and emphasizing its utility as a news por- tal.We established a page that contained all of the latest information about the city’s tourist venues,hotels and restau- rants and links to other resources, such as those provided by the police and state government.We constantly updated the site,making sure our current and future guests had timely access to the informa- tion they needed.
We organized a number of key stakehold- er group meetings, from our hotel com- munity to our board of directors.We also conducted outreach the old-fashioned way - we picked up the
phone.My senior staff and I spent many hours talking with all of our customers and members, answering questions and giving them the latest information.
Despite the hectic pace of events and activity, it was very important to me that we communicate with them candidly in real time,and that we offer a reassuring voice to those who,understandably,were confused and
concerned.More than any- thing, in a time like this,credibility is on the line and the only way to maintain it is to be open and honest.
One citywide convention unfortunately had to cancel,but other meetings carried on in the city with great success includ- ing the Food Safety Summit and ACEOM. I continue to be encouraged and grateful for the outpouring of support for Baltimore from our peers in the CVB industry and from meeting planners throughout our challenging times.
As the situation in the streets calmed,we kept at it and we added resources.We engaged a crisis communications firm to bring to bear some specialized expertise - both for our near-term and long-term efforts.We also began reaching out via the news media to tell our part of the story.
Of course,we recognized that the media - especially television - was not equipped to tell the story of Baltimore in the appro- priate
context.This meant that viewers
84 September October 2015
had to assume that the images on their screen of events in a handful of neigh- borhoods had consumed an entire city. So,we began to reach out directly by cre- ating a series of videos that we posted online and personally delivered to many of our customers. I participated in some of these,and others used the faces and voices of our visitors, reporting on the status of Baltimore from a tourist per- spective. That effort continues today.
We also collaborated with our
peers.Visit Baltimore is but one of many entities that exist to promote our city and its great attractions,and it was important that we bring everyone to the table to work through a collective approach.Ultimately, this evolved into an initiative led by Baltimore Mayor Stephanie Rawlings- Blake known as One Baltimore,which aims to leverage the collective talents of the public and private sectors in Baltimore to not only talk about how we’re solving our problems,but to actual- ly work together toward real, lasting solu- tions.
The story of Baltimore is like the story of so many other major American cities.We have wonderful amenities,world-class restaurants,and a diverse and interesting history and cultural
heritage.Baltimore was, is and will remain a great city for its visitors.
We also are a city where not all of our residents are able to enjoy the fruits of those offerings.Unemployment is high in some areas and opportunity is
low.That is why we are committed to the One Baltimore
effort.Visit Baltimore has dou- bled our commitment to providing jobs through a program called“Hire One Youth,”which matches Baltimore city’s teens and young adults with paid,hands- on jobs this summer and we are chal- lenging our local hotels,attractions and restaurants to do the same.We also are offering scholarships to support local stu- dents pursuing tourism-related degrees at regional institutions of higher learning through theVisit Baltimore Foundation.
As we work with the community and put forth efforts to help our citizens in need, it is important for us to encourage meet- ing and convention planners,groups and tourists not to lose sight of the benefits of Baltimore and the beauty of this city, which is well worth
visiting.That is why,at the time of my writing this,we have begun taking steps back in the direction of sales and marketing.
We are calibrating our message to be sensitive to the challenges that we face, but we’re not being shy about delivering a message whose bottom line is“Come to Baltimore.”
Going forward,we will continue to com- municate with our customers,our mem- bers and the media.We’ll be measured in our words,and we’ll always acknowledge that Baltimore is a city like so many oth- ers - both challenged and beautiful.
We also will do our part to support the One Baltimore
effort.This is our city,and I think we are more effective marketers if we also remain active participants in civic life.
We also have relaunched our My BMore advertising
campaign.Nothing that has happened in the last few months in Baltimore negates the fact that Common finds Baltimore to be“historic,artsy, soul- ful and fun,”or that Julie Bowen’s kids (and yours) would enjoy a visit to the National Aquarium and the Maryland Science Center.
I truly believe in Baltimore as a destination for families, for business meetings and for large
conventions. Balancing the flow of information about Baltimore such that we reassure and earn the
trust of others who may now have their doubts remains my singular mandate.
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