HomeMy WebLinkAboutRMACITY OF SUNNY ISLES BEACH, FL
CITYWIDE RE-BRANDING SERVICES
RFP No. 19-07-02
August 13, 2019
RMA
Redevelopment Management Associates
HQ
2401 E. Atlantic Blvd, Suite 305
Pompano Beach, FL 33062
P: 954.695.0754 | F: 754.240.7885
info@rma.us.com | www.rma.us.com
Sharon McCormick
Director of Business Attraction & Marketing (Primary Contact)
sharon@rma.us.com | C: 828.773.2637
TABLE OF
CONTENTS
Tab 1 | Corporate Background 1 - 10
Tab 2 | Qualifications 11 - 65
Tab 3 | Staffing 66 - 77
Tab 4 | Approach & Methodology 78 - 85
Tab 5 | Financial Background 86 - 89
Tab 6 | Agency Billings 90
Tab 7 | Creative Ability 91 - 102
Tab 8 | Strategic Thinking 103 - 104
Tab 9 | Cost of Services 105 - 106
Tab 10 | References 107 - 109
Tab 11 | Contract Forms 110 - 114
1CORPORATE BACKGROUND
1 | RMA | Tab 1 | Corporate Background | RFP No. 19-07-02
REDEVELOPMENT MANAGEMENT ASSOCIATES is a
small, independent and majority woman-owned Limited
Liability Corporation headquartered in Broward County,
licensed to do business by the State of Florida. Principal
Members are Kim Briesemeister and Chris Brown.
RMA is a full service economic (re)development firm passionately reinventing cities
to bring hidden assets and unrecognized value to the forefront. We have a proven track record
assessing, developing and implementing plans/programs that are improving communities by
utilizing a realistic, comprehensive and effective approach - resulting in over $1 billion in private
sector investment within our client areas.
We offer comprehensive services in five specialized areas:
f Business Attraction & Marketing
f Economic Development
f Real Estate
f Urban Design & Planning
f Government Management & Administration
RMA was formed in 2009 by Principal Members, Kim Briesemeister, a Certified Redevelopment
Administrator, and Christopher J. Brown, combining their talents and 50+ years of experience
providing consulting and management services to governments in the field of urban
redevelopment and place making, regionally, nationally and internationally. RMA headquarters
is in Pompano Beach, Florida, with additional Florida office locations in Delray Beach, Jacksonville
and the metro Orlando area.
Our expertise includes all aspects of business attraction and marketing, economic
development, real estate development and public-private partnerships (P3), urban
design and planning, government administration and community consensus building.
RMA’s active practitioners have led some of the most successful economic development efforts
in Florida cities during the last 30 years, transforming many areas throughout Florida into
thriving business/entertainment districts, including Delray Beach, Fort Lauderdale, Hollywood,
Pompano Beach and West Palm Beach.
RMA’s 25 highly experienced professionals are committed to helping our clients in their pursuit
of economically diverse and healthy communities. The benefits of working with us include
comprehensive access to industry leaders in specialized redevelopment fields under one firm -
providing years of knowledge, experience and proven success as evidenced by the client cities
we have helped reinvent. RMA does not have any outstanding litigation that would threaten the
viability of the firm or the performance of this contract.
RMA HQ
2401 E. Atlantic Blvd, Suite 305
Pompano Beach, FL 33062
P: 954.695.0754 | F: 754.240.7885
info@rma.us.com | www.rma.us.com
Our firm has the experience, in-house expertise and
financial stability to successfully complete and implement
projects of all sizes.
PRIMARY CONTACT/PERSON AUTHORIZED TO
MAKE REPRESENTATIONS:
Sharon McCormick
Director of Business Attraction & Marketing
2401 E. Atlantic Blvd, Suite 305
Pompano Beach, FL 33062
P: 954.695.0754 | F: 754.240.7885
sharon@rma.us.com | C: 828.773.2637
RMA is on the forefront of local economic development and redevelopment, working on-site and implementing physical change. Our in-house team of industry
professionals has significant experience working with communities to develop and implement strategic financing and economic development efforts. We are
redevelopment specialists with specific areas of expertise including:
Master Planning and Urban Design
Public-Private Partnerships
Special Districts
Land Development Codes
Incentives & Grant Programs
Transit Corridors
Branding
Retail Driven Special Events
Business Development
Real Estate Redevelopment
Government Affairs
Marketing & Communication Plans
Bond Strategies
Housing
Construction Management
Economic Development
Strategic Planning
Market Research
Economic Impact Analysis
Financing & Finance Plans
Budgeting & TIF Projections
Redevelopment Management
Business Attraction/Retention/Expansion Parking Demand Analysis & Operations
Public Engagement Wayfinding
2 | RMA | Tab 1 | Corporate Background | RFP No. 19-07-02
CRA MANAGEMENT & ADMINISTRATION
f RMA Principals/department directors served as
city and CRA executive level directors and/or
staff members and have day-to-day hands-on
implementation experience
f RMA Principals have previously independently
managed four of the largest CRA’s in the state
of Florida: Delray Beach, Fort Lauderdale,
Hollywood, Pompano Beach and West Palm
Beach
f RMA currently manages one Florida CRA - West
Palm Beach, and recently managed the Dania
Beach, Margate and Pompano Beach CRA’s
f RMA Principals are both former Florida
Redevelopment Association (FRA) Presidents and
Key Personnel are board members
CRA CONSULTING
f CRA Plans
f Findings of Necessity
f Public Finance
f Public-Private Partnerships (P3)
f Branding & Marketing
f Incentives
f Real Estate
MUNICIPAL/COUNTY GOVERNMENT
PROCESSES
f Current and past CRA Management
f Extensive municipal/county prior work
experience of RMA Team
URBAN DESIGN & PLANNING
f Master Plans
f Visioning
f Land Use Amendments & Zoning Regulations
f Urban Design
f Transit Oriented Corridor (TOC)
f Streetscape
PUBLIC PARTICIPATION
f Community Events
f Charrettes
f Public Workshops
f Stakeholder Meetings
f Surveys
f Digital and Social Media
f Targeted Collateral and Direct Mail
ECONOMIC DEVELOPMENT
f Economic Development Strategic Plans
f Feasibility Analysis
f Market Assessment
f Demographic and Workforce Research and
Analysis
f Economic Development Implementation Strategy
f Incentive Development & Analysis
f Legislative Analysis
BUSINESS ATTRACTION &
MARKETING
f Strategic Marketing Plan creation and
implementation
f Business Attraction/Retention/Expansion
f Business/Industry surveys
f Branding/Logos
f Digital/Social Media plans
f Cultural Arts management and
programming
f Special Events
f In-house Collateral Design
REAL ESTATE
f Negotiating Public-Private Partnership
Agreements (P3)
f Brokerage
f Leasing
f Parking Ordinances
f Fiscal & Economic Impact Analysis
f Parking Utilization Analysis & Planning
f Land and Entitlement Processing
f Strategic Economic Planning
f Business Attraction, Retention &
Expansion
f Business Valuation Service
f Incentives
f Market Research
f Real Estate Market Analysis
f Fiscal Impact and Tax Analysis
f Intergovernmental Relations
f Construction Management
3 | RMA | Tab 1 | Corporate Background | RFP No. 19-07-02
4 | RMA | Tab 1 | Corporate Background | RFP No. 19-07-02
WHAT’S HOLDING YOUR CITY BACK?
