look forward to discussing the opportunity to partner with you to build tourism revenues for the City of Palm Desert. Best regards, Jf Mark Schaeffer President P.S. We've included a flash drive with examples of creative work that were proud of. We believe it also demonstrates our approach and thinking. Enjoy. H to PARTNERS H&L Partners Mark Schaeffer, President, mschaeffer(@handipartners.com 314.454.3400 San Francisco: 353 Sacramento Street, 21st Floor San Francisco, CA 44111 415.434.8500 St. Louis: 30 Maryland Plaza St. Louis, MO 63108 314,454,3400 Boston: 132 Canal Street. 3rd Floor Boston, MA 02114 617.367.2400 If L J P A R T N E R S Our agency has a very strong track record of success in the tourism industry, and our current tourism clients are experiencing record growth in tourism revenue and hotel occupancy. We would like to keep the momentum going, and consider Palm Desert an excellent creative and media opportunity. - We bring a strategic retail approach to tourism marketing. We develop distinct long-term brand platforms, supported by short-term retail programs to drive immediate results. We've done this for Missouri Tourism, the St Louis CVC and the Pebble Beach CVB - We believe that the Palm Desert CVB would benefit from working with a fult-service agency. Our agency works to keep everyone on the same page strategically and keeps client marketing teams from spending time coordinating resources Our clients also benefit from economies of scale in terms of production costs and fees. (Note: It is clear to us that this RFP is limited to Digital and Media Buying services.) - We have a strong track record of delivering results. We are proud of the 75 HSMAI Adrian Awards we've garnered, not only because judges enjoyed the creative, but mostly because of the impressive results the work delivered. - We take great pride in stretching modest budgets. Budgets are tight for all of our clients, and we work hard to wring as much value as possible out of every dollar We are experts in delivering outstanding production values at a fraction of the cost of our competitors And for the Palm Desert account we will leverage our media resources and buying power in our San Francisco office for all western US markets. - It's gorgeous in Palm Desert. Honestly, if you were the Camden, New Jersey CVB we wouldn't be responding, (Apologies to anyone from Camden reading this.) on Our understanding of the account is limited to the information provided in the RFP and the 2014115 Marketing Plan. Rather than recite back what is contained in these documents, we'd like to share with you a short list of questions and observations we would want to address if we were to become your agency partner. - What does the Palm Desert brand stand for, according to visitors? There is a written statement in your plan treat was created internally. But we are interested in reviewing any research fielded with visitors to understand their motivations for visiting, and how Palm Desert might be differentiated versus competing destinations. - Increased or enhanced awareness does not deliver increased visits. Your stated Marketing Objective is to "create enhanced public awareness". It is our experience in this category that successful marketing programs focus on delivering immediate reasons to consider, research and book. We need to deliver the most relevant message to the most easily converted travelers to drive the marketing ROL - What are the high return geographic markets? Your plan lists a large number of markets, including some of the most expensive media markets in North America. We would need to prioritize and resist the temptation to spread resources too thin. - Who is the core demographic target we should be reaching out to? The demographic target in your plan is very broad, and we would endeavour to identify a narrow, core target. - How are you measuring the effectiveness of your marketing programs currently? Beyond trends in hotel nights, are you investing in any research that measures the effectiveness of your creative, your media plans, and the ancillary programs presently in your plan? These are a few of the more fundamental strategic issues we would need to get aligned on, with the Palm Desert marketing team as well as other partner agencies, in order to develop and execute effective digital and traditional media plans. 