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Home My WebLink AboutContract 33344 CITY CON R CRTENO Y RFCEI V ED CONSULTING SERVICES AGREEMENT This CONSULTING SERVICES AGREEMENT ("Agreement") is made and entered into by and between the CITY OF FORT WORTH (the "City"), a home rule municipal corporation situated in portions of Tarrant, Denton and Wise Counties, Texas, acting by and through Joe Paniagua, its duly authorized Assistant City Manager, and MARSHALL MURDAUGH MARKETING ("Consultant"), acting by and through Marshall Murdaugh. 1. SCOPE OF SERVICES. Consultant hereby agrees to provide the City with professional consulting services for the purpose of providing a Strategic Tourism and Convention Planning Analysis and Recommendation for Fort Worth. The specific scope of services to be performed are set forth in the "Request for Consultant Proposal" and the corresponding response, titled "A Proposal for A Strategic Planning Tourism and Convention Analysis and Recommendations," which are both attached hereto and incorporated for all purposes incident to this Agreement as "Exhibit A," and collectively referred to as "Scope of Work." 2. TERM. This Agreement shall commence upon the date that both the City and Consultant have executed this Agreement ("Effective Date") and shall continue in full force and effect until terminated in accordance with the provisions of this Agreement or when the City provides Consultant with written notice that Consultant has fulfilled its obligations under this Agreement and that Consultant's services are no longer required. 3. COMPENSATION. The City shall pay Consultant an amount not to exceed $26,000 in accordance with the provisions of this Agreement. Consultant shall not perform any additional services for the City not specified by this Agreement unless the City requests and approves in writing the additional costs for such services. The City shall not be liable for any additional expenses of Consultant not specified by this Agreement unless the City first approves such expenses in writing. 4. TERMINATION. 4.1. Written Notice. The City or Consultant may terminate this Agreement at any time and for any reason by providing the other party with 30 days written notice of termination. 4.2 Duties and Obligations of the Parties. In the event that this Agreement is terminated prior to the Expiration Date, the City shall pay Consultant for services actually rendered as of the effective date of termination and Consultant shall continue to provide the City with services requested CFW Consulting Services Agreement Marshall Murdagh Marketing va�t1S �o IS � � Public Events RRV u �5 44 P l5 p Page 1 of6tl, by the City and in accordance with this Agreement up to the effective date of termination. 5. DISCLOSURE OF CONFLICTS AND CONFIDENTIAL INFORMATION. Consultant hereby warrants to the City that Consultant has made full disclosure in writing of any existing or potential conflicts of interest related to Consultant's services and proposed services with respect to the Scope of Services. In the event that any conflicts of interest arise after the Effective Date of this Agreement, Consultant hereby agrees immediately to make full disclosure to the City in writing. Consultant, for itself and its officers, agents and employees, further agrees that it shall treat all information provided to it by the City as confidential and shall not disclose any such information to a third party without the prior written approval of the City. 6. RIGHT TO AUDIT. Consultant agrees that the City shall, until the expiration of three (3) years after final payment under this contract, have access to and the right to examine at reasonable times any directly pertinent books, documents, papers and records of the consultant involving transactions relating to this Contract. Consultant agrees that the City shall have access during normal working hours to all necessary Consultant facilities and shall be provided adequate and appropriate work-space in order to conduct audits in compliance with the provisions of this section. The City shall give Consultant reasonable advance notice of intended audits. Consultant further agrees to include in all its subcontractor agreements hereunder a provision to the effect that the subcontractor agrees that the City shall, until expiration of three (3) years after final payment of the subcontract, have access to and the right to examine at reasonable times any directly pertinent books, documents, papers and records of such subcontractor involving transactions related to the subcontract, and further that City shall have access during normal working hours to all subcontractor facilities and shall be provided adequate and appropriate work space in order to conduct audits in compliance with the provisions of this paragraph. City shall give subcontractor reasonable notice of intended audits. 7. INDEPENDENT CONTRACTOR. It is expressly understood and agreed that Consultant shall operate as an independent contractor as to all rights and privileges granted herein, and not as agent, representative or employee of the City. Subject to and in accordance with the conditions and provisions of this Agreement, Consultant shall have the exclusive right to control the details of its operations and activities and be solely responsible for the acts and omissions of its officers, agents, servants, employees, contractors and subcontractors. Consultant acknowledges that the doctrine of respondeat superior shall not apply as between the City, its officers, agents, servants and employees, and Consultant, its officers, agents, employees, servants, contractors and subcontractors. Consultant further agrees that nothing herein shall be construed as the creation of a partnership or joint enterprise between City and Consultant. 