Why do some cities turn blight around while others continue to languish? Reinvention
requires a proven strategy. In this book, we have designed a step-by-step plan and offer
detailed success stories showing exactly how to move from inertia to greatness.
Key Excerpts
PROLOGUE
What do you see when you drive around your city or walk your main street? Do you see
abandoned buildings, shabby streetscapes and little or no pedestrian activity? Are you
perplexed by what you see? Do you compare your city to other cities you have visited
that have a thriving downtown, filled with restaurants and shops, and beautiful, walkable
streets?
ISOLATE THE TEAM FROM BUREAUCRACY (CH. 3)
How many times have you heard the comment…“We tried that in the past, but it did
not work,” or “You can never get that passed by city council,” or “The neighborhood will
never accept that idea”? Bureaucrats run cities, but great leaders reinvent great cities.
The enemy is the attitude that change cannot happen or that change cannot accomplish
anything.
BUILD YOUR OWN TEAM, NOT SOMEONE ELSE’S (CH. 3)
As the core team members are selected, there will be many political activists on the
sidelines who will try to influence the team composition. A word of advice to the leader
and the executive implementer: build your own team, and not someone else’s.
MASTER PLANS VERSUS REDEVELOPMENT PLANS (CH. 4)
There is a difference between a “master plan” and a “redevelopment implementation
plan.” The problem is that very few of these master plans include a meaningful real estate
or market perspective, and more importantly, often lack innovation.
ATTRACTING NEW BUSINESSES (CH. 6)
So where do you find these business owners? They may be in the same city and want a
second location. They may be in the next city over, or they may be far away. If the area
is positioned as up-and-coming, area investors will start to look for buildings to buy and
renovate. The city should establish a system where potential investors can be taken into a
“war room” that has maps and pictures and clearly shows the vision for the area.
FINANCING REDEVELOPMENT & NO FUNDING SOURCE IN PLACE (CH. 7)
We could write an entire book on the seventh step—financing the plan. Each and every
city “reinvention” needs its own personalized finance plan. Without exception, there must
be some sort of coherent financial strategy in place, because the absence of a workable
finance plan will doom any effort no matter how well planned otherwise.
Reinventing Your City is
available for purchase
on Amazon.com.
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2QUALIFICATIONS
11 | RMA | Tab 2 | Qualifications | RFP No. 19-07-02
August 13, 2019
City of Sunny Isles Beach
18070 Collins Avenue, 4th Floor
Sunny Isles Beach, Florida 33160
RE: RFP No. 19-07-02 – Citywide Re-Branding Services
RMA (Redevelopment Management Associates, LLC) is pleased to submit our proposal to provide Citywide Re-
Branding Services to the City of Sunny Isles Beach that will provide the City with a modern, elevated, and classic
brand identity. RMA understands the City is seeking an experienced and qualified branding firm to plan and
execute a re-branding campaign for the City that includes research, branding, design and related services. The
final brand will emanate uniformity, community identity, and adaptability and will be co-created with involvement
from the community including residents, business owners, employees, and stakeholders.
For over a decade, RMA has helped our clients create successful urban revitalization initiatives by analyzing,
composing, adopting, amending, and successfully implementing a wide variety of realistic studies and plans
throughout Florida. This implementation experience provides a very different lens through which we view
economic development and marketing efforts, and it is through that lens that our strategic and implementation
plans resulted in over $1 billion in economic investment in the cities we have served.
RMA is one of the most experienced full-service firms specializing in marketing/branding, tourism, economic
development, business attraction and retention, real estate, urban design/planning, and redevelopment consulting
services for governmental entities. Our process is methodical, sharply honed, and highly efficient. We engage the
community and focus on what to preserve, what to enhance, what assets to expose, and where to invest. Our
high-quality presentations and work products make it easy for people to understand and support the strategies
and solutions we propose.
Sharon McCormick, RMA’s Director of Business Attraction and Marketing, brings over 25 years municipal
experience, successfully composing and implementing Strategic Marketing/Branding/Public Relations, Digital/
Social Media, and Economic Development Plans. Our realistic, comprehensive, and effective approach contributes
to the creation of vibrant, successful communities.
We have thoroughly reviewed all aspects of the listed scope of services and have assembled an award-winning
team to provide the most effective branding and marketing services to meet the objectives of Sunny Isles Beach.
Thank you for the opportunity to highlight our team and propose our services. We are excited at the opportunity
to work with the City of Sunny Isles Beach and will be committed to your continued success.
Sincerely,
Christopher J. Brown Kim J. Briesemeister
Principal Member Principal Member
chris@rma.us.com kim@rma.us.com
P: 954.695.0754 P: 954.695.0754
PRIMARY CONTACT/PERSON
AUTHORIZED TO MAKE
REPRESENTATIONS:
Sharon McCormick
Director of Business
Attraction & Marketing
2401 E. Atlantic Blvd, Suite 305
Pompano Beach, FL 33062
P: 954.695.0754 | F: 754.240.7885
sharon@rma.us.com | C: 828.773.2637
12 | RMA | Tab 2 | Qualifications | RFP No. 19-07-02
OVERVIEW OF PHASE 1 & PHASE 2
OUR GENERAL APPROACH
RMA has reviewed the Scope of Services and developed a work plan to complete the tasks and activities
that are specified. The work plan includes the review of background material provided by the Client, as
well as independent research of Sunny Isles Beach economic conditions, market situation and current
brand position, real estate leasing environment, ‘business friendly’ attitude, business and political climate,
current brand and reputation online and offline, and other factors that impact investors’, residents’, and
visitors’ decisions.
PHASE I - DISCOVERY & RESEARCH
The work plan will include collecting and analyzing qualitative and quantitative market research identified
in the Scope of Services, plus additional analysis to ensure that community and visitor research is done
in the context of the greater economic development environment. The research will address what
people think and feel about Sunny Isles Beach and other considerations that will determine the realistic
implementation options for the comprehensive branding and marketing strategy.
Stakeholder meetings, town halls, online surveys, and individual interviews with businesses and local
tourism partners are some of the most important parts of the work plan. This input will guide the direction
of the branding and marketing strategy. The RMA approach is based on the belief that community values
and desires should guide the plan, not just the data alone.
