request for proposal (rfp) sylvan lake “place” branding...

Request for Proposal (RFP)

Sylvan Lake “Place” Branding Project

February 8th, 2016

Town of Sylvan Lake

Administration

5012 - 48th

Avenue

Sylvan Lake AB T4S 1G6

Sylvan Lake “Place” Branding – Request For Proposal (RFP) - February 2016 2

TABLE OF CONTENTS

PAGE

GENERAL INSTRUCTIONS TO BIDDERS 3

PROJECT DESCRIPTION 3

COMPLETE PROPOSALS 5

REQUEST FOR INFORMATION 5

RFP PROCESS 5

ACCEPTANCE & REJECTION OF PROPOSALS 6

EVALUATION CRITERIA 6

SCOPE OF WORK 7

PROJECT SCHEDULE 8

BUSINESS LICENSE/CONTRACTOR AGREEMENT 8

PROPOSAL REQUIREMENTS 8

APPENDIX A – SUBMISSION FORM 10

APPENDIX B – BRT BRANDING DOCUMENT 11


GENERAL INSTRUCTIONS TO BIDDERS

INVITATION TO SUBMIT PROPOSALS

The Town of Sylvan Lake is seeking proposals for the development of a multi-faceted “Place”

Brand. Proposals marked “Sylvan Lake ‘Place’ Branding Project” shall be received at the

following address to the attention of:

Vicki Kurz

Economic Development Officer (EDO)

Town of Sylvan Lake

5012 – 48th

Avenue

Sylvan Lake AB T4S 1G6

Completed proposals must be received no later than Friday, March 11th

, 2016 at 4:00 pm MST.

Late proposals will not be accepted.

Proposals (3 copies) must be presented in a sealed, clearly marked package. Faxed or other

electronically transmitted proposals will not be accepted.

PROJECT DESCRIPTION

It is the goal of this project to rebrand the community as a means of economic diversification.

The rebranding efforts were identified as mid-range initiatives in the strategies (Tourism and

Investment Attraction) adopted by Council in 2014.

The currently utilized logo is cluttered and represents sporting activities. The tagline “A Town

for All Seasons” is dated, over used and does not set the community apart from any other central

Alberta community. The Town of Sylvan Lake is prepared to lead and fund the development of

a comprehensive brand by delivering on the brand promise. The Town will seek additional

funding from Travel Alberta to support this initiative if applicable. It is understood that this will

take considerable effort and time to engage stakeholders and eventually promote the community

to the various target markets identified in the chart below.


In order to best understand what work has taken place as of February 5, 2016, the following

branding activities are underway or completed for each targeted audience:

Town of Sylvan Lake senior departmental staff, representatives from the Sylvan Lake

Chamber of Commerce and the Business Recruitment Team (BRT), participated in a two

(2) day “The Challenges of Public Sector Branding and Positioning” workshop in

November of 2015.

Members of Town Council and the business community have viewed the Roger Brooks –

“The Art of Branding” video to garner a better understanding of what is meant by Place

Branding.

The BRT, a committee of Council, has conducted an internal Strengths, Weaknesses,

Opportunities and Threats (SWOT) analysis for the Waterfront Commercial District

(WCD), Tourism sector and Investment Attraction components. In addition, the BRT has

identified internal and external stakeholders for further engagement (see APPENDIX B –

BRT Branding Document).

Two (2) sessions were held to engage business, land/property owners and WCD

stakeholders. Over sixty (60+) participants were engaged in the SWOT analysis.

A Branding, Development and Marketing Action Plan committee has been formed as a

sub-committee of the Chamber of Commerce.

An online survey has been posted on the Town of Sylvan Lake website

http://www.sylvanlake.ca/public-notices.html to engage staff, stakeholders and residents.

