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Home My WebLink AboutIR 25-0059INFORMAL REPORT TO CITY COUNCIL MEMBERS No. 25-0059 To the Mayor and Members of the City Council May 6, 2025 Page 1 of 1 SUBJECT: CONTRACT WITH THE MARILLA GROUP FOR CONTRACTED CHIEF COMMUNICATIONS OFFICER The purpose of this informal report is to outline an upcoming proposal to the City Council to contract with The Marilla Group, LLC d/b/a Sunny Black for services in support of a reorganization and service delivery enhancements of the Communications & Public Engagement (CPE) Department. The Marilla Group is a marketing and communications consultancy focused on empowering public organizations to achieve their communication goals, elevate their presence, and build positive relationships with their community. In December 2024, City of Fort Worth engaged The Marilla Group to do a strategic review of CPE. In the months that followed, The Marilla Group conducted dozens of interviews with key internal stakeholder groups on strategy, coordination, and key objectives of communications in the department and citywide. The Marilla Group's assessment resulted in recommendations to restructure CPE to better serve the City's strategic and crisis communication needs. The final report is attached to this IR. Successfully implementing the reorganization of the department and related goals will require significant support and leadership, however, the department director (Chief Communications Officer) and key leadership positions are currently vacant. To support the effective implementation of the department's reorganization, it is proposed the City of Fort Worth enter a new 6-month contract with The Marilla Group, renewable for up to two 6- month terms not to exceed 18 months. The contract will begin at $31,500 per month beginning May 15, 2025 and will tier down to $21,500 per month once the assistant director position for SHOP has been filled. The contract will end when deliverables are completed and the Chief Communications Officer position is filled. Funds for this contract will be allocated from the CPE departmental budget from salary savings accrued from the vacant positions. No additional funding is required. The proposed contract will be brought before Council for consideration on May 13, 2025. If you have questions or concerns related to this report, please contact Interim Chief Communications Officer Bethany Warner, 817-392-6121. Jesus "Jay" Chapa City Manager Attachment ISSUED BY THE CITY MANAGER FORT WORTH, TEXAS COMPREHENSIVE COMMUNICATIONS ASSESSMENT FOR THE CITY OF FORT WORTH FINAL REPORT Executive Summary Findings Assessment: Key Insights 0 THE MARILLA - GROUP - 3 n 5 Highlights is Organizational Restructure Recommendations 9 Communication Network Recommendations 12 Action Items 14 2 EXECUTIVE SUMMARY 0 THE MARILLA - GROUP - The Marilla Group conducted more than 40 interviews with three key stakeholder groups in the City of Fort Worth: elected officials, city leadership, and communication professionals across various departments, particularly those with external -facing responsibilities. These discussions revealed a widespread concern among stakeholders about the lack of a cohesive strategy for city communications and an absence of coordination between departments. The City of Fort Worth invests $6 million into its own Communications and Public Engagement department (CPE). Of this, half of the department is allocated to 311, which serves a critical customer service function and supports the MyFW app, while the remaining half is dedicated to serving the City's communication efforts and essentially operates as a newsroom. This includes managing communication platforms such as Facebook, Instagram, the City's website, the external City News newsletter, the internal Roundup newsletter, and public education efforts. In the most recent community survey conducted by the City of Fort Worth, almost 50% of residents say they still get their news about the City from traditional media, but there is no media relations, strategic or crisis communication plan for the City. This means the City is investing millions of dollars into a resource that does not have the reach of traditional media. There is a reactive media line that is not staffed with trained Public Information Officers (PIOs) and there is no proactive outreach to press. A proposed org chart in this report shows how the City can intentionally address Fort Worth City News, media relations, crisis communication, 311 and create an "agency" function - a shift from a solely "newsroom" function. This shift will allow CPE to support 311, develop content and support internal department requests for communication, content development, and community engagement while cohesively maintaining the City's brand and message. The pieces and talent are already within the City, and we recommend reallocating positions within the City to better serve the organization. Survey respondents say CPE does not work with a sense of urgency or serve their needs, causing many to "go rogue" and do things on their own. Leadership is frustrated with the lack of cohesive messaging in City communications and social media quality that is sometimes subpar and does not represent the City as a unified whole. Respondents said there was a need for a strong external representative for the City, which does not currently exist. Elected officials, city leadership, and department heads are concerned about crisis communication, because there is no continuity of operations for City communications and there is a need for tabletop exercises, workshops, and trainings. 