8. LIABILITY. ------------- CFW Consulting Services Agreement Marshall Murdag h MarketingV i �� Public Events Page 2 of 1 CONSULTANT SHALL BE LIABLE AND RESPONSIBLE FOR ANY AND ALL PROPERTY LOSS, PROPERTY DAMAGE ANDIOR PERSONAL INJURY TO ANY AND ALL PERSONS, OF ANY KIND OR CHARACTER, WHETHER REAL OR ASSERTED, TO THE EXTENT CAUSED BY THE NEGLIGENT ACT(S) OR OMISSION(S), MALFEASANCE OR INTENTIONAL MISCONDUCT OF CONSULTANT, ITS OFFICERS, AGENTS, SERVANTS OR EMPLOYEES. 9. ASSIGNMENT AND SUBCONTRACTING. Consultant shall not assign or subcontract any of its duties, obligations or rights under this Agreement without the prior written consent of the City. If the City grants such consent, the assignee or subcontractor shall execute a written agreement with the City under which the assignee or subcontractor agrees to be bound by the duties and obligations of Consultant under this Agreement. 10. INSURANCE. Consultant shall provide the City with certificate(s) of insurance documenting policies of the following minimum coverage limits that are to be in effect prior to commencement of any work pursuant to this Agreement: Coverage and Limits Automobile Liability $1,000,000 Each accident on a combined single limit basis or $250,000 Property damage $500,000 Bodily injury per person per occurrence Coverage shall be on any vehicle used by the Consultant, its employees, agents, representatives in the course of the providing services under this Agreement. "Any vehicle" shall be any vehicle owned, hired and non-owned. Worker's Compensation Consultant shall provide the City with evidence of any applicable exclusions from the requirement to provide worker's compensation coverage. 11. COMPLIANCE WITH LAWS, ORDINANCES, RULES AND REGULATIONS. Consultant agrees to comply with all applicable federal, state and local laws, ordinances, rules and regulations. If the City notifies Consultant of any violation of such laws, ordinances, rules or regulations, Consultant shall immediately desist from and correct the violation. 12. NON-DISCRIMINATION COVENANT, CFW Consulting Services Agreement Marshall Murdagh Marketing Public Events Page 3 of 6 4 '^cR Consultant, for itself, its personal representatives, assigns, subcontractors and successors in interest, as part of the consideration herein, agrees that in the performance of Consultant's duties and obligations hereunder, it shall not discriminate in the treatment or employment of any individual or group of individuals on any basis prohibited by law. If any claim arises from an alleged violation of this non-discrimination covenant by Consultant, its personal representatives, assigns, subcontractors or successors in interest, Consultant agrees to assume such liability and to indemnify and defend the City and hold the City harmless from such claim. 13. NOTICES. Notices required pursuant to the provisions of this Agreement shall be conclusively determined to have been delivered when (1) hand-delivered to the other party, its agents, employees, servants or representatives, (2) delivered by facsimile with electronic confirmation of the transmission, or (3) received by the other party by United States Mail, registered, return receipt requested, addressed as follows: To The CITY: To CONSULTANT: City of Fort Worth Marshall Murdaugh Director of Public Events Marshall Murdaugh Marketing 1201 Houston Street 12 Mina Avenue Fort Worth TX 76102-6311 Memphis, Tennessee 38103 Facsimile: (817) 392-2756 Facsimile: (901) 14. SOLICITATION OF EMPLOYEES. Neither the City nor Consultant shall, during the term of this agreement and additionally a period of one year after its termination, solicit for employment or employ, whether as employee or independent contractor, any person who is or has been employed by the other during the term of this agreement, without the prior written consent of the person's employer. 15. GOVERNMENTAL POWERS. It is understood and agreed that by execution of this Agreement, the City does not waive or surrender any of its governmental powers. 16. NO WAIVER. The failure of the City or Consultant to insist upon the performance of any term or provision of this Agreement or to exercise any right granted herein shall not constitute a waiver of the City's or Consultant's respective right to insist upon appropriate performance or to assert any such right on any future occasion. 17. CONSTRUCTION. This Agreement shall be construed in accordance with the internal laws of the State of CFW Consulting Services Agreement Marshall Murdagh Marketing V�S-. l•' v J Public Events Page 4 of 6 Texas. If any action, whether real or asserted, at law or in equity, is brought on the basis of this Agreement, venue for such action shall lie in state courts located in Tarrant County, Texas or the United States District Court for the Northern District of Texas, Fort Worth Division. 18. SEVERABILITY. If any provision of this Agreement is held to be invalid, illegal or unenforceable, the validity, legality and enforceability of the remaining provisions shall not in any way be affected or impaired. 19. FORCE MAJEURE. The City and Consultant shall exercise their best efforts to meet their respective duties and obligations as set forth in this Agreement, but shall not be held liable for any delay or omission in performance due to force majeure or other causes beyond their reasonable control (force majeure), including, but not limited to, compliance with any government law, ordinance or regulation, acts of God, acts of the public enemy, fires, strikes, lockouts, natural disasters, wars, riots, material or labor restrictions by any governmental authority, transportation problems and/or any other similar causes. 20. HEADINGS NOT CONTROLLING. Headings and titles used in this Agreement are for reference purposes only and shall not be deemed a part of this Agreement. 21. REVIEW OF COUNSEL. The parties acknowledge that each party and its counsel have reviewed and revised this Agreement and that the normal rules of construction to the effect that any ambiguities are to be resolved against the drafting party shall not be employed in the interpretation of this Agreement or exhibits hereto. 