Following the stakeholder input, the results of those meetings will be evaluated within the context of
the market research and data (SWOT, demographic analysis, business trends, tourism trends, etc.). Every
problem that may be identified creates an opportunity to develop objectives, strategies and tactics to
further the branding and marketing goals. A city brand is built based on recognizing the value of what
the city has to offer, understanding what differentiates this city from those around it (why do people
choose to call this city home), and positioning those values in a way that helps to introduce a city to new
guests, future residents, and businesses who share a city’s vision. We will identify Sunny Isles Beach’s
distinguishing characteristics, uncover its market potential and position, analyze its image online and
offline among its target audiences and deliver the findings and recommendations for strategic branding
and marketing in Phase 1. Timeline: 6 -12 months.
PHASE II - BRAND DEVELOPMENT & EXECUTION
During Phase I, themes and ideas will emerge that will become the foundation for development of a
positioning statement and brand promise for Sunny Isles Beach. Our creative process outlined in the
following pages illustrates our approach to the development of logos, taglines, campaigns , special
promotions and events designed for the city’s target audiences. We will provide the deliverables
identified in the Scope of Services and the pages following will also illustrate our approach to marketing
plan development, market positioning, media planning, community engagement and public relations,
videography, website development and tourism. Phase II Timeline: 6- 18 months.
RMA will conduct the necessary research to understand the current situation in Sunny Isles Beach. No
subcontractor will be used to conduct research. If the city has previously contracted with research firms
to collect data, such as event intercept surveys, RMA will request access to this data and will analyze the
findings withing the context of our additional research.
QUALIFICATIONS
RELEVANT EXPERIENCE,
QUALIFICATIONS & PAST
PERFORMANCE
13 | RMA | Tab 2 | Qualifications | RFP No. 19-07-02
Note: While the RFP indicates that City anticipates that each phase will take approximately one year, RMA's experience has been that similar projects can be completed within
9-18 months depending on various factors related to community and stakeholder participation.
SCHEDULE OF PROPOSED
SERVICES & TIMELINE
Month 1 Month 2Month 3Month 4Month 5Month 6Month 7Month 8Month 9Month 10Month 11Month 12Month 13Month 14Month 15Month 16Month 17Month 18Month 19Month 20Month 21Month 22Month 23Month 24PHASE I: DISCOVERY & RESEARCH
Client Kick-off Meeting
Background Review/Assessment & Review of Current Brand Assets
On Site Assessment (SWOT)
Distinguishing Characteristics/Positioning/Perception Study
Market Research & Data Analysis
One-on-One Targeted Stakeholder Meetings (up to 8)
Digital Analysis/Social Media Position
Online Community Survey
Open House/Town Hall/Public Forum (one meeting up to 4 hours)
One-on-one Meetings with City Elected Officials
Competitive Analysis
Presentation
DELIVERABLE: Strategic Assessment Report & Recommendations for Branding & Marketing
PHASE II: STRATEGIC MARKETING PLAN/Development of Strategic Marketing Framework & Creative Concepts
Client Creative Development Kick-off (Overview of Creative Process)
Goals & Objectives
Strategies, Tactics & Budget (includes digital and traditional media, resident communications strategies and
other initiatives that further the established goals)
Positioning Statement & Brand Promise
Brand Identity Development & Style Guide/Manual
Campaign & Collateral Development (Based on goals identified in the plan and specifically designed
for target audiences - includes the development of one campaign based on the adopted brand with unique target
messages to identified audiences with sample print and digital ad/rack card/brochure/social media post/website
collateral. Various designs to be mutually agreed upon by Staff and Consultant.)
Performance Measures
DELIVERABLE: Strategic Marketing Plan & Creative Concept
Presentation/Public Input/Commission Adoption
Public Input and Brand Presentation (1)
City Commission Presentation for Adoption of Plan and Brand
DELIVERABLE: Final Strategic Marketing Plan & Brand
14 | RMA | Tab 2 | Qualifications | RFP No. 19-07-02
RMA CURRENT* AND PREVIOUS CLIENTS FOR THE PAST 5-YEARS
f Alachua, Florida
f Cape Coral, Florida*
f Coral Springs, Florida
f Dania Beach, Florida
f Davie, Florida
f Delray Beach, Florida
f Deltona, Florida*
f Fort Lauderdale, Florida
f Gainesville, Florida
f Greenacres, Florida
f Hallandale Beach, Florida
f Hillsboro Beach, Florida*
f Lake Park, Florida
f Lauderhill, Florida*
f Margate, Florida
f Martin County, Florida
f Miami-Dade County, Florida
f Miami Shores Village, Florida
f Miramar, Florida*
f Mount Dora, Florida*
f North Lauderdale, Florida
f North Miami, Florida
f North Miami Beach, Florida*
f North Port, Florida
f Oakland Park, Florida
f Ormond Beach, Florida
f Oviedo, Florida
f Palm Bay, Florida
f Pinecrest, Florida
f Pompano Beach, Florida*
f Sarasota, Florida*
f Sebastian, Florida
f Sumter County, Florida*
f Sunrise, Florida*
f Tavares, Florida
f Titusville, Florida
f West Columbia, South Carolina
f West Palm Beach, Florida*
f Winter Park, Florida
STRATEGY DEVELOPMENT & THE CREATIVE PROCESS
BRANDING & CONTENT DEVELOPMENT
A Brand Identity is a visual reflection of a City’s operations and its people, core values,
ambitions, and unique character.
A professionally managed visual identity, defined in the Brand Standards Manual,
offers numerous benefits to the branded entity: it supports institutional cohesion
and efficiency; differentiates from other organizations; facilitates the building of a
desired reputation; and promotes consistency in key areas of design.
The visual identity is a source of unity, pride, trust and awareness for those associated
with the entity. The visual identity can be defined as the overall visual representation
of an organization projected internally and externally through collateral such as
letterhead, brochures, newsletters, advertising, buildings and reception areas. An
effective visual identity is achieved by the consistent use of particular visual elements
to create distinction, such as usage of specific typefaces, colors and graphic elements.
Our team has guided the creation and development of multiple logos and tag lines
that reflect the true nature of the client and visually establishes a brand for them. A
logo is the brand mark and tagline or slogan - the succinct statement associated with
the feeling and identity of the place which become powerful tools within a “package
of initiatives”. The message our team conveys is a holistic one which always leads us
to the development of the City, department and event logos within the context of the
overarching goals established in the marketing plan.
Miriam Greenberg, an associate professor of sociology at the University of California
at Santa Cruz and the author of Branding New York: How a City in Crisis Was Sold
to the World says, “It is possible for an artist or designer to tap into the zeitgeist
and create an image that resonates at a particular moment, but they have to be
knowledgeable about what the underlying fears and issues are.”
In other words, a new logo and tagline won’t transform a City unless it’s part of a
package of initiatives to address a City’s challenges and also opportunities. RMA’s
particular strength lies in the multidisciplinary approach we take with each project,
looking at each City through a lens of our intertwined divisions of economic
development, planning and urban design and business attraction and marketing
to develop meaningful logos, taglines and campaigns that are one part of a
comprehensive package of initiatives.
