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Link 1 -AQUA - RFP 19-03 Community Branding and Signage InitiativeMARKETING COMMUNICATION DESIGN §ST. PETERSBURG §NAPLES §WEST PALM BEACH WelcomeToAqua.com Tab 1: Title Page / Cover Letter / Table of Contents Photo: PQH Group CITY OF ATLANTIC BEACH, FLORIDA REQUEST FOR PROPOSAL NO. 19-03 COMMUNITY BRANDING AND SIGNAGE INITIATIVE ISSUED: APRIL 05, 2019 DUE BY: MAY 10, 2019 – 3:00PM Submitted by: Aqua Marketing & Communications, Inc. 360 Central Avenue, Suite 420 St. Petersburg, FL 33701 (727) 687-4670 Primary Contact: Dave Di Maggio Aqua Marketing & Communications, Inc. 360 Central Avenue, Suite 420 St. Petersburg, FL 33701 (727) 687-4670 To Whom It May Concern: Thank you for the opportunity to respond to your Request for Proposals. We believe this response represents an exceptional opportunity in your Request for Proposals for community branding and signage for the City of Atlantic Beach for the following reasons... We have deep experience and years of success in municipal branding – We have successfully developed branding for cities, counties, and other government organizations from South Florida to the Panhandle. Our firm’s Principal and Key Staff have experience together creating new community identities from the Atlantic coast to the Gulf Coast. No other agency has our depth of experience in creating unique, vibrant branding in Florida. Our process identifies the distinctive and exceptional characteristics of a community – We understand an identity must reflect a community’s values, attributes, and goals. Our priority is to include the perspectives of multiple groups in our process. Success is defined not only by the creation of a branding identity, but also on the adoption of that identity by the people it represents. We not only understand that each community is unique, but we embrace that individuality as a key element to success. We’re consistently ranked among the world’s best – Year after year, our work for clients is consistently ranked as some of the best in the state as well as internationally. We can virtually guarantee our efforts will have your city recognized as devising some of the best branding marketing in the world. We’re eager to serve the needs of the City of Atlantic Beach and look forward to meeting you in person soon. Sincerely, Dave Di Maggio, President Aqua Marketing & Communications, Inc. 360 Central Avenue Suite 420 St. Petersburg, FL 33701 WelcometoAqua.com Table of Contents Community Branding and Signage Initiative for The City of Atlantic Beach Proposal Number 19-03 Atlantic Beach, Florida TAB 1: Title Page / Cover Letter / Table of Contents TAB 2: Experience of the Individual / Firm TAB 3: Timeline TAB 4: Fee Proposal TAB 5: Subcontractors TAB 6: References TAB 7: Required Forms TAB 8: Certificates of Insurance TAB 9: Miscellaneous Tab 2: Experience of the Individual / Firm Tab 2 - Experience of the Individual / Firm Provide details of the Company/Firms demonstrated experience in community branding, signage initiative and wayfinding. This information shall include the past projects with the start and end dates, and all points of contact for that past experience. Please see Section II, Item 4. Identify the person(s) that will be assigned to this City project. A resume’ of each individual shall be included and shall list their past experience and list of current projects. Aqua Marketing & Communications, Inc. is one of the most highly awarded in the state and is currently recognized as one of the state’s leading municipal branding firms. Additionally, the firm has been nationally recognized in the area of economic development marketing. Its branding and marketing programs are consistently credited by communities as providing a positive, lasting impact. In the development of community brands Aqua utilizes a proven approach that assures deep understanding of the community, recognition of the community’s competing factors, as well as plans and processes for engaging the local community and citizenry. Engagement occurs in the development of all efforts and may include stakeholder input and problem solving, as wells as collaboration with the community’s other firms, groups and partners. The firm has broad branding and marketing experience for a diverse number of governments, departments, authorities and more throughout the state, as well as across the country, including service to one foreign country. The firm is considered expert in the branding of various types of governmental entities and have done so for communities of various sizes as well as budgets. We are pleased to provide numerous examples of our work on the following pages. 1 Tab 2 - Experience of the Individual / Firm The City of West Palm Beach, Florida Account type: Branding, Strategic Direction, Paid Media, Creative Services, Public Relations, shared Social Media responsibility Dates of Service: September 2013 to present Point of contact: Chris Roog Director of Economic Development The City of West Palm Beach Office of The Mayor 401 Clematis Street West Palm Beach, FL 33401 (561) 822-1416 CRoog@wpb.org For over five years, Aqua has assisted the City of West Palm Beach, FL with branding and marketing the destination. Initially contracted for economic brand development after the City’s nationwide search of several firms, Aqua’s branding was subsequently adopted and implemented as a city-wide rebranding for the entire municipality. The developed branding is now featured on wayfinding signs, transportation, facilities, marketing, community events collateral, and all public facing forums and venues. The agency is in the process of executing a phased, multi-year plan to increase awareness among selected targeted industries identified by the agency, encourage their relocation to the city and devised programs assisting the city in retention of existing businesses within the city. Aqua is responsible for developing a marketing strategy, conducting research, brand preservation and application, design, content creation, e-commerce and digital strategies, website development and maintenance, paid media strategy and 2 Tab 2 - Experience of the Individual / Firm implementation, domestic and international public relations, placemaking, and achieving cooperative relationships and alliances through and with a variety of government boards and local organizations. The agency developed two distinct brands for the City of West Palm Beach. The first was the overall city branding: The second was branding and placemaking identification for a new financial district in the city: In addition, the agency’s rebranding was also adopted by other entities to reflect the city’s new identify: 3 Tab 2 - Experience of the Individual / Firm The agency’s work has garnered millions in public relations value and has been credited with being a significant force in the city’ identity recognition and economic revitalization. Outcomes have included: •More than 5,000 new jobs •$2.27 billion in new investment •The establishment of a new financial district, demarcated and marketed by the agency •The designation as the #1 city for business and careers by Forbes Magazine West Palm Beach Logo and Branding Guidelines Branded Business Cards and Letterhead 4 Tab 2 - Experience of the Individual / Firm Wayfinding, Placemaking, & Citywide Adoption 5 Tab 2 - Experience of the Individual / Firm Logo and Other Department Sub-Brands Third party Adoption of Branding & Colors 6 Tab 2 - Experience of the Individual / Firm TV Spot http://bit.ly/AquaBroadcastSamples Branded e-newsletter Branding Ad 7 Tab 2 - Experience of the Individual / Firm Online Banner Advertising Responsive website for Flagler Financial District Flagler Financial District Placemaking 8 Tab 2 - Experience of the Individual / Firm The City of Punta Gorda, Florida Account type: Branding, Strategic