22. ENTIRETY OF AGREEMENT. This Agreement, including the schedule of exhibits attached hereto and any documents incorporated herein by reference, contains the entire understanding and agreement between the City and Consultant, their assigns and successors in interest, as to the matters contained herein. Any prior or contemporaneous oral or written agreement is hereby declared null and void to the extent in conflict with any provision of this Agreement. [Signature Page Follows] IN ,VYITNESS E F, the parties hereto have executed this Agreement in multiples this day of I 2006. CITY OF FORT WORTH: APPROVAL RECOMMENDED: CFW Consulting Services Agreement Marshall Murdagh Marketing Public Events Page 5 of 6 By: By: Assists Cit Man Director o—f-PIdblic Events ATTEST: APPROVED TO FORM AND LEGALITY: r By: By. City Secretalt, Assistark City Attorney M&C: �' o�13`SCP 12-ti3tp MARSHALL MURDAUGH MARKETING: By: / Mar hall Murd 4gh (title) A By: EXHIBIT A SCOPE OF WORK CFW Consulting Services Agreement Marshall Murdagh Marketing Public Events Page 6 of 6 EXHIBIT M#4 '50hi.c oc w0itk REQUEST FOR CONSULTANT PROPOSAL December 14, 2005 A group from Fort Worth, Texas is seeking proposals from consultants with credentials and experience in the analysis of strategic planning of convention and tourism organizations and marketing at the local level. Background. The Fort Worth Convention&Visitors Bureau, the City of Fort Worth, the Fort Worth Chamber of Commerce and Downtown Fort Worth, Inc. are seeking consultant assistance on strategic planning for conventions and tourism in Fort Worth, Texas. Conventions and tourism are important elements of the local economy, and in recent years, Fort Worth has experienced major enhancements in its local convention and tourism infrastructure, including: expansion of the Convention Center, announcement of a new convention center hotel, significant downtown revitalization, continued development of the Historic Stockyards, major museum developments, Zoo expansion, and the construction of the Texas Motor Speedway. The City of Fort Worth has a deep interest in this field because of the important revenue implications, the role of the public facilities in attracting visitors and the importance for overall quality of life in the community. The Fort Worth Convention &Visitors Bureau is the official convention and tourism marketing agency under a contract with the City of Fort Worth. The current marketing contract between the City Government and the Bureau expires October 1, 2006. A provision of the current marketing contract would permit its extension for an additional year, and a one year extension is under active consideration. Downtown Fort Worth, Inc. is the organization responsible for central city development and redevelopment, which includes the area of the Convention Center. The Fort Worth Chamber of Commerce is the major private business development organization involved in attracting and retaining business in the community. Each of these organizations has a deep interest in making certain that the Fort Worth community is maximizing its opportunities in the convention and tourism fields. Over the past year, these organizations have undertaken discussions about strategic planning in the convention and tourism field, and this request for consultant assistance is designed to move these discussions ahead in a positive manner. Topics for Analysis. In July, 2005, the four Fort Worth organizations held an all day work session to "create a joint plan for marketing the City." The final report of this session is included. In November, 2005, there were further discussions about current needs. and the following topics were identified for analysis by a consultant organization: (1. Strengths and Weaknesses Analysis. Fort Worth wishes for the selected consultant to provide an overview of the strengths and weaknesses of Fort Worth from the perspectives of convention and tourism opportunities. The convention and tourism field is highly competitive today, and the Fort Worth r"� ^-N,^ community organizations wish to have an outsider's assessment of the strengths and weaknesses of the City in regard to its competition in the convention and tourism fields. (2. Review of organizational"best practices" in destination marketing. Fort Worth also wishes consultant review of the current marketing organization in the convention and tourism field in the U.S. and in Fort Worth. The consultant should review"best practices"of convention and tourism marketing organization in the United States today. In light of the strengths and weaknesses review and the review of organizational "best practices", the consultant should make recommendations about the organization of marketing for conventions and tourism in Fort Worth. (These recommendations will be pertinent when the City Government and the Bureau engage in discussions concerning a new contract for convention and tourism marketing. The current contract ends October 1, 2006,but may be extended one additional year by mutual agreement of the City and the Bureau.) Next Steps. Consultants qualified and interested in providing this analysis as outlined should send credentials and a proposal with estimated costs and time frame for completion to Douglas Harman, President & CEO,Fort Worth Convention& Visitors Bureau, 415 Throckmorton,Fort Worth, Texas, 76102. Proposals are due to the Fort Worth Convention& Visitors Bureau by January 13, 2006. The email address is douglasharman(-a,fortworth.com. The telephone number is 817-336-8791. All submittals will be reviewed and evaluated. The consultant should identify the method of study to be used, and the total cost of the study will be an important consideration. A final selection for the consultant contract will be made by the Fort Worth Convention& Visitors Bureau Executive Committee. Fort Worth seeks to award a contract by early 2006,with a final report expected by May, 2006. Attachments: "Creating a Joint Plan for Marketing the City: Report from Planning Session July 6, 2005"; Contract between the City of Fort Worth and the Fort Worth Convention & Visitors Bureau. REVISED