111111 L PARTNERS The key to a solid media plan is balancing your goats against the budget while taking into consideration the research that identifies what has been working what hasn't been working and why. If selected as your agency, one of our first orders of business would be to dig into all available_ information to determine what, _media channels, geographic markets and audience demographics have been most responsive to your campaign messages to date. Without that information, we can't say with confidence whether your current media plan is over- or under -performing. That said, our expertise in the space does provide a broad understanding of the costs and benefits of various media when it comes to reaching a target audience, driving website traffic and social media engagement. Based on what we read in your media plan, the $500,000 hard costs for media buying include support of your Co-op Program, Visitor Center and Community Events in addition to Traditional and Digital Media. For the purpose of this exercise, we included the assumption of planning for these media costs as well, and offer the following starting point for conversation about how a potential media plan could be allocated Traditional Media From the language in the Marketing Plan, the focus of traditional media is print. Given the overall budget, the breadth of target markets and objectives to drive website traffic, print represents the best option for traditional media. During the media planning process we would look closely at the specific markets on your List and the demographics generating the most travel to Palm Desert to identify the best publications and the best type of insertion whether local, regional or custom Digital Media The targeting opportunities and technologies in digital media, coupled with consumers' growing reliance on online for travel planning and booking, make it a very important medium in the marketing plan. Online banner advertising, served using geographic, demographic. behavioral, contextual and re -targeting tools, represents a large portion of the sample budget. Search Engine Marketing, or PPC, and Social Media Marketing have also become primary toots in targeting potential travelers and delivering relevant content which converts people from dreaming about a trip to booking one. The evolution of social media platforms as marketing platforms means that greater focus may be put on targeting audiences and delivering content rather than focusing on growth of the community itself, and given the current size of your communities relative to your overall marketing budget, we may recommend focusing the social media spend on engagement rather than community building. The tead generation portion of the digital budget can be applied in many different ways from growing your email database to distributing collateral Cooperative Marketing Based on our agency experience, our approach to cooperative marketing would be to identify media vendors across traditional and digital platforms who can offer programs which allow Palm Desert to present a unified voice and message for the destination while individual participants can speak directly 1 to the attractions they represent. The goal of cooperative marketing opportunities is to provide strength through a unified message, better ad positioning, increased reach, larger ad sizes and overall financial savings. Visitor Center Visitor Centers offer an opportunity to speak directly to your audience and offer personalized service. Without knowing more about your current Visitor Center traffic and visitor surveys we cannot recommend a change in budget allocation. Community Events As with Visitor Centers, supporting marquee events in the community is often a responsibility of tourism destinations. Without knowing more about your current and upcoming events and the responsibilities tasked to the City of Palm Desert, we cannot recommend a change in budget allocation. TRADITIONAL MEDIA $114,000 111 DIGITAL MEDIA $211,000 Online Banner Advertising111 Search Engine Marketing Lead Generation COOPERATIVE MARKETING $100,000 VISITOR CENTER $40,000 COMMUNITY EVENTS $35,000 TOTAL MEDIA COSTS S500,000 F1 L PARTNERS As a full -service agency, H&L Partners can support all of the strategic counsel, account management, digital production and distribution support and media planning and buying under one roof, and under a single monthly retainer, The estimate below is our best guess prior to working out a more precise scope - of -work. Additional comments and assumptions regarding our fees can be found in the response to Question 1D. FUNCTIONESTIMATED •NTHLY BLENDED R•TOTAL HOURS Account and Media Services Media Planning 15 $125 $1,875 Media Buying 15 $125 $1,875 Account Management 15 $150 $2,250 Creative Services Project Management 10 $100 $1,000 Copywriting 8 $125 $1,000 Art Direction 8 $125 $1,000 MONTHLY NEI We are hesitant to critique any of the existing tactics and programs in your plan until we are able to review any data and research measuring their effectiveness. We would, however, recommend shoring up the following: 1. Develop a tong -term strategy based on the Consumer Journey as described in the next question. We work in a fluid environment where market conditions change and opportunities arise, and we need to be flexible. However, we're firm believers in the necessity of having a long-term, strategic road map to guide us where we want to be in five years. This is especially important for marketing organizations like Palm Desert where there are a large number of stakeholders. 