STRATEGIC COMMUNICATIONS PLAN
Prepared
by
Vector Communications
June 2025 2024
Section I- Strategic Overview
This document outlines a strategic approach to communications with a focus on achieving established goals for the Downtown St. Louis Community Improvement District (CID). As part of this work, these goals will be placed within a framework, creating context for all communications. Successful implementation of this plan will be impactful toward CID clarifying its purpose to external audiences while inspiring others to act.
Situation Analysis
Established to support the revitalization and long-term vitality of downtown St. Louis, the Downtown Community Improvement District (CID) serves as a catalyst for creating a cleaner, safer, and more vibrant urban core. Funded by assessments from property owners within its 180-block boundary, the CID invests in public space enhancements, safety initiatives, maintenance services, and community programming that directly impact the experience of residents, workers, and visitors.
Since its formation, the CID has played a critical role in elevating the livability and economic viability of downtown St. Louis. It has done so by prioritizing strategic partnerships, supplementing public services, and responding to real-time community needs through programs such as the Clean Team, downtown ambassadors, public safety coordination, and event micro-grants.
In recent years, the CID has sharpened its focus on inclusive revitalization, recognizing that sustained progress requires deliberate efforts to address disparities in access, safety, and economic opportunity. Of particular interest to the CID are those who are often underrepresented in decision-making processes and disproportionately impacted by issues of disinvestment. The CID seeks to understand and amplify the role it can play in shaping a downtown environment where all people feel welcome, connected, and able to thrive.
Communication Objectives
The communications objectives for the Downtown St. Louis Community Improvement District (CID) focus on increasing public awareness of the CID’s mission, services, and impact; building trust and transparency with downtown stakeholders including residents, business owners, and property managers; promoting a consistent narrative about downtown as a welcoming, clean, and safe place to live, work, and visit; encouraging active community engagement and participation in CID-supported programs and initiatives; and reinforcing the CID’s role as a collaborative leader in shaping the district’s future through inclusive and equitable development.
Target Audiences
An effective communications strategy begins with a clear understanding of who the intended audiences are so that messaging can be tailored to meet their specific needs and interests. For the Downtown St. Louis Community Improvement District (CID), the key target audiences include:
• Downtown St. Louis property owners, to demonstrate how their financial contributions are being used to create visible, meaningful improvements in the district.
• Downtown residents, to reinforce that the CID is actively working on their behalf to enhance quality of life, public spaces, and neighborhood safety.
• Downtown visitors, to raise awareness of the CID’s role in making the district more inviting, accessible, and enjoyable.
• CID employees, to ensure they are regularly informed of organizational progress and understand the impact of their work on the broader community.
CID Mission Statement (Draft)
The Downtown St. Louis Community Improvement District exists to make our city’s core cleaner, safer, and better for everyone who lives, works, and visits by investing in public spaces, championing collaboration, and advancing inclusive and innovative solutions that strengthen downtown’s vibrancy and resilience.
Communications Opportunities & Challenges
Opportunities
Awareness
There is an opportunity to expand public understanding of the CID’s role, services, and impact. Many residents, workers, and visitors benefit from CID initiatives without knowing the organization behind them. Targeted communications can help connect CID’s visible work with its identity.
Collaboration
Perception
CID is part of a larger ecosystem of civic organizations and city departments. Strengthened collaboration with local nonprofits, developers, and business owners can amplify shared goals and create cost-effective, cross-promotional communications.
Challenges
Despite real progress, downtown St. Louis continues to face negative public perceptions related to safety, vacancy, and livability. Shifting the narrative requires consistent, evidence-based messaging and visible results.
Complexity
Communications Capacity
“Answering to All, Belonging to None”
Litigation
CID has competition!
Challenges
The issues CID is addressing are deeply rooted, with layers and nuances difficult to explain in a 10-second sound bite or a “tweet.”
Knowing this, the media push will focus on targeting outlets whose shows/publications have the space and time to devote to the district’s cause.
As a service-focused organization, the CID may face limitations in dedicated communications staffing, content production, or channel reach. This makes prioritization and strategic focus especially important.
Balancing the competing priorities of property owners, city officials, residents, and visitors requires clear, inclusive communication strategies that build trust and manage expectations.
CID is currently involved in ongoing lawsuits. These cases may impact public perception, requiring careful messaging to preserve community trust while protecting legal interests.
The average adult attention span is 8.25 seconds. We live in an age of sensory overload. Between the internet, streaming services, social media, podcasts, and a host of electronic devices, people are bombarded with messages around the clock. As a result, CID’s efforts to connect and engage with its target audience require clear, effective messaging and consistent interaction.
Section II-Key Messages
Key messages are the main points of information you want your audience to hear, understand, and remember. This messaging forms the foundation of all communications related to the CID’s mission and should be consistently incorporated into interviews, newsletters, correspondence, and other outreach efforts.
• We are committed to making downtown cleaner, safer, and better for all.
o The CID delivers visible improvements in public space, safety, and quality of life through services that benefit everyone who lives, works, and visits downtown.