A Proposal For A Strategic Planning Tourism and Convention Analysis and Recommendations For Fort Worth, Texas From a� u4 MARSHALL MURDAUGH M A R K E T I I* G America's Performance Leader in Destination Marketing January 5, 2006 With revisions of March 7 vrr Jy:,'l C"OA, h L MARSHALL MURDAUGH MARKETING 12 Mina Avenue, Memphis, Tennessee 38103, MMTourismMarketing.com, 901.526.9377 January 5, 2006 (Thirteen pages by Email attachment) Mr. Douglas Harman, CDME President and CEO Fort Worth Convention and Visitors Bureau Dear Doug: I'm really pleased to submit this proposal for A Strategic Tourism and Convention Planning Analysis and Recommendations for Fort Worth. As you know, this is the core work that I have consistently produced for more destinations throughout the industry than all other consultants. More importantly, my work has delivered performance success for so many communities—and many of their case histories, as well as personal accolades, are highlighted in this proposal. Your committee can count on us to provide "real world experience" for Fort Worth's important assignment—as we apply best business practices and recommend reliable, pragmatic, performance-based solutions that will be designed to uniquely fill Fort Worth's special requirements and future needs. Good luck to everyone involved! We're excited about the potential opportunity of going to work for Fort Worth. Sincerely, Marshall Murdaugh Background and Introduction Following 9/II and the faltering economy, a number of communities across America were faced with declining tourism impacts and resulting depressed marketing resources. As a result, numerous cities called for a new wave of assessments of destination marketing convention and tourism performance. At the same time, the meetings industry has seen significant shifts, as a ten-year building boom has recently produced a whole host of new and expanded convention centers. And other emerging cities have become new travel business competitors-- eager to carve out their own market share of the nation's meetings and leisure travel segments. Along the way, other destinations have proactively sought to evaluate and strengthen their own efforts through the auditing and consulting marketing support process. Today, the evaluation and enhancement of destination marketing organization (DMO) sales and marketing performance has become a top priority as cities assess where they are in relationship to both the marketplace and their competitors. We are proud to be a major provider of these analyses and resulting strategic planning assignments that have proven so successful for numerous communities throughout the industry. We understand your Assignment--and its Potential Benefits for Fort Worth In preparing this submittal for you, we thoroughly reviewed your proposal requirements, along with the Fort Worth July Planning Session Report, 'Creating a Joint Plan for Marketing the City", the Contract for the City of Fort Worth/ CVB and other relevant materials. In response, we have a clear understanding of the general scope of your requirements. We also have supreme confidence in our abilities to deliver the specific program results that you are seeking. And we believe that our work will: • Support and enhance sales and marketing expertise for all involved. • Bring about greater economic impacts to the convention/tourism industry and community of Fort Worth as a whole • Serve as a foundation for the strengthening of future marketing plans and long term results. At the outset, you should know that we currently have no pre- conceived notions regarding what the specific recommended organizational, marketing or operational recommendations should be for Fort Worth. However, we have a wealth of knowledge and experience with communities throughout the convention and tourism industry —and with every destination management model now operating in the industry. Our Pledge to Fort Worth is: To provide an unbiased, diagnostic assessment approach to determine and then recommend the optimum model and relevant marketing initiatives that will best work for Fort Worth. Our sole objective interest-- on behalf of the community--will be to recommend the most effective and pragmatic programming, operational and marketing model for Fort Worth that is dependent on the City's own special and diverse needs. Putting our Real-World Experience to Work For Fort Worth As mentioned in our cover letter, this is the core work that Marshall Murdaugh Marketing has successfully delivered for communities throughout the industry-- including Miami, Los Angeles, Memphis, Baltimore, Atlantic City, Palm Springs, Savannah, Niagara Falls and so many others (references and case histories are included later in this proposal For background, Marshall Murdaugh Marketing: o Produces more performance based strategic planning programs for destinations than all other consulting firms. o Assisted in development of the Convention/Tourism Marketing Performance Standards of the Destination Marketing Association International (formerly the international Association of CVBs) including return- on- investment criteria. o Authored the important Destination Marketing Section for the CVB industry's new book, "Fundamentals of Destination Management and Marketing"—and Murdaugh's own "CVB Self Assessment Manual" has become an important industry resource for destinations throughout America. 