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SAMPLE LOGOS & TAGLINES
GREENACRESCity of
Pompano Beach | Magazine Ad
Dania Beach | Business Attraction Ad Dania Beach | Economic Development Ad
ADVERTISING
Our approach to the creation and placement of advertising
will depend on the specific objectives determined in the
marketing plan, as well as the target audience. Research
plays a key role in the messaging that is created and
delivered. RMA’s Business Attraction & Marketing team
works closely with City staff and stakeholders to create
campaigns that meet the objectives within the plan.
For example, tourism can include taking advantage
of any local or regional Convention & Visitors Bureau’s
(CVB) and the State’s cooperative opportunities for cost
effective strategies when available.
For attracting industry, options may include the Wall
Street Journal (online and print), New York Times and
a variety of other publications depending on industry
target. However, it is important to note that only 4% of
executive decision makers responded that “advertising”
influenced them according to a 2014 survey of 356
participants, conducted by Development Counsellors
International. “Dialogue with industry peers” and “articles
in newspapers and magazines” were cited 55% and 44%
of the time, respectively.
Through the research, analysis and planning process,
nuances will be addressed – capitalizing on hidden assets,
highlighting the area’s potential to developers, residents,
entrepreneurs and small business owners, focusing on
the opportunities for connectivity throughout the City.
RMA addresses these distinctions within the over-
arching marketing plan, and develops coordinated, yet
distinguished, messages for each of the target audiences.
For example, RMA developed a campaign for the City
of Oakland Park, Florida that utilized two targeted
approaches. The Savory, Sweet & Spicy campaign for the
Culinary Arts District was designed for two audiences: the
consumer was invited to savor moments, make sweet
memories and add spice to their life; while the potential
business target was invited to savor ideas, make sweet
plans and spice up their bottom line.
RMA is also familiar with the creation of successful
cooperative marketing advertisements and has employed
several campaigns for clients.
17 | RMA | Tab 2 | Qualifications | RFP No. 19-07-02
Margate | Discount Card
Margate | Rack Card Margate | Co-op Ad
Margate | Margate Under the Moon Ad
MARGATE
In the Biz Branded
Collateral & Ads
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MEDIA PLANNING & PLACEMENT
BEST PRACTICES IN ATTRACTING CORPORATE INVESTMENT
f Dialogue with industry peers continues to be the top source of
information about an area, followed by business travel and articles in
newspapers and magazines.
f In order, The Wall Street Journal, The New York Times and local daily
newspapers rank as the top news source of executives.
f Having an internet/website presence is rated as the most effective
marketing technique, followed by planned visits to corporate executives
f 65% of respondents used the internet during their last site-selection
search, and 65% reported a strong likelihood that they would visit an
economic development organization’s website during the next site
search.
f Incentive information (57%), demographic information (48%) and a
searchable database of available buildings and sites (44%) rank as the
most-useful features of an economic development organization’s website.
INFLUENCING EXECUTIVE PERCEPTIONS: LEADING
SOURCES OF INFORMATION
Where do executives get their news?
f The Wall Street Journal 62%
f The New York Times 42%
f Local daily news 21%
f Forbes 13%
f The Economist 13%
Development Counsellors International (DCI) 2017 Site Selection Survey
– 331 Surveyed between 2014 - 2017
f Washington Post 13%
f USA Today 12%
f Bloomberg Businessweek 11%
f Financial Times 10%
f Time 8%
f Area Development 7%
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COMMUNICATIONS
PUBLIC RELATIONS, EMAIL NEWSLETTERS, FEATURE
ARTICLES, PRESS RELEASE GENERATION & DISTRIBUTION
RMA has an impressive track record for getting clients exposure – success
that will be utilized for Sunny Isles Beach in delivering an authentic message
for locals, visitors, businesses and residents based upon the positive realities
and promising vision for the future.
The RMA Business Attraction & Marketing Team creates, executes, and
monitors public relations for many of our clients, including the four
Community Redevelopment Agencies (West Palm Beach, Pompano Beach,
Margate, and Dania Beach) that we managed and administered. Marketing
services include email newsletters, feature articles, press release generation
and distribution.
CASE STUDIES — EXAMPLES OF ACHIEVING EARNED
MEDIA FOR OUR CLIENTS REDEVELOPMENT INITIATIVES
AND 4 SPECIAL EVENTS PR AND SOCIAL MEDIA
OAKLAND PARK: CULINARY ARTS DISTRICT
For Oakland Park, the RMA marketing team developed the downtown
“Culinary Arts District” brand and, along with other strategies, developed an
event series as part of the comprehensive branding initiative. In support of
that goal, and to enhance the Urban Farming Institute’s new weekly Farmers
Market, RMA capitalized on our relationship with a Sun-Sentinel food writer
and partnered to create the successful monthly Farm to Chef Showcase,
featuring local chefs on stage “performing” a live cooking demonstration
utilizing fresh ingredients from farmer market vendors.
The comprehensive strategy resulted in significant business attraction
(starting with the Funky Buddha Brewery within only weeks of the launch of
the brand) and the sale/purchase of several buildings throughout the district
– with new owners seeking restaurant/culinary tenants. All of this new
business and economic activity began with research and the development
of the marketing plan, followed by the strategic implementation process
(including communications, advertising, website and social media) and
resulted in increased press coverage, economic activity and excitement
about the opportunities in Downtown Oakland Park. In Oakland Park we
received earned media for the Farm to Chef Showcase event as well as
several redevelopment initiatives.
Oakland Park | News Coverage
Oakland Park | Discovery Farm Marketplace Rack Card
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CITY-WIDE GENERAL OBLIGATION
BOND EDUCATIONAL CAMPAIGNS
In regard to public affairs, RMA is accustomed to planning
or participating in large-scale, scheduled public events; in
coaching staff and/or elected officials for public speaking
engagements; speech writing; talking points creation and
litigation support.
CRISIS COMMUNICATIONS
The RMA team affiliates have handled crisis communications
for a variety of situations including: government scandals,
natural disasters, workplace shootings, on-the-job deaths,
building collapses, officer involved shootings and political
campaign attacks. Many people claim to know crisis
management; not many can back it up. Successful crisis
communication is an art, not a science. At times the best
response to a crisis is minimal. At other times an immediate,
aggressive, proactive answer is best. Knowing how and when
to minimize damage to reputation, profit, and public opinion
is learned in the trenches, and something the RMA team has
been very successful with.
PUBLIC RECORD REQUESTS
It is our belief that openness and transparency lead to
a better informed citizenry, which leads to a better and
more responsive government. It is our policy that records
will be organized and maintained so that they are readily
available for inspection and copying. With years working in
governments, RMA has complied with both Florida Sunshine
Laws as well as public record requirements.
Oviedo | GO Bond MailerOviedo | GO Bond 11x17 Poster
Oviedo | GO Bond Website
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TOURISM MARKETING
Successful tourism marketing encompasses many components: a defined
brand that clearly conveys what a visitor can expect; the communication
of that brand via a website and social media and all collateral/advertising;
ease and availability of accessing information; the overall customer-service
experience while visiting; the “feeling” experienced during a visit; and the way
the experience is shared after departure. Tourism initiatives are a key part of
a City’s overall economic development strategic plan, as they bring visitors to
a place that they may recommend to others in person or online; or that they
may decide to move to and/or start a business in.