2. Develop a creative platform that clearly differentiates Palm Desert from competitive destinations. Creative strategy and execution is not part of this RFP, but regardless of what agency you hire for these services, the media investments made are limited in their effectiveness if the creative product does not clearly differentiate Palm Desert. 3. Develop a more focused marketing plan, addressing only those opportunities that have proven, or reasonably offer, the greatest return on investment. As marketing professionals we can be our own worst enemies. We like to add elements to our plans, and often spread resources too thin to have an impact. We would want to ensure that your plan is focused and effective. E L PARTNERS Working with our tourism clients, H&L Partners has adopted a tourism -centric point of view on the traditional marketing funnel that visualizes the decision -making process from awareness to purchase. Our approach redefines the marketing funnel as the Consumer Journey, and within the consumer journey the phases also take a decidedly travel -oriented point of view, moving a consumer from Dreaming to Planning to In Trip to Loyalty and, ultimately, Advocacy. Marketing in context of the consumer journey requires a bigger picture view of how people think about travel. From a dreaming phase of wishing to travel - with or without a destination in mind - to planning an actual trip to taking the trip and then returning home, sharing their experience and beginning the process over again. We measure the success of campaigns based on this path, using research and campaign metrics to determine how welt we are connecting with our audience on each point of the journey. Every brand and product has always benefited tram positive word of mouth and the loyalty and advocacy of their most dedicated consumers. However, the Internet has empowered these consumers with a megaphone to become valued sources of information for each other outside of the brand -owned marketing channels. This has revolutionized the traditional marketing funnel. The brand may no longer be the dominant voice or influence in a consumers mind. Due to saturated networks, consumers are obtaining an increasing array of recommendations and opinions from outside sources regarding travel and purchase decisions. Therefore, the brands fans play a pivotal role in encouraging brand loyalty and advocacy. This makes the work of the brand, in encouraging the loyalty and advocacy phase of marketing within the consumer journey, a more complicated endeavor than ever before. Our target audience is at all times in some phase of the larger consumer journey of dreaming, planning, taking and sharing their next travel experience. The challenge of marketing within the consumer journey is first to appreciate that the wants and needs of a potential consumer are very different depending on where they are in this journey and deliver them relevant messages in those phases across the Paid, Owned, Social and Earned aspects of the campaign. Developing a plan for Palm Desert, we would ensure that our messaging reaches potential travelers all along the consumer journey in order to gain marketing momentum. 12 Please refer to the strategic priorities outlined in Question 5. H L 13 P A R T N E R S H&L Partners is a futl-service agency, and does not engage clients on a project basis. Practically all of our clients hire us as their comprehensive marketing partner; leading strategic thinking, through to creative development, media planning and buying, PR, social and event marketing. We understand that this RFP relates only to Media and Digital services, however all of the following in-house services would be available to the City of Palm Desert: - Strategic plan development - Art direction and copywriting - Account management services - Business analytics and measurement - Media planning and buying - Social media strategy and management - Co-op marketing management - Promotional program development - Point -of -sale merchandising and management - Ethnic consumer market strategy and execution - Design services - Advertising print and broadcast production management - Direct marketing: strategy, design and creative development - Interactive marketing: strategy, creative and development - Public relations - Event marketing - Sports sponsorship There are several additional services that may be of benefit to the City of Palm Desert, which H&L Partners could provide at below market rates but which are outside the scope -of -work of this contract. PHOTOGRAPHY We do not employ professional photographers, however, we have a designated staff member who has an academic degree in photography with access to a full range of in-house professional photography 14 equipment. In addition, we have a number of other creative staff who are accomplished photographers in their own right and could be utilized as required. VIDEO PRODUCTION AND EDITING H&L employs internal staff members who plan, shoot and edit videos for online use (website videos. YouTube videos and Facebook content). These videos are not intended for broadcast, but maintain high production value. EVENT MARKETING MANAGEMENT AND STAFFING H&L Partners manages over 100 events annually and can offer event management and staffing coordination to the City of Palm Desert. This could be especially relevant to grassroots marketing efforts at festivals and cultural events. COOPERATIVE MARKETING PROGRAM MANAGEMENT H&L Partners has extensive experience designing and executing tourism -specific cooperative marketing programs. We partnered with the state of Missouri to launch a three -tiered cooperative program that includes matching grant funds, marketing platform grants and collective marketing initiatives. The collective marketing initiatives identify media opportunities for multiple partners to come together in ad executions which provide strength through a unified message, better ad positioning, increased reach, larger ad sizes and overall financial savings 15 P A R T N E R S With H&L Partners you are getting an agency that is committed to the success of the City of Palm Desert and is available 24 flours a day, 7 days a week to address the needs of the city. Your Account Director and Account Executive are the primary contacts for the agency, but our entire team is prepared to respond when called upon. While we assume Palm Desert maintains standard practices with its agencies, the fallowing represents the process we typically apply to manage an account of this scope: LONG-TERM STRATEGIC PLAN H&L Partners would work with you to develop a long-term strategic marketing plan. We believe to be an effective partner, we need to understand and contribute to your long-term goats WEEKLY STATUS MEETINGS / CALLS Whether in person or by phone, we believe weekly status updates are indispensable to keeping everyone informed and focused on what is going to have the greatest impact on the business. CLIENT FEEDBACK EVALUATION Ongoing client feedback on our performance is always appreciated, but we will also ask the Palm Desert team to complete an annual evatuabon of our performance. We are committed to addressing any deficiencies or suggestions promptly. ROLE Or MANAGEMENT All major advertising and marketing functions will be overseen by an H&L Partners principal. Overall strategy and account service on the City of Palm Desert account will be overseen by Mark Schaeffer, President of our St. Louis office. He will work closely with core team member, Blake Padberg, in orchestrating agency resources to best service the account Digital strategy and production will be led by Cnris Kilcutten, and media planning and buying will be led by Michelle Loehr. in, partnership with Sue Ream in San Francisco. Any creative direction, includ ng interactive assets and design work, wilt be in the capable hands of Mark Manion, senior vice president and creative director. Wei ONGOING / RETAINER FEES We've calculated our fees based on broad assumptions and previous experience, and not on a specific scope -of -work, so we would ask you to consider this as a starting point, ratifier than a firm offer. The table in Question 4 breaks out our fees by position, using an estimate of hours and a blended rate per position. This fee calculation covers only what is in your stated scope that includes: media planning and buying, digitat media services, and the production and distribution of a monthly newsletter_. The retainer of $9,000.00, assuming we do not make adjustments, would be bitted monthly. ONE-TIME OR PROJECT FEES Unless the scope -of -work increases significantly, we would recommend working on a project basis for any assignments outside the stated scope. We would simply calculate agency hours resulting in a fee. You would see this upfront, and be presented an estimate to sign prior to work beginning. No surprises. BILLING TERMS We operate under standard 30 day terms. Only in the case of larger production jobs do we ask our clients for upfront