4 Career Profile for Marshall Murdaugh "One of the most dynamic and successful leaders in the business," USAE News for the Meetings and Tourism Industry Marshall Murdaugh began his career as the President & CEO for many of America's most successful destinations, including the New York City CVB (88-94), Atlantic City Convention and Visitor Authority (1994-2000), Memphis Convention & Visitor Bureau (1983-88) and the Virginia Tourism Office under four Virginia Governors (1970-83). He is also well known for developing the successful, award-winning "Virginia is for Lovers" marketing campaign that brought multi-billion dollar tourism business to the State. In the past five years, his consulting firm has been chosen to develop performance based strategic plans and related assignments for numerous destinations and tourism related business and organizations including: ❑ Greater Miami Convention and Visitors Bureau/Miami-Dade County ❑ City of Los Angeles for the LA CVB ❑ Puerto Rico Convention Center District Authority ❑ Baltimore Area Convention and Visitors Association ❑ Niagara Falls Tourism Canada ❑ Memphis Convention and Visitors Bureau ❑ State of Maine Office of Tourism ❑ Savannah, Georgia for the Bureau, principal hoteliers and Center ❑ Palm Springs Desert Resorts Regional Convention &Visitors Authority ❑ City Government of Palm Springs and the Palm Springs Bureau of Tourism ❑ Atlantic City Convention and Visitors Authority ❑ Mexico City CVB/Escalera Public Relations ❑ The Pennsylvania Capital Region of Harrisburg/Hershey ❑ Greater Wilmington, Delaware CVB ❑ The Mississippi Tourism Association ❑ The David Green Organization ❑ SMG Convention Center Management ❑ Harrah's Entertainment, Inc. ❑ City of Charleston, WVA for the Charleston CVB ❑ Oneida County, New York CVB ❑ Tupelo, Mississippi CVB ❑ Florida Space Coast Bureau of Tourism ❑ Pocono Mountains Vacation Bureau of Pennsylvania ❑ Fairfax County, Virginia Convention and Visitors Corporation ............ .......... ....... !' ,j nn An internationally recognized destination marketing expert, Murdaugh is the recipient of the prestigious Lifetime Career Achievement Award from the Association of Travel Marketing Executives. He also served as Chairman of that organization and as a Board member of the Travel Industry Association of American and the New York Society of Association Executives. Murdaugh is a former member of the Board of the International Association of Convention and Visitor Bureaus, past Chairman of the Tourism Committee, and was an active Member of the Association for nearly twenty years. He also served as a consultant to the Visit USA Program and received the US Department of Commerce's First Special Citation for Distinguished Service to that Agency. Today his quarterly"E Murdaugh Marketing Newsletter" is read globally by international tourism executives (on the web at: MMTourismMarketing.com). Our Recommended Approach for Fort Worth We concur with your general outline for the assignment. Specifically, we recommend a two-tiered approach for Fort Worth: Step I---An Assessment and Diagnostic Evaluation Step II—A detailed written Strategic Plan of program recommendations, including the application of best business practices and in-depth tactical programs to achieve incremental, quantifiable performance results for both tourism and convention development The Step I Assessment This would include, at minimum, the following components: (revised or modified with client direction) 1. Prior to onsite work, a thorough review will be made of all major operational and marketing materials (including research studies, contracts and related materials, organizational charts, job descriptions, marketing plans, mission statements, goals and quantifiable productivity deliverables, budget, procedures and processes, etc. 2. Next, in order to prepare for and deliver the Strengths and ;' 6 Weakness Analysis that you have requested, we will develop a community wide SWOC Analysis (exploring Community and Agency Strengths Weaknesses, Challenges and Opportunities). We will invite key stakeholders including government, other primary business recipients, staff and prominent stakeholders. This SWOC analysis builds upon Fort Worth's July, 2005 Planning Session Report, identifies and probes current market conditions and marketing concerns, gives additional direction for the assessment assignment and offers new opportunities for identifying potential long-term success. 3. Follow-up individual meetings will also be taken with all appropriate agencies, including the City, CVB leadership, Chamber and Downtown Fort Worth, Inc. As required, individual personal interviews will also be conducted of additional key community stakeholders, community leaders, and other appropriate constituents. 4. A review will be conducted of appropriate staff(s) and staff processes, marketing initiatives and performance results. Key staff will be interviewed to review programs and resulting success. S. Current marketing plans, marketing agreements and contracts will be reviewed, including mission statements, goals, objectives and work strategies. Program priorities will be analyzed, along with current budgets and funding sources. 6. Major marketing, sales and services programs will be analyzed, including direct marketing, bid proposals and presentations, collateral materials, publicity and communications, web site, familiarization programs, trade show solicitation processes, etc. 7. Processes and reports will be analyzed, including lost business results, conversion of sales leads to business booked, economic impacts assigned to various business market segments as compared to industry standards, etc. 8. We will also review all public relations programs and results: Government relations, community relations, media relations and industry business relations programs and perspectives. 