Direction, Paid Media, Creative Services, Public Relations, shared Social Media responsibility Dates of Service: September 2015 to present Point of contact: Howard Kunik, City Manager The City of Punta Gorda, Florida 326 W. Marion Avenue Punta Gorda, FL 33950 (941) 575-3301 HKunik@cityofpuntagordafl.com In the years following a devasting direct hit by Hurricane Charley in 2004, Punta Gorda was forced to rebuild its city, community and local economy from the ground up. In 2015, after years of progress and revitalization, the City chose Aqua through RFP, for strategy marketing communication, including the process of defining a new brand for the city and a long-term communications plan. Through its exacting branding process, Aqua as rebranded the city with a renewed emphasis on economic development. The agency is in the process of executing a phased, multi-year plan designed to build awareness, encourage business and residential relocation, and leverage its already-strong visitation economy. In doing so, the agency has delivered: •A complete, holistic municipal brand including city site signage, placemaking and wayfinding signage •The city’s first website, dedicated to economic development and relocation •Defined the need for, role of and aided the hiring of the city’s first Communications Director •Developed the city’s first economic development collateral •Devised the city first awareness-building media campaign including: §Defining promotional partners §Creation of social media plans and execution §Creation of public relations plan and execution §Creation of an in-market ambassador campaign §Coordination with local VCB, EDC, Chambers and more 9 Tab 2 - Experience of the Individual / Firm City of Punta Gorda Logo & Branding Guidelines Branded Business Cards Brand Release Flyer 10 Tab 2 - Experience of the Individual / Firm Responsive website for The City of Punta Gorda, Florida www.ExplorePuntaGorda.com Social Media for The City of Punta Gorda 11 Tab 2 - Experience of the Individual / Firm Branding Adoption Signage & Logo Usage 12 Tab 2 - Experience of the Individual / Firm The Bradenton Area Convention and Visitors Bureau Bradenton, Anna Maria Island, Longboat Key, Florida Account type: Branding, Strategic Direction, Research Coordination, Paid Media, Creative Services & Design, Public Relations Dates of Service: November 2011 to the present Point of contact: Elliott Falcione Executive Director The Bradenton Area Convention & Visitors Bureau One Haben Blvd. Palmetto, FL 34221 (941) 705-1287 elliott.falcione@bacvb.com Initially contracted to re-brand and re-define Manatee County as a visitation destination, Aqua was later awarded the bureau’s advertising & marketing contract, after besting a group of firms drawn nationally through RFP. A year later, the agency was also awarded the destination’s Public Relations contract. With a client budget of $2.5 million, the agency advises the client on advertising, marketing and PR strategy, including providing specific plans and executing a wide variety of marketing, advertising and public relations tactics designed to draw visitors to the Bradenton, Anna Maria Island, Longboat Key area. Tactics target leisure travel, group and meetings travel as well as sports and sports travel. From a Public Relations standpoint, Aqua provides and executes an annual PR plan that includes media relations, familiarization tours, crisis communications, promotions and events. The agency achieved an estimated nearly $6.7 million in media value over the last year, with the destination attaining an estimated $844,880,200 in economic impact directly attributed to visitation. Work by the agency on behalf of the destination has been consistently recognized as some of the best tourism/ travel marketing worldwide by Hospitality Sales and Marketing International, as well as being recognized as some of the best in the state through Visit Florida’s annual Flagler Awards. The client recently renewed the agency for 5 more years, with an optional 2-year extension. 13 Tab 2 - Experience of the Individual / Firm Branding Ads 14 Tab 2 - Experience of the Individual / Firm Logo and Other Department Sub-Brands Stationery Package Brand Application Across Departments 15 Tab 2 - Experience of the Individual / Firm Online and Broadcast TV Spot http://bit.ly/AquaBroadcastSamples 16 Tab 2 - Experience of the Individual / Firm Headquarters Office Design Convention Center Signage 17 Tab 2 - Experience of the Individual / Firm Ambassador Kits Press Kits German Market Visitor Guide 18 Tab 2 - Experience of the Individual / Firm Sports Market Playbook Facilities Guide 19 Tab 2 - Experience of the Individual / Firm Seminole County – “The Other Side of Orlando” Account type: Branding, Logo, Tagline, Strategic Marketing, Paid Media, Creative Services & Design, Public Relations, National Positioning, Video Dates of Service: 2003 -2010 Point of contact: Bill McDermott Director Seminole County Economic Development 1101 East First Street Sanford, FL 32771 (407) 665-0000 Dwarfed and in the shadow of its much larger neighbor, Orlando, Seminole County was looking to compete more effectively within the Central Florida market. As part of the multi-county “Metro Orlando” economic development co-operative lead by Orlando, Seminole believed that it wasn’t getting enough visibility or its fair share of potential business relocation to Central Florida. It still wanted to work co-operatively with the Orlando economic development co-op but wanted to sell itself more effectively. After a thorough analysis of what the county had to offer, “The Other Side of Orlando” campaign was developed to position the county as an adjunct to what might be available in the specific Orlando metro area, while allowing the county to continue to embrace Orlando’s positive attributes. By highlighting its superior suburban to rural lifestyle, along with targeting specific industries, the campaign effectively explained the advantages of the county while continuing to embrace and offer all that Orlando could provide. 20 Tab 2 - Experience of the Individual / Firm Economic Development Sales Kit and Branding 21 Tab 2 - Experience of the Individual / Firm Online Advertising Branding Ads Promotional Video 22 Tab 2 - Experience of the Individual / Firm The Emerald Coast Convention and Visitors Bureau Destin, Fort Walton Beach, Okaloosa Island Account type: Full service - Research, Paid Media, Creative Services, PR, Social Media Dates of Service: February 2017 to present Point of Contact: Jennifer Adams, Executive Director The Okaloosa County Tourism Development Department The Emerald Coast Convention & Visitors Bureau 1540 Miracle Strip Parkway SE Fort Walton Beach, FL 32548 704-650-9448 Following an extensive national review in 2017, Okaloosa County chose Aqua as Agency of Record for five different contracts: Creative Services, Paid Media, Public Relations, Social Media and Research. The County cited Aqua’s ability to bring synergy across the entire spectrum of marketing communications. The agency was awarded a two-year contract, with the potential of an additional two years. In the seven years prior to the agency’s selection, the tourism department had experienced six different Executive Directors. In the agency’s first year, the department had a succession of three Directors. In addition, the Tourism Development Council experienced a 50% turnover. Despite client turmoil, the agency proposed and executed a radically different plan for the County, while managing a media budget of nearly $6 million. Along with the plan, the agency focused on establishing an ongoing program of visitor research, re-establishing the destination brand, redeveloping the destination’s website, and creating the client’s photographic and video assets. The resulting plan resulted in a 22.85% increase in bed-tax revenue. As of November of 2018, the effort was credited with an astounding 51% year over year increase in bed tax revenue. In addition, the destination saw an astonishing increase in social media activity with engagement up an incredible 11,455%, reach/impressions skyrocketing up 3,639% and organic fans/followers growing by 25%. Website activity, during the fall/winter months, improved dramatically with a staggering 99.67% increase in web traffic, with an unprecedented 102.60% increase in new users and page views increasing by 35.08% compared to the previous year. The work by the agency was recognized by VISIT FLORIDA’s annual Flagler Awards, as well as HSMAI’s Adrian Awards. At the end of the agency’s first two-year contract, the TDC elected to review agencies, intending for Aqua to participate in the review. In similar fashion as its predecessor, Aqua declined to participate. The County then requested that Aqua consider an extension of its contract, which the agency accepted. 