payment. H L 17 PARTNERS Because the vast majority of our client's marketing investment goes against media, we employ a very thorough, data based, process to develop media plans, and optimize our media buys. The diagram below breaks the process into steps that continue cyclically as we refine the plan and buys based on post buy analysis. MEASUREMENT Media coma ibuticn to advertsi,,g effectiveness STEWARDSHIP -Pc_' : y Analys , Added `eatue DPAw ry BACKGROUND OBJECTIVES 0cna' Marketing Advertising Media TACTICS STRATEGIES Costs Ta-g`t Scheduling Mtedu Ordering Media Vehi: es LOCALIZATION Culture Localinp,a Available Local Media & Dppo tun,ties The process begins with studying the background, and setting objectives. In the case of Palm Desert, an analysis of your current media buys would provide critical background data. We also apply all of our media research to the development of your plan. Because we plan and purchase upwards of $100 million annually, we invest in the following media research: • Arbitron • NCA Cable Track • CMR/TNS Media Intelligence • Nielsen •IMS • Scarborough • Media Audit • Simmons • Mendelsohn • S©AD • MRI • SRDS We then determine whether there are opportunities to add localization to the plan. For example, advertising in markets with direct flights to Palm Desert may present us with unique opportunities to consider. Northern markets with very cold whether may influence both the creative and the media plan. This is where media and creative can work together. With these first steps complete, we dig in to the development of Strategy and Tactics, the nuts and bolts of the plan. Who are we targeting, where do we reach them most effectively, what are the costs, how do we schedule the media across our marketing calendar, and how does it fit within our budget? It's not unusual to find agencies that jump directly into these tactics without doing their homework. We don't work that way, and it pays dividends back to our clients. Once the media has run, our stewardship of the plan is critical to ensure that what we placed actually ran as planned: did it deliver the GRPs or impressions goal, and did we receive the added value components we negotiated for? We keep our media partners on their toes. Lastly, and most critically, we measure the results the plan delivered so we can adjust and refine as we prepare to plan and place the next flight of media activity. Planning and buying media for over twenty years for two of the largest media spenders on the planet, Toyota and McDonald's, should give the Palm Desert tearn confidence that we can deliver significant added -value to their investment. DOLLARS GO FURTHER AT H&L As part of every media campaign and buy, H&L Partners requires media vendors to include added -value opportunities to increase reach, efficiency and trial. Media vendors are given parameters from which to develop their added -value plans to deliver on the objectives of the campaign. All opportunities are assigned a value and negotiated along with the buys and are planned prior to issuing media orders. Importantly, we track each element and value to determine the additional media value received. 19 .`H­ L, �ARTPIER5 Added value elements garnered for current clients include: - Bonus Advertising - Live Interviews - Promotion Sponsorship - Internet Tie-ins - Live Remotes - Logo Inclusion - Event Participation - On -air Fundraising - Event Signage - Print Articles - Live Personality Appearances - Product Placement - Tickets & Merchandise - Social Media/Slogger outreach programs The following provides three examples where we have delivered significant incremental value to our clients. H&L Partners has delivered $1.2 million of additional rating points to McDonald's St. Louis in broadcast television alone over the past 5 years. And that's proven by third party experts. ISO, Inc., a respected independent media auditor contracted by McDonald's for all of its agencies, audits our TV buys monthly to ensure it is receiving maximum efficiency for each dollar spent. H&L Partners is held to very stringent guidelines of delivering each GRP at a discount versus the market average cost according to SOAD, Inc SOAD, Inc. is recognized as the industry standard in media cost forecasting. Results? We have exceeded ISO Inc: s benchmarks every year. These scores have consistently been the best in our region and among the top in all 180 markets. Leveraging our buying power in the Bay Area, we were able to negotiate game changing discounts for the Oakland Museum of California. Our Cable TV buy was upgraded on top tier networks at no charge from planned 25% Primetime to 41%, thereby increasing overall impressions by 230%. And we negotiated an additional 200x :15 