9. Finally, a community site inspection will be taken, highlighted by principal tourism/convention amenities/facilities. Our Diagnostics Approach Throughout this Assessment Process, we will employ a diagnostic approach to determine the current effectiveness of both qualitative and quantitative efforts, analyzing results based on industry standards, best business practices, our own special competitive analyses, and other techniques as required. Our Strategic Alliances We have developed supportive, partnership relationships with many of the leading firms throughout the industry. This affords us proprietary market data and best business practices, which we are able to make available to our clients. Strategic alliances include: • USDM.Net, the Internet technology to the Destination Marketing Association International, and a provider of web based services to many CVBs. • David Green Associates, a major independent sales organization for CVBs and Convention Centers. • CSL International, a leading firm specializing in feasibility studies for convention centers, sports arenas and other related facilities • SMG Management, the world's leader in private management for convention centers and public arenas Step II. The Final Written Strategic Planning Report We will then deliver a 40-60-page detailed written report, along with a verbal presentation to those designated. The Document will incorporate our findings, including strengths, weaknesses, challenges and, most importantly, opportunities that translate into performance success. This plan will incorporate strategic recommendations as well as numerous tactical work program recommendations--combining to deliver optimum future results for both Performance Marketing as well as Organizational Management. We will also be mindful of future financial funding requirements and make recommendations accordingly regarding available and required new opportunities for achieving additional financial and manpower resources. As we mentioned earlier, we have also thoroughly reviewed the 21-page contract between the City and the CVB, and we are confident that we can provide you with recommendations that will significantly enhance program management, marketing performance and accountability component requirements. Finally, we will address the necessary requirements for a community wide, integrated and synergistic strategic effort that provides, wherever feasible, consolidation of mission that produces optimum results. Relevant Case Histories Our clients have applauded out supportive relationships with them and the strong results produced as a result of our state- of- the- art recommended approaches. We invite you to contact these and other clients for first-hand discussion and an objective assessment of our management skills, performance deliverables, business ethics and other aspects of our consulting services. In the meantime, the following case histories provide a variety of positive results from our strategic planning work. Savannah, Georgia Working on behalf of the City, the Bureau, principal hotel partners and the Convention Center, we developed a new strategic marketing approach comprised of many best business practices designed to make the community more competitively successful in the convention marketplace. Results: This plan, which has recently been endorsed by all participants, is expected to produce a 40-50% annual increase in new convention bookings, generate about$12.75 million dollars in new annual economic impact and provide up to 50 new event days at the convention center-- delivering more than $750,000 annual dollars in incremental direct center income. Charleston, West Virginia We conducted a Performance Assessment of the CVB, incorporating strong stakeholder input and that from other partners, including the City and County government. A whole host of tactical recommendations were designed and delivered to enhance the community's performance based management and marketing u efforts designed to produce substantially higher future results for tourism and convention development. Results: two years following plan delivery, highlights include: doubling the CABs marketing program dollars which now allows the community to more effectively compete for a greater share of tourism through leisure travel and solicited meetings and conventions business; a 40 o increase in the economic impact of new booked convention business for '05 compared to '04; The estimated dollar value of qualified sales leads has doubled for the year; and more citywide conventions are now forecast for 2006 than any previous year. According to the City Mayor, government and stakeholder relations for tourism and convention development "are now at an all time high': Miami, Florida We delivered a Performance Assessment and Plan for the Bureau and tourism/convention industry, in concert with the Convention Center, major business stakeholders and government partners. We then recommended a new emphasis on their most productive convention segments, crafted a pragmatic marketing agreement between the center, bureau and government-- and addressed the need for other organizational and governance issues, along with tactical tourism marketing support such as media publicity, web based marketing, and new performance tracking procedures. As a result, Miami then asked us to return to help develop their strategic (long range) plan and return- on- investment criteria for monitoring and producing more measurable results. Results:A new, effective long-range partnership was forged with local government, Miami has now effectively tripled the number of major conventions booked annually for the Center, and its web based marketing communications programs are now on target to reach and convert up to 65% of leisure visitors reached. Atlantic City, Newlersey We delivered a Strategic Plan that addressed big picture issues and challenges, such as the meetings marketplace, regional development , funding, and provided a comprehensive marketing approach for future success. This was translated into a working annual plan that produced stronger results for each successive year. 10 Results: their subsequent sales and marketing program delivered more than 300 long term meetings, conventions and tradeshows prior to opening of their new convention center.) Baltimore, Maryland We served as lead consultant for the Bureau's Performance Assessment that provided new strategic and tactical directions for maximizing convention business. We addressed the issues of lost business and produced a customer focused, market driven and brand oriented approach. Results. Baltimore's new return on investment program has been well received by the Board, the City, the Convention Center, local media and new Bureau management. Scheduling, Responsibilities, Timelines, Costs