23 Tab 2 - Experience of the Individual / Firm Complete Branding New Brand Name New Brand Definition New Positioning Statement Logo Creation Brand Guide 24 Tab 2 - Experience of the Individual / Firm Full-Page Branding Ads 25 Tab 2 - Experience of the Individual / Firm Visitor Guide Outdoor Advertising 26 Tab 2 - Experience of the Individual / Firm Broadcast Ads See al l ads at: http://bit.ly/EmeraldCoastCVBTelevision 27 Tab 2 - Experience of the Individual / Firm The Punta Gorda/Englewood Beach Visitor and Convention Bureau Charlotte County, Florida Account type: Branding, Strategic Direction, Paid Media, Creative Services, Public Relations, shared Social Media responsibility Dates of Service: September 2013 to present Contact: Chip Futch Marketing Director The Punta Gorda/Englewood Beach Visitor & Convention Bureau 1700 Tamiami Trail G-2 Port Charlotte, FL 33948 (941) 743-1900 Chip.Futch@charlottecountyfl.gov Having been selected by Charlotte County as its Tourism Creative Services firm in 2013, Aqua was awarded the VCB’s Public Relations account in 2015. In 2017 Aqua began providing paid media services for the VCB, as well as providing specific digital and social media recommendations. Although awarded contracts for two, specific areas of marketing communications, Aqua takes a holistic approach to providing agency services and a “channel agnostic” approach to its recommendations and provision of services. Last year’s summer visitation campaign, which included a social media promotional component proved to be one of the VCB’s most successful campaigns to date. Most recently, the agency has provided in-market services to acquire and develop improved social media assets for the VCB. Over the years, Aqua has provided crisis communications counsel which have included the crafting of messaging, talking points for key department staff, advice and content for website messaging, coordination with VISIT FLORIDA, and more. Most recently, Aqua has provided counsel and advice on handling red tide in the region. Aqua has been counted on to present reporting to the Charlotte TDC, as well as aid the TDC in moderating its discussions. In addition, the agency has work to strengthen relationships between the VCB and area partners such as the City of Punta Gorda, area hotels and attractions, the local airport as well as the region’s carrier, Allegiant Airlines. 28 Tab 2 - Experience of the Individual / Firm Complete Branding New Logo New Tagline 29 Tab 2 - Experience of the Individual / Firm Full-Page Branding Ads Facebook Promotion Online Banner Ads 30 Tab 2 - Experience of the Individual / Firm Adventure Journal Visitor Guide 31 Tab 2 - Experience of the Individual / Firm The Team As a full-service marketing communications firm specializing in governmental and quasi- governmental branding, economic development and tourism, Aqua offers a diverse and capable team with years of experience successfully branding and marketing a number of governmental entities throughout the state. The team is headed by agency President, Dave Di Maggio, who can be expected to direct, supervise and participate in all aspects of the process leading to the successful development of the community brand and the recommended strategic communications plan. Other senior members anticipated to be involved in the project include agency Vice President for Campaign Communications Elliot Cohen; Vice President for Account Services Fran Vaccaro; and Creative Director Thom Hart. Aqua employs several full-time employees who collaborate on multiple accounts to ensure the best possible outcomes. We have included an organization chart of key members of the firm below: 32 Tab 2 - Experience of the Individual / Firm Fran serves as Vice President overseeing the agency’s West Palm Beach office, managing business development in Florida and spearheading the City of West Palm Beach’s integrated economic development marketing plan. Prior to joining Aqua, Fran was Vice President of Taglairino Advertising Group where she oversaw the advertising and paid media programs for Discover The Palm Beaches and the Palm Beach International Airport (PBI), contributing to four straight years of record-breaking tourism successes. Fran has managed multi-million dollar, multi-channel, integrated media and creative campaigns, branded countless hospitality and destination accounts and developed and executed large-scale co-operative advertising programs, including multiple co-op programs with Palm Beach International Airport (PBI), JetBlue, American Airlines and Silver Airways on behalf of Discover. Some of the tourism, travel and hospitality accounts Fran has worked on over the course of her career include: Fran Vaccaro, Vice President Dave is one of Florida’s most award-winning marketing professionals, recognized throughout the state, nation and internationally for his work through a wide range of tourism, travel and economic development clients. Dave leads all strategic efforts for clients, and has established a number of successful programs for a variety of airports here in the U.S. and beyond. Dave has deep experience in marketing clients through every phase of market cycle and brand life. Some of the accounts Dave has worked on include: Dave Di Maggio, President Elliot is an award-winning strategist with over 20 years of experience. He creates, implements and measures successful marketing plans leading to increased ROI, brand awareness and enhanced reputation. Plan development includes detailed situation analysis, development of strategic, sector and opportunity-driven goals/objectives. Elliot has earned several industry awards for his work, including the Florida Public Relations Association’s (FPRA) Image Award, Grand All Image Award and Judges’ Award. He has received several Florida Society for Healthcare Public Relations & Marketing (FSHPRM) Mark of Excellence awards, including for Crisis Communications, Community Outreach, and Writing. Elliot’s prior career work includes: ■The City of West Palm Beach ■The City of Punta Gorda, Florida ■The West Palm Beach Community Redevelopment Agency ■The City of Pompano Beach Community Redevelopment Agency ■The City of Miami Lakes ■Lynn University, Boca Raton ■Northstar Memorial Group ■Health First Hospitals & Health Insurance Company Elliot Cohen, Vice President, Campaign Strategy ■Bermuda International Airport ■Bangor International Airport ■St. Petersburg/Clearwater InternationalAirport ■Sarasota Bradenton International Airport ■Southwest Florida International Airport ■The Seminole County CVB ■The Bradenton Area Convention & Visitors Bureau ■The Punta Gorda/Englewood Beach Visitor & Convention Bureau ■Okaloosa County Tourism Development Department ■The City of West Palm Beach ■The Okaloosa County Tourism Development Department ■The City of West Palm Beach ■Martin County ■The Destin-Fort Walton Beach Airport ■Palm Beach International Airport ■Sarasota-Bradenton International Airport ■Southwest Florida International Airport ■Discover The Palm Beaches Current Projects Include: Current Projects Include: ■The City of Punta Gorda ■Pelican Bay ■Hotel Alba ■Metro Development Group ■Martin County ■The Destin-Fort Walton Beach Airport 33 Katie serves as project manager for client Pelican Bay near Naples, FL, providing supplemental account and media support for additional clients including Charlotte Harbor Visitor and Convention Bureau and Bradenton Area Convention and Visitors Bureau. Previously, Katie managed the Naples office of Paradise Advertising and Marketing (founded by Aqua President Dave Di Maggio), overseeing the firm’s largest account, Naples, Marco Island and Everglades Convention and Visitors Bureau. In addition, Katie previously served as Media Planner for Universal McCann in New York, managing national and regional budgets, implementing strategic campaigns and serving as liaison between vendors and clients regarding added-value negotiations. Katie also has experience supporting Southwest Florida International Airport, providing account service, strategic planning and media plan management, further strengthening her expertise in tourism and hospitality marketing. Some of the accounts Katie has worked on include: ■The Bradenton Area Convention & Visitors Bureau ■Pelican Bay (Naples, FL) ■The Punta Gorda/Englewood Beach Visitor & Convention Bureau ■Naples, Marco Island, Everglades Convention & Visitors Bureau ■Inn on Fifth (Naples, FL) ■Southwest Florida International Airport Katie Varano, Account Executive As the Managing Director, Public Relations, Brittany Chapman is an incredible asset to Aqua and its Clients. Through her public relations strategies, Brittany has garnered national consumer, trade, and travel broadcast, print, online, and radio coverage, including Today Show, LIVE with Kelly & Ryan, The New York Times, Travel + Leisure, Brides, Coastal Living, Yahoo!, Huffington Post, and USA Today. When not developing and overseeing strategic PR plans, Brittany pursues her interests in amateur photography, enjoys getting out on the water, and spends time with her family. The following are just some of the clients Brittany has managed in the past: Megan honed her public relations skills at top full-service agencies in both New York City and Florida, and has developed and executed national and local communications campaigns for a broad range of clients in the health-care, arts, travel and tourism, food and beverage, consumer services, sports, real estate and non-profit industries/sectors. Megan’s PR expertise lies in media relations, writing and strategic planning and also includes social media support, media training, community relations and event planning. Originally from the Boston area, Megan holds a Bachelor of Arts degree in Communications with an emphasis in Public Relations, a minor in Spanish and a Certificate in Business from Seton Hall University. She was also a four year Big East Academic All-Star as a member of University’s Division I Diving Team. Some of the accounts Megan has worked on include: ■The Caribbean island of Aruba ■Visit Pasco County ■All Inclusive Hard Rock Hotels ■The Sarasota Modern ■UNICO 20°87° Hotel Riviera Maya ■Omni Amelia Island Plantation ■Mahekal Beach Resort ■Eden Roc Miami Beach ■Hyatt Ziva and Zilara Resorts ■Visit Park City ■Innisbrook Golf & Spa Resort ■Tastykake ■Party City ■The Bradenton Area Convention and Visitors Bureau ■The Punta Gorda/Englewood Beach Visitor & Convention Bureau ■The Chiles Restaurant Group, Anna Maria, Florida ■The City of West Palm Beach, Florida ■The City of Dunedin, Florida ■Pelican Bay, Naples, Florida ■Coldwell Banker Real Estate ■Moffitt Cancer Center Brittany Chapman, Managing Director, Public Relations Megan Brewster, Public Relations Director Tab 2 - Experience of the Individual / Firm 34 Tab 2 - Experience of the Individual / Firm Melissa is a PR Manager who works with travel and tourism clients to tell their story and promote their destination. Melissa knows that tourism is one of the world’s highest-grossing industries generating profound economic impact for many of these destinations. As part of the Aqua Marketing & Communications team, she is committed to making sure her clients shine. Melissa’s love for marketing destinations was first sparked during a year-long university study abroad program in Valencia, Spain. There she saw how influential tourism is for a destination, and was inspired to make a career out of it. Now, as a travel and tourism PR pro, Melissa excels at conveying authentic and newsworthy stories to local, regional, and national outlets. Her abilities span from writing and creating PR content to planning and coordinating media visits and press events. Some of the accounts Melissa has worked on include: ■The Punta Gorda/Englewood Beach Visitor & Convention Bureau ■The Bradenton Area Convention & Visitors Bureau ■Alabama Gulf Coast Convention & Visitors Bureau ■Door County Visitor Bureau ■Fredericksburg and The Texas Hill Country Convention and Visitor Bureau ■Green Bay Convention & Visitors Bureau ■Nashville Convention & Visitors Bureau ■Santa Rosa County Tourist Development Office Melissa Cederquist, Public Relations Manager Pairing rock-solid design and illustration skills with a passion for creativity, Thom’s artistic vision and innovative branding ability are invaluable assets to the Aqua creative team. Early in his successful 18-year career in the industry, Thom quickly climbed the ranks from Graphic Designer to Assistant Creative Director at Tampa firms HLA Group and Paradise Advertising & Marketing, Inc. Thom’s work has consistently garnered Flagler Awards from Visit Florida, and Adrian Awards from Hospitality Sales & Marketing Association International. He graduated Magna Cum Laude from the University of Central Florida with a B.A. in Art/Graphic Design and a minor in Business Administration. Some of the tourism, travel and hospitality accounts Thom has worked on include: ■The Southwest Florida International Airport ■Tampa International Airport ■Bangor International Airport (Bangor, Maine) ■Sarasota-Bradenton International Airport ■The City of West Palm Beach, Florida ■The Bradenton Area Convention & Visitors Bureau ■The Punta Gorda/Englewood Beach Visitor & Convention Bureau ■Hotel Zamora, St. Pete Beach, FL ■The Emerald Coast Convention & Visitors Bureau Thom Hart, Creative Director Michelle provides PR support for a variety of agency clients, including the Bradenton Area Convention and Visitors Bureau, Pelican Bay, the Emerald Coast Convention & Visitors Bureau, the Charlotte Harbor Visitor & Convention Bureau and Cooper’s Hawk. Prior to joining Aqua, Michelle worked several years as a publicist, print and social media campaign manager at a PR agency, where she provided publicity services for clients in a broad range of industries: non-profit, healthcare, entertainment & lifestyle, sports, and governmental client sectors. In addition to selecting effective SEO keywords for press releases and online website content, Michelle has assisted with website rebranding, and e-newsletter design, development and dissemination. Some of the key accounts Michelle has worked on include: ■The Emerald Coast Convention & Visitors Bureau ■The City of Dunedin, Florida ■The Bradenton Area Convention & Visitors Bureau ■The Punta Gorda/Englewood Beach Visitor & Convention Bureau ■Sunscreen Film Festival ■Pelican Bay ■Chiles Restaurant Group ■Cooper’s Hawk Winery & Restaurant ■The City of West Palm Beach, Florida Michelle Tomao, Public Relations Account Executive 35 Tab 2 - Experience of the Individual / Firm Amanda’s creative journey began in a photography studio. Working as a studio assistant at Vernon Photography, she primarily helped with photo retouching