In addition, it is recommended that the following documents be reviewed and considered when

conducting project research as identified in the project scope of work:

2012 Corporate Communications Strategy

2015 Resident Satisfaction Survey

Tourism Economic Impact Assessment 2014

Beach Ambassador Survey Results 2015

Corporate Tourism Strategy 2013-18

Investment Attraction Strategy 2014

Other relevant documents identified

Great efforts are underway to revitalize the Waterfront Commercial District (WCD) which

includes establishing a new entity comprised of business and property owners, municipal

representatives under the leadership of the Chamber of Commerce. A multitude of projects and

activities have been recently completed or are proceeding in 2016 to achieve this end:

Retail Gap Analysis Phase 1 & Phase 2

Initiating an assessment of tourism utilizing the provincial Visitor Friendly Program

Completion of Lakeshore Drive construction

Central Alberta Tourism Destination Management Plan

In 2017, the Town of Sylvan Lake will be embarking on the redevelopment of the Corporate

website/portal www.sylvanlake.ca which will include direct links to both the Tourism

www.visitsylvanlake.ca and Economic Development (business retention, expansion and

investment attraction) and therefore the creation of a new brand is timely.

http://www.sylvanlake.ca/public-notices.html

http://www.sylvanlake.ca/

http://www.visitsylvanlake.ca/


COMPLETE PROPOSALS

The requirements that each Proponent must follow and include in its Proposal are outlined

herein. The Town reserves the right to determine, at its sole discretion, whether any proposal

meets the mandatory requirements. Proposals shall address all of the requirements as outlined in

this Request for Proposal (RFP).

REQUEST FOR INFORMATION________________________________________________

Proponents are solely responsible for ensuring that all information necessary to prepare its

proposal is acquired and for independently verifying and informing itself with respect to any

requirements, terms and conditions. All enquiries related to the RFP shall be directed to:

Vicki Kurz, Economic Development Officer (EDO)

Town of Sylvan Lake

5012 - 48th

Avenue

Sylvan Lake, Alberta, T4S 1G6

(403) 887-1185 ext 226

Email: [email protected]

Inquiries regarding the Sylvan Lake “Place” Branding Project RFP can be directed to the EDO

electronically via email prior to 4:00 pm MST on Monday, February 15th

, 2016.

RFP PROCESS

The objective of this RFP is to secure an all-inclusive cost for the delivery of a ‘Place’ Brand for

the Corporation, investment attraction, resident attraction, tourism and the Waterfront

Commercial District (WCD) in Sylvan Lake. Development of these project elements are

essential and identified in the Corporate Tourism Strategy and Investment Attraction Strategy

and Implementation Plans.

The Town will have specific interest in those Proposals from individuals and firms that are

capable of managing and leading the Project. Companies that provide unique and insightful

perspectives and who possess the abilities and resources to carry through the project components

in a timely manner will be considered. Through the RFP process it is anticipated that the

Proponent will have demonstrated knowledge, skills, abilities, and the resources in a number of

areas including:

1. A proven track record that demonstrates the required abilities,

2. Knowledge and experience in branding processes, stakeholder (internal and external)

engagement, brand architecture, multi-targeted marketing campaigns, and

3. Creativity and demonstrated ability to lead the project.

mailto:[email protected]


In addition, “fees for service” will play an integral role in the selection process. This selection

process is not a tendering process. The submission of a Proposal does not constitute a legally

binding agreement between the Town and any proponent. The Town will engage in a

“Contractual Agreement” with the successful proponent upon formal acceptance of

Administration and Council. The Town of Sylvan Lake reserves the right to reject any or all

proposals. Should the initial chosen proposal fail to be endorsed for any reason, the Town

reserves the right to consider alternate proposals as received through the initial RFP process.

ACCEPTANCE OR REJECTION OF PROPOSALS

The Town of Sylvan Lake reserves the right to accept or reject any and all Proposals including

the right to not necessarily accept the lowest proposal, and the right to not accept any Proposal

that the Town of Sylvan Lake consider, in its sole and unfettered discretion, whether any

Proposal meets the mandatory requirements of this RFP.