Marshall Murdaugh will personally conduct all aspects for the entire assignment, including the Analysis and Performance Plan. Timelines We are committed to meeting your goal of beginning the plan in early 2006 with completion by June of this year. • For Onsite Work: We estimate that a total of seven to nine business days will be required in two individual trips for all on-site meetings and related work. • Report Preparation: An additional to four to five days will be required for pre and post analysis, any needed research and to produce the final written document, which could be made available by email attachment for final revision. • Report Presentation: An additional brief trip for the concluding presentation with principal partners and their designates is included. The actual written document will be produced within three weeks following completion of the onsite work. CITY E`112_1209UY 2� p �, 11 Y�� J ��I� "EKI Cost Parameters Our traditional billing arrangement is to charge for all time and work at the rate of $250 an hour or $2,000 daily (payable at the time of assignment completion and client acceptance), plus necessary travel arrangements billed at actual cost. As outlined above, we have estimated our required time to research, analyze produce and deliver the Strategic Plan at about thirteen to sixteen days. However, we are prepared to cap the cost of this assignment at $26,000, plus necessary travel expenses that would be forecast and approved in advance by the client. Payment Schedule We will submit our $26,000 invoice for final payment following completion and acceptance of the plan. Reimbursement of required business expenses, including transportation, accommodations and meals, should be made upon submittal of appropriate receipts. We recommend, however, that the bureau negotiate complimentary or reduced rates for overnight accommodations. 12 Scheduling Following preliminary discussions with Bureau and Center executives, we believe that the following schedule is feasible, pending availability of all participants. Initial week, start-up Meetings: Monday, March 27-Wednesday, March 29. Monday, March 27 — Initial Meeting with the City Manager Meeting with the Mayor (tentative) Initial Meeting with Strategic Plan Task Force to review proposed highlights and components of the strategic plan, "Modeling for Success" highlighted by the 1) Strengths and Weaknesses review and 2) recommendations for the optimum destination operational and marketing model; current contract revision recommendations, project schedule; discussion and recommendations for methods of delivering the final report upon its completion, etc. Tuesday, March 28 Meeting with Doug Harman, including site inspection Meeting with Bureau staff to provide input on community and agency strengths, weaknesses, challenges and opportunities Wednesday, March 29 Meetings with Kirk Slaughter at the Center Stakeholder Meetings, Week of April 10-14 Provides for a series of stakeholder input meetings including individual, group and community wide SWOC Analysis. The SWOC analysis—recommended for Tuesday or Wednesday morning, from 9 to 11 AM, will call upon community leaders to help assess community and organizational strengths, weaknesses and challenges. We will then determine long-term opportunities for optimum performance success. Individual meetings will also be scheduled for the Chamber, Downtown development, principal hoteliers, cultural community and others as required. CITY ��Vp°�Vn.2Y 13 R 1, r?'r7 19�� Y. Concluding Presentation of Report We will be prepared to deliver the final report, with appropriate presentations, on May 16-17, May 23-24 or May 30 —31. In Summary We are confident that this recommended planned approach will galvanize community support—while charting the optimum, productive new course for future success of Fort Worth's tourism and convention industry. Today, Fort Worth is an emerging, important destination. We would be personally and professionally proud to be your partner in this important new initiative. We are also prepared to answer any further questions that you may have. And if you may wish to modify our recommended outline of suggested work, we will be pleased to do so and then subsequently submit a revised schedule, plan and fee structure. Here's what Tourism Industry leaders and clients say about Marshall Murdaugh One of America's top tra vel and tourism industry marketers," Robert Whitley, President and CEO, US Tour Operators Association Ph.212-599-6599 "Marsha//Murdaugh understands the needs of the meetings and conventions marketplace like few others today," Joel Dolci, CAE, President and CEO, New York Society of Association Executives Ph.212-206-8230 "Marshall's strategic analytical skills are extremely helpful-- in both defining the problems and constructively suggesting viable solutions" Bill Talbert, President and CEO, Greater Miami Convention and Visitors Bureau, Ph. 305-539-3040 14 "Marshall Murdaugh consistently provides best business practices that are tailored to the special needs of each particular destination, and that has pro ved so successful for us here in Charleston. " Eddie Canaday, President, Charleston, WVA Convention and Visitors Bureau Ph. 304-344-5075 "One of Marshall's great strengths is his ability to design a strategic planning program that cuts across all market needs in one integrated approach." Jeff Vasser, President and CEO, Atlantic City Convention and Visitors Authority Ph. 609-449-2031 "One of the industry's top marketers and a tremendous resource for any convention and visitor destination or business " Kevin Kane, President & CEO, Memphis Convention and Visitors Bureau Ph. 901-543-5300 "He truly knows how to translate challenges into opportunities and help meeting and leisure tourism destinations become more visible and successful." Bonnie Carlson, former Chairman, International Association of CVBs, Ph 952-278-8503 "Marshall Murdaugh is so many things that the convention and visitor industry needs... He's marketing