3 FINDINGS High Level Strengths • Strong communicators are in place. • Strong output of content. • MyFW app is a strong City resource. • According to the 2023 City Community Survey, 36% of respondents get their news from the City website. • City News open rate is 35%-40%. • New style guide and updated social media policy is in place. • 311 is a well-oiled machine. • Public Education Specialists are valued for their support in grassroots efforts, public meetings, and community engagement. • Communications Specialists are contributing content to the City's website, app, social media, and through an external and internal newsletter. 0 THE MARILLA - GROUP - High Level Opportunities • There is no media relations, strategic or crisis communication plan for the City. • CPE has been operating as the City's newsroom, and thus unable to quickly support other departments or elected officials' needs. • Misalignment on content development and social media strategy citywide. • Concerns about crisis communication and continuity of operations. • Concerns over City communications being prepared for FIFA and the next bond election. • Staff is hesitant to support Council requests because of concerns of when it's appropriate to support them. A formal policy is urgently needed. • Website is dated, which limits content production; having 200 editors leads to branding inconsistencies. • City GovDelivery email lists need segmentation and data cleansing. • No tabletop training since 2019. M ASSESSMENTS KEY INSIGHTS ■795% raised concerns about the effectiveness, usability, or consistency of the City's communication platforms 6607% described internal communication as siloed or inconsistent THE MARILLA GROUP — ■641% discussed challenges with social media use, including fragmentation, tone, and ownership Most Frequently Cited Communication Themes - City of Fort Worth Public Engagement Branding Consistency Need for SOPS Training & Preparedness Crisis Communications Departmental Fragmentation Social Media Concerns Internal Communication Gaps Communication Tools & Systems 10.3% 23.1% 45.0% 48.7% 53.8% 56.4% 64.1% 66.7% 79.5% 0 20 40 60 80 100 Percentage of Interviewees 5 ASSESSMENTS KEY INSIGHTS THE MARILLA This summary reflects key insights from more than 40 in-depth interviews with City of Fort Worth leadership, council members, and communications staff. Themes below emerged across the majority of participants. Communication Platforms 79.5% raised concerns about the effectiveness, usability, or consistency of the City's communication infrastructure. • "The intranet doesn't make it easy for staff to find the information they need to respond to residents." • "We're using multiple websites and formats, and it's not clear we're all following the same city branding. " • "Departments are stretched - everyone wants more communication support, but staffing is limited. " Internal Coordination 66.7% described internal communication as siloed or inconsistent, with few opportunities to collaborate across departments. • "Each time we try to coordinate across departments, it feels like we're starting from scratch." • "We don't have time built in to connect across teams - it's hard to collaborate at a leadership level." • "We need to breakdown silos and make communication more proactive between departments." Social Media Use 64.1% raised issues with fragmentation, tone, and ownership of social media channels. • "Departments prefer to maintain their own social media channels; there's hesitation around centralization." • "We need clearer guidance on which messages go where: press, social media, email, and how the tone should differ." • "We've shifted heavily to social media and rarely do press releases or media events anymore." Department -Level Autonomy & Fragmentation 56.4% noted that departments often operate independently, creating confusion around strategy, priorities, and resource allocation. • "Departments tend to operate independently; there's no consistent citywide communication approach. " • "Some groups have their own strategy and do their own thing, which can lead to mixed messaging. " • "Everyone's asking for more support, but they're all working off different playbooks." 