unique billboards on The Food Network valued at $10,000 20 As part of our outdoor buy, we received three high profile LED billboards at the Bay Bridge toll plaza at 40% discount with two bonus units valued at $64,000. We also received select bulletins at 50% discount with 30-45 days over -rides. Our transit plan added one for every one purchased on BART and local transit systems with 30 days over- rides And a strong digital plan was made stronger with home page take-overs and high impact units on local sites. The original plan projected 1,583.4m impressions. Through negotiations we were able to secure 2,643.9m impressions, or a 66% increase over planned. Results? Since the launch of our campaign in 2014 attendance is up 23% and revenues are plus 70% over 2013. Chicago is the number one leisure traveler feeder market for St. Louis, but it has historically been unaffordable from a mass media perspective. Our solution? Kidnap a Chicagoan, bring him to St. Louis, and announce the kidnapping via a highly targeted transit, digital and tv campaign. When budgets are tight, we think outside of traditional channels. Targeting millennials on the north side of Chicago, we placed a $50,000 teaser campaign on Chicago mass transit, including fully -branded train cars and several "station dominations." Later in the campaign, added value :15 TV provided additional reach in the market. All of the creative drove consumers to kidnappedchicagoan.com, which only then revealed St. Louis as the destination. The media was purposefully unbranded and cryptic to create a sense of mystery. QR (quick response) codes were also used so that consumers could snap a quick picture and immediately be taken to kidnappedchicagoan.com. Some of the creative also included a phone number that prompted consumers to call to learn more. There were no St. Louis Convention & Visitors Commission logos, only an announcement that someone had been kidnapped, tagged with the website: kidnappedchicagoan.com. Once consumers got to the website, the intent was to engage their sense of adventure and show them what a great time the victim was having in St. Louis. (A case study video of this program can be viewed at vimeo.com/66182067) While visiting kidnappedchicagoan.com, users could view pictures and video of his adventures at different sights on the interactive Google map, follow his Twitter feed and Foursquare check -ins, listen to voicemails he received, and sign up to guess his location and get a chance to win their own free weekend kidnapping to St. Louis. Results? In addition to invaluable media coverage and social media buzz, the transit media campaign delivered 108 million impressions in just over eight weeks, with more than 30,000 unique website visitors to the Kidnapped Chicagoan website. Additional TV added value exceeding two million impressions. Visitation from Chicago has continued to rise year -on -year. H L 21 P A R T N E R S We've made several important assumptions: Without digging in to your data and research it would be irresponsible to make specific media and digital recommendations. We need to understand what's working to drive visitation, and what might be adjusted. refined or scrapped altogether. We don t like to guess when it comes to investing client's money. We're assuming that much of what you have executed is working and providing a positive return. - Palm Desert has many partnership marketing opportunities that need to be fully leveraged, whether with the city of Palm Springs, hotel partners such as Marriott, or airline partners. Marketing efficiencies can be derived when all vested parties work together. We're assuming that cooperative marketing will grow in importance in the future. - In -market advertising and promotion is important to Palm Desert. Driving visitation from surrounding markets throughout the Coachella Valley is critical to driving revenues. - Creative is not part of this RFP, but you recognize the need to refresh the current campaign. We're assuming that you recognize that working with a single agency partner could provide valuable synergies. 