and graphic design. Amanda graduated from the University of South Florida with a bachelor’s degree in graphic design and went on to work at The Munce Group, a retail marketing firm, in graphic design. She spent the next six years as a freelance graphic designer working on projects for the Bradenton Area Convention and Visitors Bureau, Bright House Networks, Tracy Zych New York, Clearwater Harbor Magazine, and others. Amanda’s wealth of experience and a demonstrated ability to handle a wide scope of projects, from collateral to website design and development, is sure to enhance Aqua’s award winning design team. Just some of the clients Amanda has worked with include: ■The Emerald Coast Convention & Visitors Bureau ■The Bradenton Area Convention & Visitors Bureau ■The Punta Gorda/Englewood Beach Visitor & Convention Bureau ■The City of Punta Gorda, Florida ■Manatee County, Florida ■Paper Presence ■Bright House Networks ■Tracy Zych New York ■The Dutcher Group Amanda Zdzierak, Art Director John is an advertising copywriter with a background in creative writing. As a storyteller, he believes that writing is one of the strongest ways people can connect with each other. John’s work is used across a number of media vehicles including print, TV, radio and on the web. He has worked with a variety of clients in different industries, such as healthcare, higher education and banking. With such a diverse background, John has expertise in helping to tell stories that drive results and strengthen a brand’s identity. John earned two bachelor’s degrees from the University of South Florida; one in English creative writing and the other in mass communications advertising. He also holds an MFA in English creative writing from Antioch University – Los Angeles. Some of the clients that John has worked with include: ■The Emerald Coast Convention & Visitors Bureau ■The Bradenton Area Convention & Visitors Bureau ■The Punta Gorda/Englewood Beach Visitor & Convention Bureau ■The City of West Palm Beach, Florida ■The City of West Palm Beach, Florida Department of Sustainability ■First Merchants Bank ■Franciscan Health ■Vincennes University ■Purdue University John Fisher, Copywriter With an eye for singular design and art direction skills honed from years of corporate and agency-side experience, Kim plays a critical role in the creative at Aqua. Her passion for creating exceptional brands is evident through the way her work forms a powerful connection with its target audience. A former Creative Team Manager for national retailer Montgomery Ward, Kim escaped the cold climate of Chicago in 2001, and worked for Florida’s YP&B and Paradise Advertising & Marketing, Inc. before joining Aqua as Senior Art Director. Kim has experience with studio management and account service, as well as media and production traffic, and coding for online advertising. Kim is a graduate of Illinois State University with a B.S. in Fine Arts and a concentration in Visual Communications. Just some of the clients Kim has worked with include: ■The Southwest Florida International Airport ■The Bermuda International Airport (Bermuda) ■Bangor International Airport (Bangor, Maine) ■St. Petersburg-Clearwater International Airport ■The Bradenton Area Convention & Visitors Bureau ■The Punta Gorda/Englewood Beach Visitor & Convention Bureau ■The City of West Palm Beach, Florida ■The Seminole County Convention & Visitors Bureau ■The Naples, Marco Island, Everglades Convention & Visitors Bureau Kim Oliphant, Senior Art Director / Account Management 36 Amber’s over 15 years of experience encompasses internet marketing, pay per click advertising, search engine optimization, conversion tracking, and social media development and strategy. Her first taste of digital marketing was in 2001, when she joined a team working on internet projects at a time when digital marketing was still uncharted territory for many agencies. Amber has worked for TradeWinds Island Resort, Digital Synexus, Paradise Advertising & Marketing, and Mediagistic developing industry standards for clients across the world, including social media best practices, media buying policies, website optimization guidelines and customer loyalty programs. In addition, Amber is Google Analytics and PPC certified. Some of the accounts Amber has worked on include: ■The Emerald Coast Convention & Visitors Bureau ■The Bradenton Area Convention & Visitors Bureau ■The Punta Gorda/Englewood Beach Visitor & Convention Bureau ■The City of West Palm Beach, Florida ■TradeWinds Island Resort ■Naples, Marco Island & the Everglades Convention and Visitors Bureau ■The Amelia Island Convention & Visitors Bureau ■The Seminole County Convention & Visitors Bureau ■The Marco Island Marriott ■The Abaco Beach Resort Amber Coldren, Digital Marketing Director Krystina serves as a Social Media Strategist at Aqua Marketing & Communications, helping to gather, define, and clarify the insights that help drive our creative solutions and, ultimately, make a difference in our clients’ businesses. For more than seven years, Krystina has helped businesses grow by making them visible to local customers who are searching for their products and services. Krystina designs social media strategies to achieve marketing targets though managing, creating, and publishing original, high quality content on all social platforms. A creative and innovative thinker, she has a deep understanding of technology and the people who use it. Krystina’s swift adaptability allows her to implement effective social media strategy and search engine optimization for clients. Some of the accounts Krystina has worked on include: ■The Emerald Coast Convention and Visitors Bureau ■The Bradenton Area Convention & Visitors Bureau ■The Punta Gorda/Englewood Beach Visitor & Convention Bureau ■The City of West Palm Beach, Florida ■Coconut Bay Resort ■Carillon Miami ■The Island of Saint Lucia ■Disney Products/Cruises, travel agent ■Privily Beauty Bar, web designer Krystina Lisi, Digital Strategist Pat has more than 30 years of experience with media buying and devising strategic planning initiatives. Her career spans local, national, and global projects with some of the world’s leading brands, including Anheuser-Busch, State Farm and McDonald’s. At Aqua, Pat creates strategic plans for media buying, places ads, and ensures ad buying stays within budget. She’s an early adopter of new technologies and stays on the cutting edge of the latest trends in digital media allowing her to deliver actionable and specific strategies that yield measurable results. Pat has earned several industry awards, most recently 18 Adrian Awards, including nine Gold, and was responsible for overseeing a team which was awarded a 2016 National ADDY Award. Some of the accounts Pat has worked on include: ■The Emerald Coast Convention & Visitors Bureau ■The Bradenton Area Convention & Visitors Bureau ■The Punta Gorda/Englewood Beach Visitor & Convention Bureau ■The City of West Palm Beach, Florida ■Anheuser Busch (St. Louis, MO) ■State Farm (Bloomington, IL) ■McDonald’s (Oak Brook, IL) ■Sarasota Bradenton International Airport ■Halifax Area Advertising Authority (Daytona Beach, FL) Pat Cote, Media Director Tab 2 - Experience of the Individual / Firm 37 Tab 3: Timeline 38 Tab 3 - Timeline Your proposal shall include a timeline for each phase of the project and an estimated completion start and end dates. Provide in concise narrative form, your understanding of the City’s needs, goals and objectives as they relate to the project, and your overall approach to accomplishing the project. Give an overview on your proposed vision, ideas and methodology. Describe your proposed approach to the project. As part of the project approach, the proposer shall propose a scheduling methodology (timeline) for effectively managing and executing the work in the optimum time. Provide