Tourism marketing and consulting services include strategic planning and
branding, targeted marketing strategies, website management and analytics,
trade media relationships, cross-promotional activities with local and regional
CVB’s and internal/external customer relationship management (i.e. – industry
partners; Chamber of Commerce; City Staff and key Departments). The
RMA team maintains in-depth market research and knowledge of a variety
of tourism niche markets. Our team of experts can guide you through the
branding and design process, develop and manage your website, create and
run online social media campaigns and provide projections and reporting on
the return of investment for your tourism marketing strategy.
The primary focus is on developing results oriented programs to enhance the
tourism development, marketing, economic development, customer service,
and retail productivity of municipalities, downtown retail districts, shopping
centers and other commercial properties, attractions and organizations.
Branding & Messaging – What brand equity does the City of Sunny Isles
Beach currently own? Does it differ among the constituents? What should it
be? What differentiates Sunny Isles Beach from the rest of the towns/cities in
the region? It should be noted that any City’s brand is not what they say it is,
rather…it is what the market tells them it is! Therefore the messaging tactics
are as important as the brand itself.
Determine appropriate target markets – clearly identify who they are,
such as the visitor market, property owners, businesses, residents, office
workers, public officials, etc. This can be further developed into specialized
niches such as the cultural and historical supporters.
Strategies and message points for the trade – in addition to traditional
marketing messages to the consumer/visitor, there will be a focus on how
best to carry out the economic development activities of the City, including
the key relationships with trade media and participation in tourism trade
shows as well as other opportunities.
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TOURISM MARKETING TACTICS MAY INCLUDE
f Tourism Development Programs – include tourism outreach programs and trade show
participation in the marketing plan. A Tourism Outreach Plan targets specific domestic and
international markets and identifies how best to reach them in a cost effective way.
f Social Media Strategies – Put strategies in place for Facebook, Instagram and Twitter; all
social media should be considered and should include Mobi marketing, such as Mobile
Proximity Marketing. QR code promotion and contests may be considered. Foursquare or
similar technology presents additional promotional opportunity. Social media is rapidly
changing, creating the need to stay on top of this evolving technology.
f Website Updates & Enhancements – Very interactive and includes a wealth of
information. As the brand evolves, so should the website in content and interactive ability.
f Media Usage & Advertising Campaigns - Co-op advertising opportunities targeted to
key visitors may be considered in the Marketing Plan. With complex and expensive media
markets, the Plan identifies creative ways to get the message out.
f Public Relations Campaigns – How to reach audiences with the message points via
both internal and external campaigns can be developed, along with proposed press kits.
Specific audiences can be targeted with specific messaging. This can be a combination of
B2C and B2B efforts.
f Communication with Stakeholders – To accomplish this tactic, it will be necessary to
determine current methods of communication and input from the property owners and
other stakeholders. The most cost-efficient means to communicate to them for input
is e-mail, provided lists are available. Another approach could be via the website, with
surveys designed to seek input.
f Graphics Package to Implement Branding – B2C and B2B branding for new visitors and
business development such as collateral material and trade show booth design, e-blast
templates (residents and business owners may be different from the visitor trade – which
is further segmented by the travel trade and the traveling consumer); sales sheets for
travel trade shows, advertising campaigns, banners and signage
f Public Programming – What events, how often? – audit what is currently being done, what
the target audiences are seeking and make recommendations. Programming may include
unique signature events, entertainment and annual festivals.
f Sponsorship Programs – Develop a sponsorship outreach program, naming rights,
etc. to offset costs of certain programs. Potential corporations can be identified and a
sponsorship sales kit could be developed to market to these potential sponsors.
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EXAMPLES OF TRAVEL MEDIA RELATIONSHIPS
f Database of travel media and bloggers of 1,100+ contacts both domestic
and international
f Capitalize by participating in Media Marketplace opportunities at certain
travel trade shows
f Work with travel PR professionals, writing press releases and providing
input for media kits/flash drives for use at trade shows
f Key contacts at travel websites (i.e. - TripAdvisor, OTA’s, tour operators,
hotels, etc.)
f Relationships/Contacts for Luxury Publications (i.e. – Travel & Leisure,
Departures, Robb Report, Upscale Living Magazine, Modern Luxury CS,
etc.)
LEVERAGING RELATIONSHIPS
THERE ARE MANY OPPORTUNITIES TO LEVERAGE RELATIONSHIPS
AS PART OF A STRATEGIC TOURISM MARKETING PLAN:
f Leverage with clients when appropriate to save them money
f Leverage relationships and client needs for trade shows
f Leverage relationships and availability of in-market reps for a variety of
markets including China, Brazil and Latin America and the UK and Europe
f Leverage with tour operators to develop pitches and byline opportunities
that focus on tourism trends
f Leverage regional peer relationships to develop a regional tourism
media fact sheet for media/reporters (factoids, details on each area, why
tourism matters, etc.)
One successful example on how to effectively leverage regional clients and
resources for the benefit of all involved: Carolyn Feimster created and currently
manages the brand “Historic Shopping & Dining Attractions”, which includes
Faneuil Hall Marketplace in Boston, South Street Seaport and the new Seaport
Museum in NYC and Union Station DC in the nation’s capital.
Erin Bender - Travel with Bender
117K UVM
180K Pageviews
FB: 19.5K
Twitter: 27.3K
Instagram: 30.4K
Joann Woolley - Travel Mamas &
Mommy's Slice of the Pie
Travel Mamas | Mommy's Slice of the Pie
150K UVM | 25K UVM
FB: 4K
Twitter: 21.4K
Instagram: 5.2K
EXAMPLES OF SOCIAL MEDIA INFLUENCERS &
BLOGGERS - INFO & AUDIENCE STATS
Rachel Jones - Hippie in Heels
155K UVM
FB: 11.7K
Twitter: 32K
Instagram: 46.6K
Tamara Gruber - We3Travel
65K UVM
FB: 1.6K
Twitter: 7.2K
Instagram: 6.1K
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SPECIAL EVENTS & SPONSORSHIPS
With over 30 years of experience directing, managing and coordinating
redevelopment and economic development efforts for a wide range of
governmental and non-governmental entities, the RMA team has acquired
extensive knowledge and expertise pertaining to creating and executing
successful special events. The events that we create are innovative and trend-
setting, providing new and “fresh” opportunities to engage visitors and locals
alike.
Our team begins the concept design process by utilizing the unique aspects
of an area that were uncovered during the research and evaluation phases.
As the event concept evolves, RMA’s experts analyze all aspects and logistics
required to present an exceptional event. The RMA team coordinates every
detail: concept and overall event management, site selection, support team,
sponsorships, entertainment and vendors, branding and collateral design/
print/ distribution, media and PR, ad design and placement, social media and
event website, staffing for the actual event, clean-up and post-event follow-
up.