The Town of Sylvan Lake reserves the right to waive, in its sole and unfettered discretion, any

formality, informality or technicality in any proposal whether of a minor and inconsequential

nature or whether of a substantial or material nature. The Town of Sylvan Lake reserves the right

to negotiate with any Proponent that has submitted a proposal that does not fully comply, in

either material or non-material way with the mandatory requirements of this RFP or any

requirements contained within their RFP.

The Town of Sylvan Lake reserves the right, in its sole and unfettered discretion, to accept any

Proposal without stating reasons. By submitting its Proposal, the Proponent waives any right to

contest in any legal proceeding or action the right of the Town of Sylvan Lake to negotiate with

any Proponent and to award the work to whomever the Town of Sylvan Lake deems, in its sole

and unfettered discretion, to have submitted the Proposal most beneficial to the Town of Sylvan

Lake.

EVALUTATION CRITERIA

Each Proposal will be evaluated on the basis of the criteria listed below and the Town of Sylvan

Lake will have the sole and unfettered distraction to award up to the maximum number of points

for each criteria listed below. By submitting a Proposal, the Proponent acknowledges and agrees

that the Town of Sylvan Lake has, and it is hereby entitled to exercise, the sole and unfettered

discretion to award the points for the evaluation of the noted categories.

By submitting its Proposal, each Proponent acknowledges and agrees that it waives any right to

contest in any legal proceedings the decision of the Town of Sylvan Lake to award point in

respect of the categories noted below. The categories and the maximum number of points for

each category are as follows:

Eligibility (10): 1) Executive Summary demonstrates understanding of the project and identified

requirements; 2) project approach and methodology; 3) work plan tactics to achieve deliverables,

timeline and budget; 4) contain the signature of a duly authorized officer or agent of the

company submitting the proposal.


Value for Dollars (20): 1) Must indicate both time and cost for each element of project and

broken down by firm-cost of services and products to be provided; 2) total Proposal amount; 3)

expectations of the Town (labour and financial) are clearly outlined; and 4) list of excluded fees

or charges with a complete explanation of the nature of those fees.

Quality (50): 1) Innovation & creativity 2) Proposal must have a staggered set of tactics

dedicated to completing all elements within the set timeline; 3) must include an internal &

external engagement approach in the development of the Brand; 4) describe how to bridge the

gap between local values and perception and that of the external audiences; and 5) propose a

strategy to educate the local community on the branding process.

Qualifications (20): 1) Proposal contains resumes for each individual involved; 2) proposal

contains evidence of financial ability of proponent to perform work; 3) proponent’s prior

experience in brand development and execution, including a minimum of the three most recent

projects; 4) proponent’s team members and their prior experience in Brand development; 5)

identification of subcontractors and the work they will perform is defined; 6) Legal name,

address, etc. of proponent; and 7) References provided.

SCOPE OF WORK____________________________________________________________

The scope of work required of the Proponent will include but not limited to the following:

Sylvan Lake ‘Place’ Brand Project

1. Conducting research (gathering and analyzing data);

2. Developing surveys to engage internal and external stakeholders;

3. Performing interviews and/or focus groups of key audiences, client groups, key

stakeholders, external partners to determine strengths, weaknesses, opportunities and

challenges;

4. Preparing a gap analysis of values and perceptions including a means to bridge those gaps

5. Creating the Brand Architecture:

Personality

Promise

Positioning

Values

Target Audiences

Brand Strategy

Implementation Plan

6. Creating a final universal logo and various target market tag-lines;

7. Presenting the Brand Architecture and rationale to the Brand committee and Council;

8. Developing a Brand standards guideline; and

9. Creating marketing materials including advertisement templates for each target market.


PROJECT SCHEDULE_________________________________________________________

Anticipated timeframe for project award is Friday, March 18th

, 2016. The project start-up

meeting is to be held prior to April 1st, 2016.

The objective is to deliver the Brand architecture and strategy presentation to the Branding

Committee and Council for feedback by the end of September 2016.

The creation of the Brand standards and marketing materials including templates should be

prepared by the end of October 2016. The EDO will present a final report to Council for

approval and adoption prior to the 2017 budget cycle which begins in early November 2016.