brainpower, a thoughtful management consultant and an excellent communicator, all rolled into one." Clarence Bishop, Chief of Staff, City of Baltimore, and Chairman, Baltimore Convention and Visitors Association Ph. 410-772-1382 15 FROM :TONY MCGEHEE-STATE FARM INS. FAX NO. :901-755-4314 Mar. 16 2006 09:44AM P2 Customer Copy-MAKSHALL MUKI)AIJUH Page 1 of 2 Customer name: MARSHALL E MURDAUGH Company: SF Fire Address: 12 MINA AVE Servicing agent: TONY MCGEHEE MEMPHIS TN 38103-4493 EA date: 03-13-2006 to 05-19-2006 Policy: 077 0262-E19-42C-001 Description: 2003 NISSAN ALTIMA 4DR Status: PAID IN FULL VIN: 1N4AL11D73C236494 SFPP#, POLICY NOT ON SFPP Coverage Details The Premium amounts shown reflect a six-month policy term, Code Dwription Amount A Bodily Injury/Property Damage Litzbi.lity 263.65 IAm.it.8 of Liability-Coverage A-Bodily Injury Each Person, Each Accident $500, 000 $500,000 Limits of Liability-Covorage A-NropHrty namag Each Accident $so0,000 C Medical Payments 30131 Limit of Li,abi ] ity-C[�veragm C F84:J) Person $10, 000 D250 $250 Deductiblo comprehPnsivR 63.22 (1500 $500 Deductible CollAsion 227.89 H Emergnnoy Road Service 2.40 R1 Cir Rental/Travel Expenses 16.80 Limits or Liability - Car. Renta). Eypense Each Day Each Occurrence $25 $600 U1 Uninsured Motor Veh.l.c:le 71.73 L.i.mi.ts, of, Liability-U'1 Each Person, Each Accident $500,000 $5001 000 Limits of Liability-Ui-Property Dniage Each Accident $500, 000 _ 2vtal 676.03 Vehicle Details Year. 2003 Make: NISSAN Model: ALTIMA Body style: 4DR VIN: 1144AL11D730236494 Odometer Information Odometer reading: 12,900 Odometer Bete: 11-2003 Endorsements umber Eff Date End Date Description The information on this document is presented for general informational purposes only and is not intended to serve as a declaration page or policy. State rani Mutual Automobile Insurance Company, Bloomington, Illinois ° https://sfnet.ovr.stalefarrn.oriz/SYSABSAPVI/orintdWoiz.asp?Pap-eName-urintdialoiz 3/16/2006 FROM :TONY MCGEHEE-STATE FARM INS. FAX NO. :901-755-4314 Mar. 16 2006 09:44AM P3 Customer Copy-MARSHALL N4URDAUGH Page 2 of 2 L Eff Date End Date Description 893QQ CAR RENTAL AND TRAVEL EXPENSES-COVERAGE R2 942.1 AMENDMENT OF DEFINED WORDS AND COVERAGES The information on this document is presented for general informational purposes only and is not Intended to serve as a declaration page or policy. State Farm Mutual Automobile Insurance Company, Bloomington, Illinois ;nn ..,✓1:�11�� G1�a htt-ps://sfnet.ovr.statefarm.ore/SYSABSAPVI/nrintdiaing_scn?PasreName--njintdiipino 1/1f%l*?Mr% Page 1 of 2 City of Fort Worth, Texas Mayor and Council Communication COUNCIL ACTION: Approved on 3/21/2006 DATE: Tuesday, March 21, 2006 LOG NAME: 25MURDAUGH REFERENCE NO.: **C-21346 SUBJECT: Authorization of Contract with Marshall Murdaugh Marketing to Provide a Strategic Tourism and Convention Planning Analysis and Recommendation for Fort Worth RECOMMENDATION: It is recommended that the City Council authorize the City Manager to execute a consulting service agreement with Marshall Murdaugh Marketing to provide a Strategic Tourism and Convention Planning Analysis and Recommendation for Fort Worth. DISCUSSION: Conventions and tourism are important elements of the local economy, and in recent years, Fort Worth has experienced major enhancements in its local convention and tourism infrastructure, including: expansion of the Convention Center, announcement of a new convention center hotel, significant downtown revitalization, continued development of the historic Stockyards, major museum developments, Zoo expansion, and the construction of the Texas Motor Speedway. The City of Fort Worth has a significant interest in this field because of the important revenue implications, the role of the public facilities in attracting visitors and the importance for overall quality of life in the community. The Fort Worth Convention & Visitors Bureau, the City of Fort Worth, the Fort Worth Chamber of Commerce and Downtown Fort Worth, Inc. all place a priority interest in making certain that the Fort Worth community is maximizing its opportunities in the convention and tourism fields and will participate in the cost of this contract. On December 14, 2005, a Request for Proposals (RFP) was issued for consultant assistance on strategic planning for conventions and tourism in Fort Worth. Seven firms submitted responses to the RFP. Representatives from the four organizations interviewed responders with experience in strategic planning of convention and tourism organizations. The panel selected Marshall Murdaugh Marketing from Memphis, Tennessee. In the past five years, Marshall Murdaugh Marketing has provided diagnostic assessments for many communities including Miami, Los Angeles, Memphis, Baltimore, Atlantic City, Palm Springs, Savannah, and Niagara Falls. The Murdaugh proposal demonstrated thorough research of Fort Worth and indicated a good understanding of the community and the local dynamics. The proposed scope of services is two-tiered. Step 1 will involve an Assessment and Diagnostic Evaluation. Step II will provide for a detailed written Strategic Plan of program recommendations, including the application of best business practices and in-depth tactical programs to achieve incremental, quantifiable performance results for both tourism and convention development. The fees for the consulting services will be on a time and materials basis and is estimated not to exceed $26,000. http://www.cfwnet.org/council_packet/Reports/mc_print.asp 4/19/2006 Page 2 of 2 FISCAL INFORMATION/CERTIFICATION: The Finance Director certifies that funds are available in the current operating budget, as appropriated, of the Culture and Tourism Fund. TO Fund/Account/Centers FROM Fund/Account/Centers GG04 541200 0246000 $26,000.00 Submitted for City Manager's Office by- Joe Paniagua (6140) Originating Department Head: Kirk Slaughter (2501) Additional Information Contact: Betty Tanner (2502) http://www.cfwnet.org/council_packet/Reports/mc_print.asp 4/19/2006