0 ASSESSMENTS KEY INSIGHTS THE MARILLA Crisis Communications 53.8% expressed concern about the City's lack of a scalable, structured crisis communication system. • "Crisis communication is too dependent on a single person -it's not a sustainable model." • "We need formal SOPs for different crisis scenarios so we're not making it up as we go." • "Right now, our crisis approach is more reactive than proactive - we need a real plan." Training & Preparedness 48.7% mentioned a need for training, especially in media relations and standard procedures. • "When I started, I had no media training - I was thrown into interviews without preparation." • "Many department heads could benefit from formal training on how to engage with the media." • "We need structured onboarding and SOPs so roles are clear and transitions are smooth." Need for SOPs (Standard Operating Procedures) 45% cited the absence of SOPs as a systemic gap affecting efficiency and resilience. • "Having SOPs in place would reduce stress and ensure continuity if someone has to step away." • "We need SOPs not just for crises but for daily workflows - it would save time and clarify roles. " • "Standardizing procedures would help us move from reactive to proactive communication." Brand Consistency 23.1% noted inconsistent branding and a lack of clear, up-to-date identity standards. • "Our branding guidelines are not consistently used across departments." • "Without a clear citywide brand, things feel a little scattered — we need leadership alignment." • "Finalizing the new branding package would help us all get on the same page." Public Engagement 10.3% referenced opportunities to evolve how the City connects with residents — especially outside of traditional settings. • "We need to make public engagement more dynamic, think neighborhood events, mobile outreach. " • "We're focusing more on meeting residents where they are, not just expecting them to come to us." • "There's room to modernize how we invite feedback from the public, especially digitally." 7 HIGHLIGHTS 0 THE MARILLA - GROUP - Communication Challenges and Needs • Frustration with delayed responses and inconsistent writing quality when requesting content from City communications. • Critical need for graphic designers and quick turnarounds. • Better process for capital improvement project updates. • Desire for pre- and post -policy briefs for council meetings and similar proactive efforts. • Lack of proactive outreach to assess communication needs and storytelling opportunities. • Desire for spokesperson/media training. Unified Messaging and Crisis Preparedness • Need for aligned, cohesive citywide voice, branding, and messaging across all platforms. • Concerns over important content being drowned out due to high volume of City News. • Critical external communication gaps in capital improvement project updates. • Concerns over continuity of operations for City communications and crises. • Desire for more tabletop exercises to strengthen crisis preparedness and response. Autonomy, Trust, and Resource Gaps • Departments are resistant to centralization due to concerns over autonomy. • Noticeable lack of trust between departments and CPE. • Departments and elected officials reluctant to engage CPE due to past unresponsiveness. • Critical need for more graphic designers to support citywide communications with aligned, effective, and timely products. (Given the City's heavy reliance on social media, addressing this talent gap must be a priority). • Monthly P10 meetings are not an effective use of time, as they lack structured opportunities for meaningful cross -departmental alignment. Gaps Mentioned Across All Stakeholder Groups • No communication plan for the City. • Frustration with delayed responses and inconsistent writing quality when requesting content from City communications. • Departments "go rogue" and manage their own communications because of frustrations with delayed responses from CPE or being told there is a long workload queue. • Concerns over unified messaging across all City channels and departments. • How to attain high quality and cohesive graphics, social media, and content across all City channels and departments. CURRENT CPE ORGANIZATON CHART Organizational Chart July, 2024 Evonia Daniels Management Analyst u Angie (Angela) Johnson Ad ministrative Assistant, 5[ Karen Hall Web Designer Web Designer vacant RFYNE TELLES CHIEF COMMUNICATIONS OFFICER------ -- __ Carmen Castro Meg Dufour Assistam Director AUVstant Director Strategic Communicanon Planning and Customer Service Cameron Gorman Michell Gutt [ommunicarions [oordlnator Communiratinns Coordinamr (Community Engagement Mgr] A" Norman Tracy Edwards Cable Services, SupeMsor Public Education Specialist Vanessa Frias Try n11 MOY(InterpYQLQY Paul Trlgon Proda Terrance Hamihon video ucer Public Education Specialist jShureka Johnson Grant Chaparro Public Education Specialist Yalerle Colapret Video Producer Communications Coordinator Madelyn Mackey (Internal/E zternal Comm Mgr.] Volunteer Services Coodinator A ana Earle Public Mejias Medina Public Education Specialist Communications Spec la list Kenneth Nal ley Jason MacGregor Public Education Specialist Graphic Arts[ Olga Nowlan Kevin Neal Public Education Specialist Communicatinns Specialist Julie Orebaughn Public Education Specialist Alison Ri[h Communications Specialist Preethi Tlwmas Communications Specialist 0 THE