information on your firm’s current workload and how this project will fit into your workload. Describe available facilities, technological capabilities and other available resources you offer for the project. The typical timeline required for a project of the scope described by the RFP is as follows. However, any item inclusions, time posts, or deadlines can be discussed, adjusted, added, or removed, dependent on the City’s need. ACTIVITY DURATION PROJECTED END POINT Orientation 1 Day Day 1 Discovery Analysis of current brand and market position Inquiry review and analysis 1 Day Day 8 Stakeholder input History of Partner Participation 5 Days Day 21 Community Attributes Assessment 5 Days Day 28 Initial Intake Research 14 Days Day 44 Initial Conclusions 21 Days 1 Day of presentation Day 58 38 Tab 3 – Timeline Initial Brand Development 21 Days 1 Day of presentation Day 79 Conclusions Testing 14 Days Day 93 Executional Planning 21 Days Day 114 Reporting to Key Stakeholders 5 Days Day 128 City staff follow up with stakeholders 3 Days Day 142 Delivery of Summary Document 14 Days Day 156 Noting the Scope of Services stated in your RFP, Aqua proposes an approach that has proven to successfully brand and market a number of Florida communities. Our approach easily encompasses all the items required by your Scope of Services, but also provides a number of additional phases and time posts that help ensure both Key Target and Key Community Stakeholder embrace. Aqua’s priorities will be to identify characteristics that define Atlantic Beach, but more importantly, that distinguish it from Neptune Beach and Jacksonville Beach. Our initial assessment will include an in depth understanding of the city’s commitment to natural resource preservation. The breadth and extent of the scope can certainly be discussed or tailored to the City’s particular needs, reflecting your unique goals and objectives. Immediately after award, Aqua would hope to have an initial meeting between the firm and key City staff. At this important “kick off” meeting, the agency would hope to: •Discuss Goals and Objectives •Review timelines •Establish roles and relationships •Determine any immediate City needs •Trade team contact information 39 Tab 3 – Timeline Phase 1 – Market Investigation After an initial meeting with key City staff, the agency would engage the following activities to investigate the market: Step 1: Internal Audit The Internal Audit is the first phase of discovery. Through the internal audit we gain an understanding of the internal opinion of the community’s current brand and the opportunities that may be obtained through re-branding. Activities during this step include: 1. Analysis of current brand and market position – A review of the current brand, its expression, its historical development and use, its intended impact in the market, and a review of graphic expression and brand standards. 2. Community attributes assessment – A review of the community’s reasons to relocate or to retain. This includes a review of area infrastructure (such as transportation, etc.) human resources (such as demographics, educational and training offerings), taxation, available incentives, lifestyle assessment (such as housing, recreation, social organizations, visitation attributes (attractions, activities), area accommodations, etc.). Besides reviewing the attributes firsthand, our staff will hold discussions with the City staff and identified community economic development and visitation stakeholders, as well as review what public messages or branding initiatives are or have historically been engaged by significant stakeholders such as the County 3. Promotional history of the community – A review of how the community has historically presented itself publicly or to potential targets, with an emphasis on its central promise and distinctive community attributes. 4. History of partners’ participation – A review of how community economic development partners (airport, utilities, educational institutions, visitation and tourism interests, etc.) may have understood, attempted to help disseminate, or have influenced the community’s brand. A determination will be made as to these partners willingness to participate in future brand dissemination. 5. Inquiry review and analysis – Analysis of historic inquiry and the community’s inquiry conversion. What businesses, enterprises, industries have expressed interest in the community and how the community has reacted and responded to those inquiries. 40 Tab 3 – Timeline Analysis will consider market conditions, what may have been historically offered through various marketing and communication channels (personal contact, advertising, economic development website, etc.) 6. Stakeholders input – It is customary to meet with and consider input and opinion regarding branding and competitive positioning from the community’s Key Stakeholders. Step 2: External Audit 1. Past research – Review and analysis of any past research conducted by the City or other economic development interests to identify or understand the community’s potential. Especially any that may have been used to establish or direction the City’s current brand. 2. Competitive review and analysis – An in-depth study of how competitive communities are presenting themselves to the public, with special attention to brand expression, relocation promises, incentives, messaging, graphic standards, attempted community position, and competitors’ community attributes. 3. Target history and relocation patterns – Strongly aligned with which enterprises may choose a community and why, a review of historic relocation data provides an understanding of the targets and their potential, future motivations. Phase 2 – Brand & Marketing Plan Development After a complete market investigation has been completed, the City’s market position will be determined and potential brand developed, along with a corresponding marketing plan. The phase is expected to include: Step 3: Brand Recommendation 1. Proposed brand strategy – An initial proposal (prior to testing) of the recommended brand strategy for the community will be presented and discussed. 2. Preparation of potential brand directions for testing – Materials designed to express the potential brand are constructed and reviewed with the client, with several directions developed for client consideration and discussion. 41 Tab 3 – Timeline Step 4: Market Testing 1. Research – Utilizing the determined research methodology, the various potential brand directions will receive the review and reaction of potential targets. Care will be taken to ensure that respondents match the determined profile, or best, have actually considered or are considering the community. 2. Review and Analysis – Involving agency recommendation as well as city staff and research staff discussion, a determination will be made as to what strategic brand direction has the strongest potential vis-à-vis the competitive set. Step 5: Execution – Educate. Excite. Unite. 1. Creation of pilot messages and Brand Standards Manual – Upon completion of research and testing, the agency will develop initial example applications of the brand per the client’s choosing (departmental applications, marketing materials, website, in-market community branding elements, etc.) Additionally, the agency will create a Brand Standards Manual for use by all parties who will need to understand or communicate the brand. The Brand Standards manual will clearly define the community’s market position, Brand Statement and Brand Promise. 