Special events, cross promotional campaigns and social engagement are at
the heart of celebrating a community’s diversity and uniqueness, which will
build and support the brand of an area and attract additional visitors that
might not have otherwise come to the area.
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2017 Sponsorship PackageARTS & SEAFOOD CELEBRATION
Dania Beach, FL
Number of Attendees: 100,000 over the 5-year
event series
Number of Vendors: 100+ in 2017
In 2012, the Dania Beach Community Redevelopment
Agency (DBCRA) launched the inaugural Arts and
Seafood Celebration with the objective to (re)
introduce local residents and visitors to the reviving
Downtown Dania Beach City Center and Arts & Vintage
District through an “Art & Seafood” marketing event
that allows visitors to discover local and/or regional
restaurants, artists and shops. The celebration was
designed to promote the City’s unique identity and
to enhance Dania Beach’s branding with a renewed
energy by bringing citizens together for a common
cause. In addition, the event gave the City’s businesses
the opportunity to market themselves to an audience
that may not otherwise visit the area.
The RMA marketing team, serving as an extension
of CRA staff, launched an extensive promotion and
advertising campaign each year through broadcast
and print media placements, website and social
media interaction, outdoor signage, competitions,
and strategic partnerships with sponsors and the
community, totaling over 175 print advertisements,
1,000 signs and banners, 1,107 TV air time appearances
through Comcast, announced over 7 different radio
stations, and over 36,000 pieces of collateral. Over
the past three years, the event had over 12.4 million
media impressions and over 1,093,000 social media
impressions. In 2017, the event won 11 awards for the
5th Anniversary Promotion, and overall, the event has
won 23 Florida Festival and Events Association State
Awards and one Florida Redevelopment Association
award - making it a top contender in the entire state
of Florida for events.
DANIABEACHARTSANDSEAFOODCELEBRATION.COM
Website
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2017 Admission Ticket
2017 Program
2016 Event Poster
2016 Rack Card
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PATCH FARM & MARKET
Dania Beach, FL
Branded Marketing Materials
included but were not limited
to:
f 11x17 Posters
f Rack Cards
f Website Design
f Social Media
f Newsletters
11x17 Posters
Rack Cards Website
THEPATCHGARDEN.COM
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OLD TOWN UNTAPPED
Pompano Beach, FL
Number of Vendors: 20-50 Monthly
Number of Monthly Attendees: 5,000 & Growing
Old Town Untapped is a monthly event, the first Craft Beer & Arts
festival to come to Pompano Beach. The Old Town Untapped
event was strategically designed to familiarize people with using
the area in a new way and included a biergarten, food trucks, live
music, street vendors, and artists at work/open access to the Bailey
Contemporary Arts (BaCA). In just one year, Old Town Untapped
grew from 250 to over 5,000 attendees! The vendors have grown
from 15 to 50, food trucks from 4 to 12+, and art gallery visitors
from 50-100 to over 500.
UNTAP YOUR POTENTIAL
Pompano Beach, FL
Since the event is also an activator for the area, we launched the ‘Untap Your
Potential’ campaign and installed signage in vacant commercial spaces. This has
resulted in a dramatic increase in interest in the spaces and new businesses are
already open (Blooming Bean Coffee Co. and Odd Breed Brewery), or permitted
to open soon (a restaurant). The event’s success, building on an authentic base
of existing micro/craft breweries (26o Brewery and Banging Banjo Brewery) in
Pompano Beach, combined with the targeted real estate strategies, has led to
a “cluster” effect as 3-4 additional micro/craft breweries have now opened in
Pompano Beach.
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GREEN MARKET
Pompano Beach, FL
Number of Weekly Attendees: 250-1,000 weekly (Depending on season and
special events)
The Pompano Beach Green Market is
currently in its 14th season, making it
the longest, continuously running Green
Market in Broward County. The Green
Market has supported and incubated many
entrepreneurs on their path to business
ownership including Northcutt’s Category
12 hot sauce (featured as a Whole Foods
regional product), Finley’s Bahamian
Restaurant (now a full time restaurant),
and Blooming Bean (a full time coffee shop
at BaCA), as well as many others who have
gone on to open retail locations or partner
with local businesses to carry their products.
EAST VILLAGE UNCORKED
Pompano Beach, FL
Number of Vendors: 35 monthlyNumber of Monthly Attendees: 750-1,200
When Uncorked was launched in 2011, Harbor
Village Shoppes was still a severely blighted shopping
plaza with an occupancy rate of approximately 40%.
The CRA invested $4 million in renovations to the
streetscape, arcade, parking lot and façade programs
for the Harbor Village Shoppes, and in 2013 when the
event re-launched it took off! Residents and tourists
gathered for viewing art, artists at work, live music,
dancing and sampling a variety of wines located inside
the stores. About 6 months after the redevelopment
and re-launch of the event, one store reported an 84%
increase in sales over the previous year. By the time
the event was completed in July 2015, its mission had
been accomplished with 99% of the available retail
space leased including 5 new restaurants and 3 retail/
service shops.
MARGATE UNDER THE MOON
Margate, FL
Number of Attendees: 5,000 monthly
Number of Vendors: 40-50 monthly
Margate Under the Moon (“MUM”), was created to get
residents and visitors accustomed to coming to the future
Margate downtown (City Center) and takes place August
through November. MUM, staged as a community-based
monthly event, focuses on enhancing Margate’s brand and
showcasing local businesses and local musical talent. The
Margate CRA (MCRA), which produces the event, offers local
businesses increased exposure with free vendor space to
market themselves to an audience that may not otherwise
visit the area, creating an opportunity for business growth.
While many other MCRA-sponsored events generally
attract an older demographic, who are primarily residents
of Margate; the intention of Margate Under the Moon was
to bring in the younger generation, who may potentially
live, work and play in the future City Center, as well as draw
people from the surrounding communities looking for the
next “hip” thing to do.
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Facebook
f Development of unique content on collaboration with internal team
f Research of keywords and topics that integrate with staff driven priorities and events
f Integration of effective Facebook tools to include LIVE, Geo-targeting, Polling, etc., as
determined valuable
f Development of graphics to support visitor and community engagement through social media
f Recommendations for integration and timing of Facebook Live content
f Management and reporting on Facebook Advertising
f Monthly reporting on analytics
f Extensive evaluation and management of success and failures to consistently drive more traffic
and awareness based upon posting types, times, keywords, demographics, interests, etc.
Instagram
f Consulting with internal team on appropriate types of posts, timing of posts, and keywords to
increase engagement and provide a unique relationship on this channel
Twitter
f Quarterly platform evaluation to analyze traffic and communication
YouTube
f Integration of video into YouTube
f Development of descriptions and keywords to result in highest level of SEM
f Embedding video into Facebook
f Management of YouTube advertising
Google Places
f Integration of photography for 50 – 60 local key destinations/businesses
f Recently done for a client starting with 2 spaces, resulting in over 15,000 views in the last 2
weeks
Photography
f Capturing professional local photography for key destinations/businesses allows for not only
maintaining a locally authentic feel, but also becomes a source for valuable photography that
adds to the City’s brand
Article Development/Blogging
f Content creation is incredibly important; the development of unique stories allows the City
to become their own reporter. There are several topics that consistently gain visitor and
community engagement. Developing blogs and press releases about these topics will allow the
City to lead the Google news feed with articles that are self-created.
f State Wide Press Releases - this service is relatively inexpensive and will amplify the release of
any articles published.