• Our work is funded and powered by the downtown community.
o With support from local property owners, the CID reinvests resources into high-impact programs and enhancements that strengthen downtown’s appeal and economic vitality.
• We complement city services and fill critical gaps.
o The CID provides supplemental services from litter removal and beautification to safety coordination and community events that go beyond the scope of city government.
• Collaboration, inclusion, and innovation guide everything we do.
o We work in partnership with stakeholders across sectors, listening to diverse voices and applying creative solutions to ensure downtown is welcoming, equitable, and resilient.
Section III-Media Strategy
Earned media is especially valuable for the CID because it provides free exposure through trusted news outlets, community platforms, and social media channels. Unlike paid advertising, earned media does not require a financial investment, making it a costeffective way to raise awareness and extend the CID’s reach. Positive news coverage and organic storytelling can help the CID maximize its communications impact while staying within budget, allowing more resources to be dedicated to programs that directly improve downtown. This type of media also carries greater credibility because it comes from independent sources, which can strengthen public trust and support.
Tactics
• Develop a brief, bullet-point fact sheet that is easily digestible for reporters, focusing on key messages the CID wants to emphasize about the organization.
• Ensure interviewees are well-prepared to maximize media opportunities by providing media training and key talking points when necessary.
• Send press releases, proactively call media contacts, and directly pitch story angles that highlight why coverage is timely and relevant.
• Build and maintain relationships with local reporters, editors, and bloggers who regularly cover community, development, and public affairs stories.
• Leverage timely news hooks, local events, or community milestones to position CID initiatives as part of broader downtown narratives.
• Encourage and facilitate on-site media visits to showcase visible improvements, community events, or CID-supported projects in action.
Briefings
These will be meetings with leadership at key media outlets to help CID build relationships and provide context when CID stories are pitched
• Schedule in-person meetings with St. Louis Post-Dispatch Editorial Board, Alvin Reid at the St. Louis American, Erik Siemers at St. Louis Business Journal, and representatives from KMOV, KTVI, KSDK, KMOX to talk about CID’s focus and answer questions
• Share one-page fact sheet during these meetings to reinforce key messages
Media Outlets of Interest
These outlets have large followings in the St. Louis region.
Print Publications
• St. Louis Post-Dispatch
o Steph Kukuljan (Real estate & development reporter) – Specializes in commercial real estate, multifamily development, and downtown growth trends
o Jesse Bogan (General assignment reporter) – Reports on real estate development, community and environmental concerns, often tied to urban improvement
o Kim Bell (Crime & justice reporter) – Focuses on crime, safety, and justice issues topics that align with CID’s efforts to make downtown safer
• St. Louis Business Journal
o Nathan Rubbelke – A reporter focused on real estate, economic development, restaurants, and retail particularly within downtown St. Louis
o Gloria Lloyd – As a commercial real estate reporter, she covers construction, development, and public-private partnerships
Radio Stations
• KMOX Radio’s The Chris and Amy Show
o Weekdays from 10am to 1pm Chris Rongey and Amy Marxkors discuss news and politics with interviews interspersed
• St. Louis Public Radio’s “St. Louis on the Air”
o St. Louis on the Air – long form interview platform hosted by Elaine Cha that lends itself to a serious discussion CID’s work
Television News
• KPLR 11-The Pulse of St. Louis- Jasmine Huda’s weekly show focuses on topics of interest in the St. Louis region
• Call selected reporters for “day of” stories
Success stories-KSDK
• Identify stories focused on people directly impacted by CID
o KSDK, Mike Bush’s Making a Difference- KSDK anchor Mike Bush profiles St. Louis people and institutions making a difference in the community
Op-Ed
• The executive director writes an op-ed piece highlighting CID’s role in shaping a cleaner, safer, and better downtown St. Louis.
o In the spirit of collaboration, co-author op-ed with a trusted partner
Section IV- Communication Tactics
Communication tactics are essential tools that enable the Community Improvement District (CID) to carefully craft, control, and disseminate targeted information to the intended audience.
CID Video
• Produce three-minute (maximum time) video highlighting CID’s impact on quality of life
• Include CID’s history, impact, vision
• Email video to database
Video Testimonials
• Conduct interviews with individuals directly impacted by CID, capturing corresponding video footage using a smartphone.
• These testimonials humanize CID’s work, build trust, and create emotional connections with audience.
• Content can be easily shared across social media
Pictures
• Pictures are CID history and need to be prioritized
• Use compelling action shots illustrating CID’s impact
• Archive photos by date and year for annual reports, promotional materials, etc.
Section V- Engagement Tactics (direct person-to-person interactions)
Stakeholder Engagement
• Host quarterly event for property owners and residents, offering lunch or dinner
o Purpose is to inform stakeholders about CID’s work and ongoing efforts that directly benefit them
o Include a video update highlighting CID’s latest activities
• Develop bulleted one-page fact sheet summarizing key information shared at event as take-home resource for attendees
• Offer one-on-one meetings to update stakeholders who are unable to attend
Guest Speaking/ Panelist Opportunities for Kelli
As the Executive Director of the Downtown St. Louis CID, Kelli McCrary is well-positioned to share her expertise on urban safety, community development, and public space activation. Her leadership experience and security background make her a valuable voice across various professional, civic, and media platforms. The following chart outlines key speaking opportunities that align with her skills and the CID’s mission to enhance downtown St. Louis.