2. Plan for brand application, dissemination and use – Working with the City staff, and considering available budgets, goals and objectives, the agency will offer a plan for external communication of the brand as well as a plan for internal adoption by the community. The agency will suggest a tactics for brand adoption throughout the community as well as methods to turn area constituency into brand ambassadors. The plan will endeavor to encourage the understanding and adoption by internal audiences and constituencies throughout the community. Working with staff, the agency will offer strategies to announce and convey the new brand to internal groups such as municipal staff, the business community, area Chambers of Commerce, key industry alliances, governmental boards or other important stakeholder groups. The agency will help address those groups and explain the process, the research and competitive advantages of the new brand approach. Every effort will be made to educate, excite and unite the community in adoption and support of the new brand. The purpose of this step is not to ask permission or get input, but to excite the community regarding the new brand and to unite the community behind the direction. 42 Tab 3 – Timeline Additionally, the agency will work with staff to develop an ongoing plan to develop and sustain an ongoing Brand Culture for the community. Successful brands stand the test of time. To do so, your community needs to continue to define, remember and protect its brand into the future. At all times, and in as many ways as possible, key leaders must continue to carry the brand banner long-term, consistently reminding others of the brand and defending it against decay or indifference. The Brand Statement and Promise need to rise to the same level of importance as any Mission or Vision Statement the City may have. Additionally, those new to the community or its brand (new employees, business leaders, government officials, etc.) must be oriented toward the brand and its importance explained and emphasized. Those new to the effort need to understand their role in projecting and disseminating the brand. Aqua currently serves the following clients in the State of Florida. §The Emerald Coast Convention & Visitors Bureau, Okaloosa County, Florida §The Bradenton Area Convention & Visitors Bureau, Manatee County, Florida §The Punta Gorda/Englewood Beach Visitor & Convention Bureau, Charlotte County, Florida §The Okaloosa County Airports, Destin-Fort Walton Beach, Florida §The City of West Palm Beach, Florida §The City of Punta Gorda, Florida §Martin County, Florida §Sotherly Hotels, Williamsburg, Virginia §Metro Communities, Tampa Florida §The Community of Pelican Bay, Naples, Florida §The Community of Fiddlers Creek, Naples Florida §Manatee County Area Transit §Coopers Hawk Winery and Restaurants, Chicago, Illinois §The TradeWinds Island Resorts, St. Pete Beach, Florida Aqua’s successful and proven work model serves clients across the state of Florida from three locations. Our workload is divided among staff in all offices. Aqua anticipates serving Atlantic Beach primarily from its east coast office in West Palm Beach, Florida. Our full creative teams located in St. Petersburg will also be working with you. With clients across the state, Aqua knows how to serve clients far from its headquarters in St. Petersburg. Regardless of distance or need, all clients are as faithfully served as if the agency were local to the client. Clients never feel that time nor distance are a factor in working with the agency. Additionally, in choosing Aqua, clients are seeking the agency’s deep experience in brand development and execution, more than mere convenience. 43 Tab 4: Fee Proposal Tab 4 – Fee Proposal The typical Fee Breakdown and Fee Schedule required for a project of the scope described by the RFP are as follows. However, any item inclusions, time posts, or deadlines can be discussed, adjusted, added, or removed, dependent on the City’s need. Fee Breakdown: Aqua believes in providing its services in an efficient, cost-effective manner. Familiar with the nuances and requirements of working with governments and authorities, we understand how to bill our services and understand the need for total transparency. Given that you may wish to expand the scope or even eliminate some aspects of what we would normally suggest as the usual approach, we offer the following cost proposal as only a starting point. We’re open and flexible as to the extent and scope of the project as well as to costs for our services and even billing arrangements. Typically, accounts are compensated through an annual fee paid monthly, covering research, creative, and account service. The agency bases its compensation solely on hourly rates. The agency’s blended hourly rate is $155 per hour. Therefore, the costs suggested below are presented as a potential range of costs, dependent upon discussion and your eventual definition of scope. Step 1: Internal Audit The Internal Audit is the first phase of discovery. Through the internal audit we gain an understanding of the internal opinion of the community’s current brand and the opportunities that may be obtained through rebranding. Activities during this step include: 1. Analysis of current brand and market position – A review of the current brand, its expression, its historical development and use, its intended impact in the market, and a review of current graphic expression and brand standards. 2. Community attributes assessment – A review of the community’s “reasons to relocate to, stay in, invest in, live, work and play in” the area. Besides experiencing the attributes first-hand, our staff would expect to meet with and interview City staff and key community stakeholders, as well as review what descriptions of the area currently being use by those stakeholders (County Visitors Bureau, County Economic Development, Chambers, etc.) 44 Tab 4 – Fee Proposal 3. Promotional history of community – A review of how the community has historically gone to market, with emphasis on its relocation promise and distinctive business and lifestyle attributes. 4. History of key stakeholder participation – A review of how area economic development stakeholders have understood and attempted to describe the community’s brand. A determination will be made as to these stakeholders’ willingness to participate in future brand dissemination. 5. Review of inquiry fulfillment – A review and analysis of inquiry to date in an attempt to determine what type of enterprises have considered the community. All types of inquiry, from direct contact to website stats will be considered. This will compare and consider market conditions, what the City’s marketing history has been. If available, the effort may consider any date available through the County’s economic development efforts as well. 6. Stakeholders input – It is customary to meet with and consider input regarding branding and competitive positioning coming from the market’s Key Stakeholders. Stakeholders may include: Key municipal administrators, City staff, County Economic Development or Tourism officials, Area Chambers of Commerce, Key businesses and industries and others who may be affected by or even evaluate branding execution and outcomes. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $9,300 Step 2: External Audit 1. Past target research – Review and analysis of any past research executed to identify or understand the community’s potential targets with special attention as to why businesses may consider the community. Review of any previous research used to establish current brand or position. Once again, if any such data is available from the County or others, that data will be reviewed. 2. Competitive review and analysis – An in-depth study of how competitive communities are going to market, with special attention to brand expression, relocation incentives and other messaging, graphic standards, attempted community position within the state, region or country, and competitors’ community attributes. 