MARILLA - GROUP - T.J. Patterson Governmental Affairs Lia son Sharon Gamble Customer Service Administrator (Call Center, MyFWAPP, Mgr.l Gregory Fields Business Process Analyst II Heather Milligan Customer $okutions Analyst lames West Business Process Analyst II EriOurns Customer Service Manager Markel Augustus Kathy Cabello [ust. Serv. Supk Cus[. Seri Supt. Sr. Customer Service Rep (8} 5r Customer Service Rep {8] Eduardo Garcia Maria Balers Brannlgan James Helen Bader Delonda Kerr Dlana Bustos Nekeire McSwain Andrea Dean Jacqueline Morales Lynda Russell Evans Brandk Phea Christine Garcia Michelle Smith Rosemary Gutierrez Patricia Sosa Ryan Pl umlee 9 REIMAGINE CPE 0 THE MARILLA - GROUP - The newly structured City Communications team is designed to enhance collaboration, streamline messaging, and ensure clear, effective communication across all departments. This updated organizational framework strengthens Fort Worth's ability to inform, engage, and connect with residents, stakeholders, and media while maintaining transparency and responsiveness. City of Fort Worth COMMUNICATIONS & PUBLIC ENGAGEMENT Chief Communications Officer Vacant AD, Customer Service ; ; � SOninr PlO � avoint, s Process Customer Service public l nfnrmalian Cahla Services, Analyst ll Manager Officer Supervisor Public Information Businesss Officer Vldeg producer Anallystyst1I1 I Cust. Serv. SVpt. atServ. Sup Customer Saludcns Analyst Sr. Customer Sr_ Custemar Service Rep(8) Service Rep (a) Management Analyst 11 Admin Asst., Sr. iVacant 1 ` AD, SHOP Creative Manager Managing Editor Web!Dasignar Community En gagement Mgr. "r.ph. Gammunicatmns Vacant Wa6I?evelopar Specla list 1 Volunteer Services Community vacant i Communications Coordinator Engagement Graphic Artist Spenlallst Specialist lty ____________ r `i Enngaggag ement Cgmmunity Vacant i r Graphlo Artist Communciications Specialist Engagement 1 r Spealist , Specialist - Community I Vi pea producer Translator and Engagement Community Intarp rater Specialist Engagement Specialist r ti Vapant 1 vidaal Photo 10 HIGH-LEVEL RECOMMENDATIONS 0 THE MARILLA - GROUP - i =O/ : Development of SHOP (Strategic Hub for Outreach and Production) We propose the creation of a specialized creative vertical within CPE that consolidates community engagement professionals, graphic designers, videographers, photographers, writers, and web developers. This team will serve as a centralized creative resource, ensuring high -quality content, a cohesive voice, and strong branding across all City departments, Mayor, and Council. With an increased number of graphic designers centralized within SHOP, production times will be reduced, and the team will implement efficient systems to streamline incoming requests from both City departments and Council. This structure will enhance workflow efficiency, improve turnaround times, and ensure cohesive communications. The content created for other departments can be used for the City's channels. IA Strategic Reallocation of Communication Professionals The current distribution of communication professionals lacks a clear strategic structure. We recommend a targeted reallocation to better support City departments, Mayor, and Council. To be respectful of budget considerations, we recommend a department restructuring, utilizing current positions for new hires for the creative team and reassigning two positions to the Public Information Officer (PIO) vertical to support media relations and crisis communication. There are currently two vacant Assistant Director (AD) positions, 1 vacant Public Education Specialist position, and 2 vacant creative positions. We also recommend the reallocation of 1 additional web designer to SHOP to support department updates to various City webpages. �� Prioritize Trainingand Professional Development p Establish a structured training program focused on content development, media relations, spokesperson training, and crisis communication to strengthen skills across all levels of city communications. Ensure ongoing professional development opportunities, including workshops, tabletop exercises, and external training, to keep up with evolving industry best practices. Establish continuity of operations for City communications and clear protocols for crises. 11 10 DEVELOP FW THE MARILLA ORGANIZATIONAL -GROUP_ COMMUNICATION NETWORK The City of Fort Worth must develop its own communication network. This gives the City the ability to utilize multiple channels for communication, allowing for cohesive branding and messaging. We have identified the following channels and noted which channels are optimal for use during crises. City of Fort Worth Communication Network 12 HIGH-LEVEL RECOMMENDATIONS 0 THE MARILLA - GROUP - O O 0 Development of City Communication Network When an organization begins to distribute its own communication, it must invest in the formal adoption of an organizational communication network. This allows the organization to understand all of the channels at its disposable, and allow for strategy on how best to utilize the various channels and