Opportunity Audience
Safety Workshops
Panel Discussions
Professional Guilds (ALA, etc.)
Public Media
Events Briefings
Geospatial/Urban Planning
Building managers, residents
Property/development professionals
Legal & corporate professionals
General public, broader stakeholders
Civic leaders, planners
Professionals in urban design/intel
Community and Partner Outreach
Key Value Areas
Personal & active shooter safety training
Urban safety, design, investment strategy
Crime prevention & liability risk in urban context
Communicating CID’s impact and updates
Event safety, infrastructure, public activation
GIS, security, public space strategy
• Meet in-person with selected philanthropic organizations, and government organizations to talk about new focus (See chart below)
Cara Spencer Mayor, City of St. Louis
Dustin Allison
Interim CEO, Greater St. Louis, Inc.
Gwen Mizell SVP, Ameren
Jim Wild Executive Director,East-West Gateway Council of Governments
Kelvin Adams President & CEO, St. Louis Community Foundation
LaTonia Collins Smith President, Harris-Stowe State University
Megan Green President of the Board of Aldermen, City of St. Louis
Michelle Miller CEO, Philanthropy Missouri
Otis Williams Interim Director, St. Louis Development Corporation
Rasheen Aldridge 14th Ward Alderman, City of St. Louis
Rich Liekweg President & CEO, BJC HealthCare
Ryan Rippel
Bill & Melinda Gates Foundation
Scott Weitzel Vice President Regulatory and Gov. Affairs, Spire Missouri
Mary Compton Director of Corporate Communications, Peabody Energy
First Name
Title/Organization
Kim Goedeker Beardslee Director of Community Affairs, Purina
Downtown Condo Boards & Associations
• Meridian Condominium Owners Association
• Bankers Lofts Board
• Edison Condominiums Association
• Downtown Neighborhood Association (DNA)
• Additional Historic-Loft Boards
o Other condo associations downtown include Terra Cotta Lofts, Annex Lofts, 10 St Lofts, Lucas Lofts, Grace Lofts, City Museum Lofts, Packard Lofts, Railway Lofts, and 10th Street Lofts
CID Board Involvement
• Offer board training sessions to help members understand their roles and how they can be assets to CID
• Appoint a board spokesperson to serve as ambassador for CID during media interviews and community outreach
• Write talking points to help board members when speaking externally about CID
• Offer media training to board members to prepare for interviews
Section VI - Communication Platforms
These platforms are essential tools for reaching the target audience and introducing the CID to new groups
Website
• Post pertinent and engaging material for target audience on CID’s website
• Include links to CID video and video testimonials
• Conduct an annual “lookover” to see what can be updated in terms of style and functionality
Database
• Update current list of xxx emails
o Discard old addresses
o Add new contacts moving forward
Newsletter
• Produce quarterly e-newsletter using video and graphics to update property owners, residents, and broader public on latest CID activities and progress
o First edition can be brief introduction from Kelli setting up the CID video
o Distribute to database
o Post and promote on social media
Annual Report
• Design and write document using creative graphics, pictures, testimonials from grantees and their clients
• Send hard copies to priority stakeholders and digital version to database
Section VII – Social Media
Social media is a vital tool for the Downtown STL CID to engage the community, promote its work, and build a stronger public presence. Through Facebook, Twitter, and Instagram, the CID can deliver timely updates, showcase beautification and safety efforts, highlight community partnerships, and create direct lines of communication with key audiences. A focused, consistent social media strategy will strengthen the CID’s brand, expand its reach, and foster meaningful community connections.
• Maintain active profiles on Facebook, Twitter, and Instagram to keep audiences informed and engaged
• Share timely updates about CID initiatives, safety measures, beautification projects, and community events
• Use video, photos, and graphics to create visually engaging content that resonates and encourages sharing
• Respond promptly to comments and messages to build trust and foster interactive community dialogue
• Promote partnerships and celebrate community successes to showcase CID’s positive local impact
• Monitor social media metrics monthly to track progress, inform content strategies, and refine outreach efforts
Section VIII. Evaluation and Metrics
These tools will be used to track and measure CID’s progress in building brand identity and increasing public awareness.
Website/Mailings Monitoring
• The number of visitors to CID website should be tracked monthly.
• Quarterly newsletter activity should also be tracked depending on the service provider.
Conclusion
This plan provides a strategic framework to guide and enhance CID’s communication activities. It is designed to strengthen outreach, improve stakeholder engagement, and maximize the effectiveness of CID’s messaging. As a living document, this plan should be reviewed and updated regularly to ensure it continues to support CID’s communication goals.