22 H&L Partners is an independent full -service agency that employs experts in traditional advertising, business communications, media planning, digital marketing and social media. Our two largest clients, Toyota and McDonald's, have retained our agency for an average of 21 years. In San Francisco and St. Louis, we rank as one of the largest purchasers of regional media. H&L Partners was founded in 1985 in San Francisco. We expanded to St. Louis in, 2001 and most recently established a true coast -to -coast footprint, opening new offices in Boston in 2013. Our St. Louis office currently employs 34 people, serving a variety of clients such as Missouri Division of Tourism, St. Louis Convention & Visitors Commission, Touchstone Energy Cooperatives, Mc0onald's and Lambert -St. Louis International Airport. Our San Francisco office employs 48 people with major clients including Toyota, McDonald's and University of Southern California. Our Boston office opened in 2013 and employs 10 people and serves McDonald's throughout New England. Agency management has worked with a multitude of leading travel and tourism brands, and brings this expertise to current destination marketing clients. MIS99�11RI + is enjoy the show AN mevi i o ANTONIO 0 SeaWorld Fif L 23 P A R T N E R S President Mark founded the St. Louis office for H&L Partners in the Spring of 2001 and has led the growth of the agency by relying on a very simple phitosophy: "Hire smart, creative people and build an agency culture that allows them to apply their ideas to grow our client's business." His travel and tourism expertise comes from serving in the senior management role on the Missouri Tourism and St. Louis CVC accounts for the past eight years: and before that, working as managing director on Mexico Tourism. Add clients like American Airlines and The San Antonio Convention & Visitors Bureau to his background, and you have a veteran of the tourism and travel industry with the experience and confidence necessary to lead your business. Previous employer(s), positions & dates: - New Media Venture Partners, Marketing Director. Salt Lake City, UT, 2000-2001 - D'Arcy Masius Benton & Bowles, Managing Director, Mexico City, 1998-2000 - Sosa, Bromley, Aguilar & Associates (Hispanic Division of DMB&B), EVP/Client Services, 1996-1998 - D'Arcy Masius Benton & Bowles, Managing Director, Prague, 1992-1996 - D'Arcy Masius Benton & Bowles. Account Executive, St. Louis, 1990-1992 - U.S. State Department Peace Corps. Volunteer, 1989-1990 - Ogilvy & Mather- Chicago, Account Executive, 1985-1988 Education: Saint Louis University, Bachelor of Science. Emphasis in Marketing, 1985 Responsibilities on the the City of Palm Desert account: Mark will lead the combined agency team and service as the senior contact. He wilt direct the strategy development process, orchestrate agency services and ensure that the marketing programs exceed key performance measures. 24 Vice President/Client Services Director Tyler brings more than 16 years of experience in media and account services and plays an integral role in the success of our agency. Tyler spent nine years at Anhueser-Busch in local and national media plan development. At A-B, he led the Bud Light brand planning efforts across national, regional and local plans with a budget of over $140 million. Tyler also spent three years handling local media and sport sponsorship for all A-B brands in the Midwest. Previous employer(s), positions & dates: - PrimMedia/About.com, Sates and Marketing Manager, 2000-2001 - Anheuser Busch, Manager Media Planning Bud Ice, Bud Dry & Bud Light, 1992-2000 Education: University of Tulsa, Bachelor of Science, Emphasis in Public Relations/Communications and a minor in Business, 1991 Responsibilities on the City of Palm Desert account: Tyier will lead the media team, set the media strategy and personally handle significant negotiations with the media. Account Director Stake joined up with H&L Partners in early 2009 to lead strategic planning and day-to-day account management for Touchstone Energy Cooperatives and St. Louis Convention & Visitors Commission. Since then, his role has expanded into account supervision in the retail and consumer good categories. Blake has over 12 years of agency experience, with expertise in strategic and creative implementation in broadcast, digital and promotional channels, and background in retail and general branding on some of the world's best known brands. Previous employer(s), positions & dates: -Waylon Ad, Account Manager, 2006-2009 -Upshot, Account Manager, 2004-2006 -Brown-Forman, Marketing Manager, 2003-2004 Education:: Truman State University, Bachelor of Arts, Business Administration, 2002 25 P A R T N E R S Hesponsibiuttes on the City or ratm uesert account: Blake witl serve as the lead day-to-day agency contact, leading communication with the Palm Desert team, contributing to strategy, creative direction, media strategy, job processes and budgets. Blake will orchestrate agency services to deliver the greatest value to the City of Palm Desert. Senior Vice President/Executive Creative Director Mark brings more than 22 years of brand -building expertise for a diverse mix of national, blue-chip clients, not to mention an over -packed suitcase full of creative awards Armed with a deep understanding of the tourism industry, Mark has been the creative