BUSINESS LICENSE/CONTRACTOR AGREEMENT

Successful Proponents conducting business in the Sylvan Lake Municipal Government Building

(MGB) are required to complete an orientation in safety procedures including daily registration

at the Town’s reception desk as a requirement of our Health & Safety policy. Successful

Proponents will also be required to complete an application for a Business License to operate in

the Town of Sylvan Lake and supply copies of the Corporation’s liability insurance with

confirmation of Workers Compensation.

PROPOSAL REQUIREMENTS__________________________________________________

In order for the selection committee to make a proper assessment of each Proponent, the

following information should be included in the Proposal:

1. Executive Summary should touch on the pertinent points in the Proposal you wish to

highlight, including an overview of the project schedule and costs.

2. List of similar projects undertaken by the Proponent, either in progress or completed over

the past 3-5 years, in this region.

3. List of the key project personnel (including resumes) for both staff in-house and sub-

consultants who will be contributing to the project. Resumes for key team members to be

attached as an appendix.

4. Include the legal name of the Proposer(s) and the signature of the person(s) legally

authorized to bind the Proposer(s) contract. The Proposal shall also include the name,

mailing address, phone number and email address of the person the Town can contact

regarding questions about the Proposal. (see APPENDIX A – Submission Form)

5. Intended approach & methodology should describe your approach to performing the

contracted work. This should include but is not limited to the following:

a. Type of services provided


b. Plans for involving and educating Town Council and key staff with regards to the

process

c. An outline of major tasks and responsibilities assigned to staff (labour, financial,

etc.)

6. Detailed Fee Schedule and Total Proposed Amount of project.

7. Detailed Project Schedule that indicates major milestones including mobilization and

time between contract award and set up.

8. A minimum of three reference contacts for the Lead Consultant and each of the sub-

consultants.

Once the Town selects the successful submission, the proponent will be requested to

negotiate the form of agreement with the Town.


APPENDIX A – SUBMISSION FORM

1. Proponent Information

Please fill out the following form, and name one person to be the contact for the RFP

response and for any clarifications or amendments that might be necessary.

Full Legal Name of

Proponent:

Any Other Relevant Name

under Which the Proponent

Carries on Business:

Street Address:

City, Province/State:

Postal Code:

Phone Number:

Fax Number:

Company Website (If Any):

RFP Contact Person and

Title:

RFP Contact Phone:

RFP Contact Facsimile:

RFP Contact E-mail:

2. Acknowledgment of Non-binding Procurement Process

The proponent acknowledges that the RFP process will be governed by the terms and conditions

of the RFP, and that, among other things, such terms and conditions confirm that this

procurement process does not constitute a formal legally binding bidding process, and that there

will be no legal relationship or obligations created until the Town and the selected proponent

have executed a written contract.

3. Signature(s) of Person(s) Legally Authorized to Bind

Name (please print) Position Signature

Name (please print) Position Signature

BRT Branding Awareness Exercises – December 10, 2015 1

The overall “Place” Brand Identity will be consistent; however the Messaging may be different for each of the

target markets/audiences.

Sylv

an L

ake

Co

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un

ity

Bra

nd

Investment Attraction

Tourism

Waterfront Commercial District

Corporate

Resident Attraction

APPENDIX B – BRT BRANDING

DOCUMENT


The purpose of the Business Recruitment Team (BRT) is to provide guidance and advice to the Economic Development Officer (EDO)

on matters pertaining to the recruitment of new businesses to the Town of Sylvan Lake. The Team will contribute to the

implementation of the Tourism and Investment Attraction strategies. This includes overseeing the maintenance and development of

the Town’s commercial districts as mixed-use. This goal will be achieved by strengthening the businesses and the business mix

throughout the community to enable these districts to compete in the market successfully.

Sylvan Lake Corporate Tourism Strategy 2013 – 2018

Strategic Priority #3: Tourism Marketing – Focused, collective and leveraged tourism marketing put Sylvan Lake on the “must see”

list.

Key Result 3.1: A Strategic Marketing Plan prioritizes target markets and sets detailed activities by December 2016.