when. Currently, because CPE is primarily operating as a City newsroom, there is no focus on earned media, such as press conferences, media availability, press releases, raw footage availability, etc. This is a missed opportunity for the City, because earned media allows for the potential reach of thousands more people. Once we understand which channels are shared, earned, and owned, we can decide which to focus on during crises. These channels allow us to track data and metrics on reach, engagement, and impact. Understand and Implement Optimal Use of Channels Currently, CPE is producing a lot of content that mainly goes to the City website or social media channels. Sometimes the content is posted all at one time, which means data is not driving the digital distribution of content. QR codes are used on social media, which is not useful because most people are viewing social media on their phones and therefore cannot scan the code. We see "Translated in Spanish below" on City social media posts. This is unnecessary, as users can change language settings on Facebook and Instagram. This is a poor utilization of critical real estate immediately under the post, which in best practices is used to hook the audience. It is imperative that we understand the optimal utilization for each channel and build strategy that allows for the cohesive amplifying of our messaging. We also recommend that data drive navigation and user experience for the City website. CRISIS 5 Have Clear strategy for channels During Crises When in crisis, we cannot use every channel at our disposal. But if we know all of our channels, and which channels have what type of reach/audience, then we can appropriately use specific channels during crises. This is the key component of a communication network for a municipality. It is key to know which channels are most effective in reaching the most people and focus content on those channels in the immediate aftermath of a crisis. 13 ACTION ITEMS Establish sHOPasa centralized Resource 0 THE MARILLA - GROUP - • Develop a clear framework for SHOP to manage and streamline design, content, outreach, and communication requests. • Define workflows and service -level expectations for City departments and Council. • Develop policy that delineates between campaigning and City communications. • Absorb the current community engagement group into SHOP to enhance coordination and efficiency. Reallocate & Restructure CPE Align three leadership positions within CPE to oversee: • PIO (media relations and crisis communication) • SHOP (requests for community outreach/engagement, creative services, and content development; this would include brand management, writing, graphic design, video, web, photography, supporting town halls, etc.) • 311(MyFW app, public -facing inquiries, service response, and accessibility). Enhance Communications Training Across Key Areas We have identified three critical areas where additional training is needed to improve the effectiveness and consistency of citywide communications: • Content Development — Strengthen writing, branding, messaging, and storytelling skills to improve the quality and timeliness of City communications across all platforms. • Media Relations & Spokesperson Training — Equip key personnel, including PIOs, City leadership, and Council Members, with the skills to effectively engage with the media, conduct interviews, and deliver key messages confidently. • Crisis Communication & Response — Improve preparedness through structured training, simulations, and/or response planning to ensure a clear, coordinated approach during emergencies. Develop a clear crisis communications protocol, ensuring role clarity, messaging processes, backup personnel, and efficient response during emergencies to ensure rapid, consistent, and accurate public communication during crises. 14 ACTION ITEMS Develop FW Communication Network We have developed a communication network for the City of Fort Worth. This will allow us to focus on the reach and engagement of each channel, diversify how we are distributing content, and know which channels to program during a crisis. City channels have thus far primarily focused on owned channels. The communication network will allow us to focus on a wide array of channels, including: • City website • MyFW app • City newsletter • Town hall meetings • Public access channels • 311 • Traditional media • Social media • Live streaming • Opinion pieces/blogs Develop an Aligned Communications Strategy and Strengthen Media Relations • Establish a citywide communications strategy to ensure consistency across 0 THE MARILLA - GROUP - departments and platforms. • Implement a proactive media relations plan, this may include pre- and post -policy briefings, to better inform and engage both internal and external stakeholders. • Standardize brand and messaging across departments to ensure a cohesive citywide voice in public communications. • Strengthen and align external communications efforts and crisis response with City identity and brand. 15 THE MARILLA - GROUP - MarillaGroup.com