leader on the Missouri Division of Tourism and St. Louis CVC accounts for the past eight years. His prior work as creative director for tourism clients such as Sea World, Southwest Airlines and Discovery Cove theme park are also a testament to his vast industry experience. Mark has also led the development of many award -winning campaigns for some of the largest brands in the world, such as Anheuser-Busch, M&M/Mars. Coca-Cola, AT&T and Watmart. Previous employer(s), positions & dates: - GSD&M, Creative Director, 2004-2006 - Waylon. Creative Director, 1999-2004 -D'Arcy, Senior Writer, 1996-1999 -Louis London, Copywriter, 1994-1996 -Ross Advertising, Copywriter, 1993-1994 Education: Missouri State University. Bachelor of Science, Marketing/Advertising, 1991 Responsibilities on the City of Palm Desert account: Mark witl be part of the initial discovery process and play an integral role in establishing the tong -term positioning for the City of Palm Desert, as this will be the foundation for developing the "rallying cry" across at[ mediums. Ongoing, Mark will provide the consistent creative lead on the account, working closely with the client team and leading all production work. 26 Digital Director Chris began his digital career 20 years ago in Kansas City by joining one of the first pure -play digital agencies in 1995. Beginning his career as Digital Art Director, he designed the very first websites for AMC Theaters. Garmin and Sprint. He moved from Kansas City to St. Louis in 2000 to continue working with some of the largest brands in the U.S. including Microsoft, eBay, Miller Brewing, 7 Up and Motorola. Chris' work has earned recognition from such organizations as The One Show, Addy's, Adrians, Telly, Davey and Webby awards. Previous employer(s), positions & dates: - Boxing Clever, Digital Creative Director, 2008-2013 - Rivet Global, Creative Director, 2000-2008 - Digital Lagoon, Sr. Digital Art Director, 1995-2000 Education: University of Kansas, Bachelor of Science, Marketing/Advertising, 1994 Responsibilities on the City of Palm Desert account: Because digital marketing is critical in the tourism industry, Chris will also participate in the discovery process and long-term strategy development phase. Chris will lead the thinking and development of digital assets supporting the City of Palm Desert's strategy. Senior Vice President/Media Director Sue has extensive experience developing media strategies, planning and buying for all DMAs, with particular emphasis in California. She has a rich media background with nearly 30 years of experience planning, buying and negotiating high -performing plans for her clients for both a general audience and California's culturally diverse marketing landscape. Previous employer(s): - Allen & Dorward, Senior Media Buyer, 1980-1989 - MOJO/USA. 1978-1980 Education: University of Washington (Seattle), Bachelor of Arts, Psychology N L 27 P A R T N E R S Responsibilities on the City of Palm Desert account: Sue will contribute to the overall media strategy and approach, and will oversee the development and implementation of media buys for all western US markets. Media Director, St. Louis Michelle joined H&L Partners eight years ago to help develop overall media buying strategies and to purchase television time for H&L Partners. In the past, Michelle has bought media and developed media plans to help promote large exhibits for The St. Louis Art Museum as well as promote tourism for the City of St. Louis, and St. Louis Convention & Visitors Center. With over 21 years of media experience, Michelle is a well-known, respected media professional. Previous employer(s), positions & dates: - PHD USA (formerly Advanswers), Senior Media Buyer, 2002-2006 - KMOV TV, Research Manager, 1999-2002 - The Hughes Group, Media Buyer, 1996-1998 - D'Arcy Masius Benton & Bowles (DMB&B). Media Buyer, 1995-1996 - TBWA Wolfe Freeman, Junior Media Buyer, 1994-1995 - Chuck Ruhr Advertising, Media Assistant, 1993-1994 Education: Fontbonne College, Bachelor of Science, Emphasis in Busiress Administration, 1993 Responsibilities on the City of Palm Desert account: Michelle will assist in the development and implementat'on of media buying strategy and day-to-day direction and execution of the media plan. Dan Lennon Director Missouri Division of Tourism 301 W. High St. Jefferson City, MO 65101 573.751.1732 dan.lennon@ded.mo.gov Brian Hall Chief Marketing Officer St. Louis Convention & Visitors Commission 701 Convention Plaza, Suite 300 St. Louis, MO 63101 314.992.0651 bhall@explorestlouis.com Henry Hansel President of Board of Directors Northern CA Toyota Dealers 1125 Auto Center Drive Petaluma, CA 94952 707.769.2333 hhansel@hanselauto.com II Im 29 PARTNERS THANK YOU!