Branding is identified as a core component of a marketing plan with the Town working in cooperation with major attractors

(anchors), the waterfront commercial district, business owners, property owners and the Chamber.

Town of Sylvan Lake Investment Attraction Strategy & Implementation Plan

Objective 1: Create foundational policies, processes, and products aimed at facilitating new business investment and attraction

activities.

Consider options for design of municipal website and economic development pages for alignment with leading practices, particularly

the accommodation of new externally-orientated marketing content and materials, mobile applications, and town branding.

“Place” Brand Strategy (“Community” and “Place” are interchangeable terms)

Step 1: Brand Values

Beliefs that guide and drive the behavior of the brand’s organization

Equivalent of human values such as trust, professionalism, honesty

Closely linked to the brand promise

Functional and emotional benefits delivered by the brand to its customer

Tangible and intangible dimensions which provide the rationale for making one brand choice over another


A) What are you community’s Key Values (Beliefs)?

Key Questions

1) What are the core values of your community’s products and services?

2) What values do your stakeholders/audiences perceive you as having?

3) What are the gaps between our existing values and/our stakeholders/audiences expectations?

4) How can we bridge these gaps?

A SWOT Exercise is required to address the questions posed above for each target markets/audiences.

B) Know your Stakeholders and Audiences

The basics: (who, how, what, when, why)

In the view of your partners, stakeholders, audiences, what are the existing community’s

o Values

o Benefits

o Strengths

o Weaknesses?

What do your partners, stakeholders, and audiences want or expect/need these to be in the future?

What are the strategic gaps that need to be bridged?

How can you bridge them?

C) Demonstrate the Value and Benefits of your Community

Revisit your “Brand Vision” against the background of your stakeholders’ needs and expectations

How can you meet their needs and expectations through the branding process and beyond?

Can it be done? What will it take?

What will be your objectives, strategy and tactics?

Step 2: Define the Community’s personality


Existing – If your community was a person, how would you describe it?

Preferred – How would you like to be described?

Approach – Focus groups, meetings, workshops with key stakeholders

Step 3: Branding Action Plan

1) Gathering information

2) Establishing the community’s current situation

3) Interviews and/or Focus groups with Key Audiences, Client Groups, Key Stakeholders

4) Public Opinion Research – bridging the gaps

5) Gap Analysis of values and perceptions

6) Brand Architecture

a. Personality

b. Promise

c. Positioning

d. Values

e. Target audiences

f. Brand Strategy

g. Implementation Plan

Develop a stakeholder’s list for conducting focus groups based on target markets/audiences.


BRT – SWOT Analysis December 2015 Business Investment & Attraction (IA)

STRENGTHS

•Population growth

•IA Policy, Economic and Sector Profiles developed

•Annexation - room to grow

•Central location within province and to Hwy access

•Striving to become a complete community

•Tourism - diversification

•Desirable location/quality of life

•Water costs

•Council's willingness to amend policies

•AB Venture - Top 12 community to do business

•Regional collaboration efforts

OPPORTUNITIES

•Annexation/access to CN rail line

•Meet the demand for housing

•Lack of businesses to service residents for a community of this size

•Investment attraction as identified in retail gap analysis

•Retail goods and services are needed to service basic needs of residents (complete community)

WEAKNESSES

•Limited health care options

•No Catholic high school

•Still a bedroom community, 38% commute

•Affordable housing not available

•Current water capacity

•Infrastructure (lack of) - UCC/Multiplex

•Proximity to Red Deer

•Lack of public support for Investment Attraction

THREATS

•Future water supply

•Lake water quality if not monitored and maintained

•$ to complete critical infrastructure in annexed lands

•Current economic conditions

•Competition from region (Blackfalds, both Counties)