SOCIAL MEDIA STRATEGY
OVERVIEW OF DIGITAL & SOCIAL MEDIA SERVICES
SOCIAL MEDIA CHANNELS
USED FOR BUSINESS
77%LinkedIn
Facebook
Twitter
Blog Forums
YouTube
43%
37%
27%
26%
Instagram 18%
Podcasts 17%
None 11%
Other 5%
Source: Development Counsellors
International (DCI) 2017 Site Selection
Surveyed between 2014-2017
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SOCIAL MEDIA MANAGEMENT
We have successfully implemented award-winning social media strategies
and tactics that are specifically aimed at building an invested community and
reaching your desired audience. The initial stage is to evaluate the online
community and build a relevant audience based not only on geography, but
also on common interests. We build tactics that will encourage engagement
within your community members, and through that engagement, work toward
a common goal.
The last few years have seen the explosion of social media amplify an
organization’s ability to not only gain a better understanding of their audience,
but to also build community hubs that intrinsically meet the needs of the
neighborhood. This creates truly sociable cities…online and offline.
RMA has developed a proven social media plan specifically designed to keep the
public engaged with events, activities and opportunities. RMA team member,
Terra Spero, is a nationally recognized expert in this field, and has spoken at the
International Downtown Association’s national conference on creating digital
marketing strategies. She includes the most up-to-date strategies and tactics,
and an associated budget, to implement an online marketing campaign that will
keep the City “top-of-mind.”
SOCIAL MEDIA DEVELOPMENT, ENGAGEMENT & SOCIAL SEO
One of the key areas of focus is not only in the tasks themselves, but also in
our expertise with the execution. Below is one example of what we offer:
CONSULTATION
f Monitoring: Brand mentions in online media, social media
f Monthly Reporting: Audience, mentions, sentiment, influencers, traffic,
conversions
f Monthly Consultation: 1-hour meeting each month to discuss results;
refine strategy
f Ongoing, as-needed support to team via phone or e-mail
f Recommendations for new platforms or most effective use of resources
for current platforms
f Suggestions on how to obtain the highest level of engagement through
social networks and each platform’s unique characteristic
SOCIAL MEDIA, COUPLED WITH A WELL
THOUGHT OUT DEVELOPMENT AND MARKETING
STRATEGY, CAN DRIVE BUSINESS, INCREASE
COMMUNITY INVOLVEMENT, AND LEAD TO
SUSTAINABLE ECONOMIC GROWTH.
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SOCIAL MEDIA STRATEGY
DANIA BEACH CRA
facebook.com/DaniaBeachCRA.org
daniabeachartsandseafoodcelebration.com
facebook.com/DaniaBeachArtsandSeafoodCelebration
thepatchgarden.com
facebook.com/PATCHGarden
WEST PALM BEACH CRA
facebook.com/NorthwoodVillageFanPage
facebook.com/WPBhistoricnorthwest
facebook.com/wpbcra
POMPANO BEACH CRA
facebook.com/PompanoBeachCRA
facebook.com/AliPompano
facebook.com/BaCAPompano
MARGATE CRA
facebook.com/MargateCRA
SOCIAL MEDIA SITES DEVELOPED FOR CURRENT & FORMER CLIENTS
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f Increase awareness and interest in the City, throughout
the local community and region, as well as nationally and
internationally with specific target audiences
f Establish a more organized online presence that will allow
the community to understand the services the City offers
in a single location, optimizing content and search engine
optimization
f Develop further customer engagement through website traffic
f Educate public on upcoming events, programs, and initiatives
in which the City is involved
f Create a community with a strong sense of loyalty and
advocacy by increasing engagement and sharing among
community followers/members
f Support community loyalty by monitoring for and engaging
with fan comments
f Develop a CPC (Cost-Per-Click) social media campaign that
will expand the market reach to those who are behaviorally
targeted based upon the City’s demographic and geographic
keywords
f Establish measurements with benchmarks and evaluate
traffic to determine the successful direction of campaigns and
recommended development for social content
EXAMPLE GOALS FOR ONLINE MARKETING STRATEGY
7 OUT OF 10
INTERNET USERS ARE
ACTIVE ON AT LEAST 1
SOCIAL NETWORKING SITE
POMPANO BEACH CRA
SOCIAL MEDIA SUCCESS CASE STUDIES
Pompano Beach CRA’s
Facebook page has over 6
million people who have seen
details about Pompano Beach
since the campaign began.
6,447,740
SOCIAL REACH
31,358
LIKES
3,000%
INCREASE
Within 2 weeks of taking
over a clients Facebook
account, their total reach
went up over 3,000%.
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Six months ago, we took over the City of Pompano Beach’s social media accounts.
The goal was to assist the PIO with providing a consistent level of content and
manage a more on-target brand and voice, therefore creating a “go-to” spot for
community information. These are the results:
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We also took over their Twitter engagement. Here you can review their analytics
during the period from before vs after we took over:
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DANIA BEACH ARTS & SEAFOOD CELEBRATION
8,287
LIKES
For a first-time event with
only 30 days to promote,
we had over 656,000
impressions and nearly
20,000 attendees.
FFEA AWARD WINNER:
Facebook - 1st Place, PR/Media Campaign - 1st Place
4,883
CLICKS
656,957
IMPRESSIONS
6,596
ACTIONS
WEBSITE DESIGN
Prior to the development of social media, websites
were created as tools to specifically deliver the
information that an organization wanted to make
available to their constituents. Once social media
became more prevalent, consumers began to
demand more from organizations. It is no longer
enough to provide only the information you
deem important, you also have to provide the
information that your audience deems important.
We have directed the design and created in-
house, award winning websites for community
events and municipalities that, when coupled
with an overall plan, consistently deliver results.
In addition, we have worked in conjunction with
other website vendors in continuously providing
informative and relevant content to engage the
City’s target audience.
Example: After an in-depth review of a local DDA’s
site by the RMA team, several recommendations
were made on how to make the site a more visitor
centric site while also maintaining the business
purpose, and over a 24 month period “visits”
increased 191.35% and “unique visitors” increased
178.29%.
NEWSLETTERS
Newsletters are an extremely valuable marketing
tool to maintain contact and deliver specific
messages to a target audience. RMA is experienced
with developing successful newsletter programs
that convey the important details needed to
achieve your goals.
THEPATCHGARDEN.COM
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VIDEOGRAPHY & PHOTOGRAPHY
Some have said, “If a picture is worth a thousand words, then a video
is worth a million”. RMA has extensive experience in providing and/or
managing the professional photography/videography needs of our diverse
clients. Our experience includes concept, scripting and copywriting,
video field production, post production and duplication. We maintain a
high standard of quality and utilize both in-house and contracted service
providers that consistently exceed our client expectations.