3. Target history and relocation patterns – A review and analysis of any data the City may have reflecting historic business relocation to or retention in the community, particularly any breakdown by size, number of employees, average wage, industry type, etc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $9,300 45 Tab 4 – Fee Proposal Step 3: Strategic Brand Planning and Development 1. Analysis and assessment of all items from internal and external audits. Includes agency’s report to client and discussion with client and research staff regarding all findings. 2. Initial brand and market positioning recommendations to client. Includes a discussion of potential brand directions, reasons for their consideration and potential applications through all marketing communications channels. Through dialogue and consideration of the City staff, the firm will prepare potential directions for testing. 3. Preparation of potential brand directions for testing. Preparation will be dependent upon the determined research methodology. Client will review and approve all executions of directions prior to research. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $15,500 Step 4: Execution and application 1. Creation of initial messages, designs and Brand Standards Manual – Upon completion of research and testing, the agency will develop initial example messages, designs and brand applications for marketing channels determined between client and agency at the initiation of the project. Additionally, the agency will create a Brand Standards Manual for use by all parties who may need to understand, utilize or communicate the brand. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $9,300 Step 5: General Marketing Plan 1. Plan for external application and dissemination – Working with the City staff, the agency will offer a plan for external application and communication of the brand. Plan will suggest tactics for brand adoption throughout the community as well as provide general direction of external marketing such as advertising, public relations, social media, etc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $6,200 46 Tab 4 – Fee Proposal Step 6: Community Application 1. Understanding and Adoption by internal audiences and constituencies – Working with the City staff, the agency will offer strategies to announce and convey the new brand to internal groups such as City staff, local business community, area Chambers of Commerce, governmental boards or other important stakeholder groups. The agency will volunteer to help address those groups and explain the process, the research and competitive advantages of the new brand approach. Every effort will be made to educate, excite and unite the City’s constituencies in adoption and support of the new brand. The purpose of this step is not to ask permission or get input, but to excite the marketing regarding the new brand and to unite the community behind the direction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Included at no charge Total estimated costs, depending on final scope. . . . . . . . . . . . $49,600* (*including travel) 47 Tab 5: Subcontractors Tab 5 – Subcontractors Include a list of all subcontractors, if applicable, and their role in this City property. The primary contractor (individual/firm) is responsible for all subcontractors, including but not limited to ensuring that they are properly insured. Aqua Marketing & Communications is a fully integrated, multi-functional marketing communications firm experienced and awarded in every aspect of branding and marketing. As such, Aqua does not have the need for subconsultants to execute the Scope as outlined in the RFP, other than the typical agency vendors such as printers, photographers, etc. In the event that the client and agency agree that a subcontractor is necessary, the agency competitively bids the work through a broad range of available vendors, strenuously negotiates each bid, and makes a recommendation to the client. However, no work proceeds without written approval from the client. 48 Tab 6: References DAVIDE SANTORIELLO / FLICKR.COM Tab 6 – References Provide three (3) references from past projects of similar size and scope. List the point of contact’s name, phone and e- mail address. Please state that job that was performed for that reference and start and end date. Chris Roog Director of Economic Development The City of West Palm Beach Office of The Mayor (561) 822-1416 CRoog@wpb.org Branding, Strategic Direction, Paid Media, Creative Services, Public Relations, shared Social Media responsibility September 2013 to present Elliott Falcione Executive Director The Bradenton Area Convention & Visitors Bureau (941) 705-1287 elliott.falcione@bacvb.com Branding, Strategic Direction, Research Coordination, Paid Media, Creative Services & Design, Public Relations November 2011 to the present Chip Futch Marketing Director The Punta Gorda/Englewood Beach Visitor & Convention Bureau (941) 743-1900 Chip.Futch@charlottecountyfl.gov Branding, Strategic Direction, Paid Media, Creative Services, Public Relations, shared Social Media responsibility September 2013 to present 49 Tab 7: Required Forms Tab 8: Certificates of Insurance 07/02/2018 Comegys Insurance Agency One Beach Drive S. E. Ste. 230 Saint Petersburg FL 33701 Alanna Hess (727) 521-2100 (727) 528-0626 alanna.hess@comegys.com Aqua Marketing & Communications Inc 360 Central Ave Ste 420 St Petersburg FL 33701 Old Dominion Insurance Co 40231 The Main Street America Group Hartford Casualty Insurance Company 29424 United States Liability Company 18/19GL/Prof-17/18Auto/ WC A Y BPG6263N 07/26/2018 07/26/2019 1,000,000 500,000 5,000 1,000,000 2,000,000 2,000,000 Hired & Non-Owned Auto 1,000,000 B B1G6263N 10/18/2017 10/18/2018 1,000,000 PIP-Basic 10,000 C 21WECAS1032 10/19/2017 10/19/2018 1,000,000 1,000,000 1,000,000 D Professional Liability SP1563866B 07/26/2018 07/26/2019 Each Occurence 1,000,000 Annual Aggregate 2,000,000 The Certificate Holder is included as additional insured per written contract with respect to General Liability. Bank of the Ozarks, ISAOA ATIMA P.O. Box 796697 Dallas TX 75379 SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS. INSURER(S) AFFORDING COVERAGE INSURER F : INSURER E : INSURER D : INSURER C : INSURER B : INSURER A : NAIC # NAME:CONTACT (A/C, No):FAX E-MAILADDRESS: PRODUCER (A/C, No, Ext):PHONE INSURED REVISION NUMBER:CERTIFICATE NUMBER:COVERAGES IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed. If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s). THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. 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LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. $ $ $ $PROPERTY DAMAGE BODILY INJURY (Per accident) BODILY INJURY (Per person) COMBINED SINGLE LIMIT AUTOS ONLY AUTOSAUTOS ONLY NON-OWNED SCHEDULEDOWNED ANY AUTO AUTOMOBILE LIABILITY Y / N WORKERS COMPENSATION AND EMPLOYERS' LIABILITY OFFICER/MEMBER EXCLUDED? (Mandatory in NH) DESCRIPTION OF OPERATIONS below If yes, describe under ANY PROPRIETOR/PARTNER/EXECUTIVE $ $ $ E.L. DISEASE - POLICY LIMIT E.L. DISEASE - EA EMPLOYEE E.L. EACH ACCIDENT EROTH-STATUTEPER LIMITS(MM/DD/YYYY)POLICY EXP(MM/DD/YYYY)POLICY EFFPOLICY NUMBERTYPE OF INSURANCELTRINSR DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required) EXCESS LIAB UMBRELLA LIAB $EACH OCCURRENCE $AGGREGATE $ OCCUR CLAIMS-MADE DED RETENTION $ $PRODUCTS - COMP/OP AGG $GENERAL AGGREGATE $PERSONAL & ADV INJURY $MED EXP (Any one person) $EACH OCCURRENCE DAMAGE TO RENTED $PREMISES (Ea occurrence) COMMERCIAL GENERAL LIABILITY CLAIMS-MADE OCCUR GEN'L AGGREGATE LIMIT APPLIES PER: POLICY PRO-JECT LOC CERTIFICATE OF LIABILITY INSURANCE DATE (MM/DD/YYYY) CANCELLATION AUTHORIZED REPRESENTATIVE ACORD 25 (2016/03) © 1988-2015 ACORD CORPORATION. All rights reserved. CERTIFICATE HOLDER The ACORD name and logo are registered marks of ACORD HIRED AUTOS ONLY Tab 9: Miscellaneous