•Cost of land/acre is too high


BRT – SWOT Analysis December 2015 Tourism Sector

STRENGTHS

•The lake - quality compared to those in the region

•Attractors - hockey school, waterslides

•Local history - tourism destination

•Number of restaurants on Lakeshore Dr

•Central location - Hwy 2 and 11 access

•Lighthouse redevelopment

•Centennial Park, Lakeshore Dr, promenade

•New events in 2015

•Committed Council - knowledgeable

•Regional collaboration efforts

•Outdoor recreation

OPPORTUNITIES

•Sports tourism

•Accommodations (planning for a variety)

•Cooperative marketing opporunities

•Repositioning - developing a new "place" brand

•Retail gap analysis - downtown mix

•Winter (shoulder season) tourism products

•Economy - tourism is an economic generator, staycations will be a reality

•Completed NexSource Centre/business plan

•Improved quality of restaurants/new family orientated

•Reoccuring events

WEAKNESSES

•Cyclical water levels in the lake (beach)

•Sports tourism development/infrastructure

•Lack of variety of quality accommodations (RV, camping, hotel)

•Tourism infrastructure/waterfront space

•Marketing efforts not coordinated

•Winter tourism attractors

•Short summer season

•Businesses not working together (apathy)

•Lack of public support for Tourism development

•Beautification not completed (Marina Bay to Roundabout)

THREATS

•Understanding of the benefits and economic impact that tourism contributes to the business community (residents and other industry sectors)

•Lake water quality if not monitored and maintained

•$ to complete critical infrastructure


•Lack of cooperation between business, property owners and other partners including the Town

•High cost of property at the waterfront

•Old "Red Neck Rivera" attitude


BRT – SWOT Analysis December 2015 Waterfront Commercial District (WCD)

STRENGTHS

•The lake - quality of water

•Attractors - hockey school, waterslides, beach

•Foot traffic generated by Tourism

•Number of restaurants on Lakeshore Dr

•Central location - Hwy 2 and 11 access

•Lighthouse redevelopment

•Centennial Park, Lakeshore Dr, promenade

•New events in 2015

•Committed Council - understand benefits of Tourism

•Business Recruitment Team (BRT) progress

OPPORTUNITIES

•Restaurants, variety, dinner theatre

•Accessibility to the lake - daymooring, boat launch

•Cooperative marketing opporunities

•Interdepartmental cooperation/communications

•Repositioning - developing a new "place" brand

•Economy - lowered land values

•New major attractor(s) near the waterfront

•Engaged stakeholders in WCD

•50/Centennial St redevelopment

•New family orientated entertainment/food

•Reoccuring festivals and events (farmers market)

•NexSource Centre - sporting events on lake

WEAKNESSES

•Seasonal foot traffic - residents shop elsewhere

•Lack of variety of quality accommodations and downtown living - "3rd place", a place to hang out

•Limited (human) resources to attract new events

•Business mix - lack of things to see and do

•Marketing efforts not coordinated

•Provincial Park owned but not supported by Province

•Reliance on the short summer season

•Land/businesses not working together (apathy)

•Minimal uptake of the Facade grant program

•Percieved parking problems - poor wayfinding, paid parking not implemented

THREATS

•Losing water quality - lack of Provincial support for stewardship/protection

•Continued apathy from land/business owners

•Both major attractors for sale

•High vacancies breeds more vacancy

•Paid parking (percieved)


•Lack of cooperation between business, property owners and other partners including the Town

•High land values

•Workforce development and training (i.e. Service Excellence Training - frontline staff)


BRT – Stakeholder Identification December 2015 Waterfront Commercial District/Tourism/Investment Attraction

Stakeholders

Waterfront Commercial District

Tourism Sector

Investment Attraction

Internal

Land/property owners

Business owners

Chamber of Commerce

Service clubs

Staff (Public Works, Parks)

Attractions (i.e. golf/go carts)

Staff (frontline, Rec & Culture, Parks, Communications)

Recreation/sports organizations

Council and MPC

Staff (SMT, Community Services, FCSS, Public Works)

Chamber of Commerce

Banking community

External

Developers

CARA – local realtors

Visitor Friendly consultant

AEP

Travel Alberta

ACT

Tourism Red Deer

CAEP

CA:AP

CFDC – Red Deer

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