The RMA team has directed the production of multiple videos for various
clients and projects, including a vibrant “Welcome to Downtown NoMi”
video for the City of North Miami/North Miami CRA, a promotional video
showcasing Pompano Beach’s “Old Town Untapped” event, as well as an
exciting, Real Time Virtual Reality 3D animated video for the Pompano
Beach “Downtown Innovation District.”
The Innovation District video uses the latest, state-of-the-art 3D virtual
animation to give the viewer a multi-dimensional vision of the possibilities
in the Innovation District. RMA’s Urban Design & Planning team created
the 3D models of the potential build-out, with the videographer adding
the creative, real-world experience that can be viewed on a screen or via
a 3D app. Virtual navigation in real-time is similar to the experience of
playing an open-world video game, as the user is free to explore anywhere
within the bounds of the virtual world.
North Miami | Welcome to Downtown NoMi
Note: Videos Play In Digital Copy
Pompano Beach | Innovation District
Pompano Beach | Old Town Untapped
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RESEARCH & PUBLIC INVOLVEMENT
Simply put: There is not a sustainable, authentic brand or plan without
community input. Public outreach is a critical component to every
strategic planning and redevelopment initiative, and it needs to be both
meaningful to the community and valuable to the planning process.
RMA implements cutting edge technology to inform, update and engage
constituents. RMA utilizes a range of strategies to reach key community
members and to develop a process in the spirit of collaboration and
agreement,which may include, but are not limited to:
1. Advisory boards and steering committees – establish a consistent
process for accountability and review and also create a local advocate
for the work that is being conducted.
2. Stakeholder interviews and focus groups – enable very specific
and detailed discussions around a particular issue in an intimate
setting.
3. An Idea Exchange – provides a 2 to 3-hour time frame where
individuals can stop by at their convenience to discuss ideas and
learn about a project’s status in a personal and casual setting. Boards
can illustrate a project’s progress and also provide a blank space for
participants’ comments.
4. On-line surveys – one way to measure community interest in a
particular approach and to understand specific concerns and ideas.
5. Public presentations – provide an opportunity to share a project’s
progress at key milestones.
6. Design workshops (Charrettes) – enable our designers to collect
public comment and input and then collaborate with professionals
off-site, to create design concepts.
7. Social media website and comment pages – allow the community
to participate in a convenient way and also gives the municipality the
opportunity to message content to a larger audience. Social Media
strategies are specifically designed to keep the public engaged with
events, activities and opportunities within the community.
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North Miami CRA
Trade Show Banner
City of Lauderhill
Trade Show Booth
TRADE SHOWS
Some of the key trade shows that RMA attends annually include International Council
of Shopping Centers (ICSC), Florida League of Cities (FLC), International Downtown
Association (IDA), and International and Florida Festivals & Events Association (IFEA
and FFEA).
We are available to act as your representative and promote the target areas defined in
the marketing plan.
Municipalities often have opportunities available for economic growth through retail
development and business attraction, but are passed by for the more obvious, larger
or better known locations. Retail site selectors and developers are actively seeking
information about where to “do their next deal”. In a competitive marketplace, it is
important to target marketing efforts in the right place and make certain those site
selectors and developers know about your area and all that it has to offer.
RMA recognizes the importance of professional affiliations through not only the
Florida Redevelopment Association, but also the International Council of Shopping
Centers. Each year, RMA staff attends the ICSC Regional Conference to keep abreast of
the current climate in the industry and to represent its clients. RMA makes sure that
opportunities that would possibly go unnoticed are boldly featured to the important,
targeted audience at this conference.
RMA has designed and staffed individual client booths, has participated in shared
booth space and has developed an economically feasible shared space opportunity
for significant cost savings to its individual clients.
Developers and commercial brokers have expressed interest in opportunities and often
follow up when the time is right – all due to having knowledge about the opportunities
that exist that they may not have been aware of but for seeing the professional display
at ICSC.
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BRANDED COLLATERAL & BUSINESS
DEVELOPMENT KIT
In the following pages, we’ve included examples of branded
collateral that span from a few branded items to entire
campaigns.
Like advertising, collateral materials are an important part
of conveying a community’s identity. It must be consistent
and represent the true essence of the city and the areas
being promoted or positioned. We excel at creating both
digital and print materials for clients based on the targeted
recipient of the material. Collateral materials can include:
f Rack cards
f Postcards & Mailers
f Brochures & Booklets
f Maps & Directories
f Flyers
f Posters
f Websites
f Newsletters
f Digital Presentations for Mobile/Tablets
f Light Pole Banners & Other Outdoor Signage
f Branded Annual Reports
...and any other items that “send the message.”
Additionally, Leasing Packages can be developed for quick
assembly to give or send to prospective businesses and
investors in print and/or electronically. Our packages
are representative of the economic data and marketing
strategies that are identified in the early research phases.
Sumter County | Economic Development Booklet
Dania Beach | Leasing PackageLake Park | iPad Presentation
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STRATEGIC MARKETING PLAN & IMPLEMENTATION
North Miami, FL
Services for a comprehensive client campaign completed in-house by
RMA included:
f Consulting with Client Team
f Strategy & Content Development
f Handling the Creative Process
f Branding & Logo Design (for both the CRA and Downtown district)
f Graphic Design & layout for Printed & Digital Collaterals
f Website Design, Development & Management
Brand Standards ManualLogo Design
AWARD WINNING PROJECT
FRA 2017 Roy F. Kenzie Award:
Planning Studies - Downtown
North Miami Strategic
Marketing Plan
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EXAMPLES OF RESEARCH AND BRANDING CAMPAIGNS
SUCCESSFULLY DESIGNED AND IMPLEMENTED
Downtown Logo Design
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Light Pole Banners
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11x17 Posters
Flyers
Social Media Templates
Walker’s Guide
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CITYWIDE VISION COMMUNICATIONS CAMPAIGN
Lake Park, FL
Services for a comprehensive client campaign completed in-house
by RMA included:
f Consulting with Client Team
f Strategy & Content Development
f Handling the Creative Process
f Branding & Logo Design
f Graphic Design & Layout for Printed Collaterals
f Website Design, Development & Management
Logo Design
Public Meeting FlyersPostcards
48 | RMA | Tab 2 | Qualifications | RFP No. 19-07-02
Website Design & Development
Light Pole Banner iPad Presentation
Outdoor Signage
49 | RMA | Tab 2 | Qualifications | RFP No. 19-07-02
CITYWIDE VISIONING & CRA PLAN UPDATE
CAMPAIGN
Hallandale Beach, FL
Services for a comprehensive client campaign
completed in-house by RMA included:
f Conceptualized custom hashtag
f Direct Mail Piece design
f Public Meeting Flyer design
f Visioning
f Redevelopment Planning
f Fiscal Impact, Economic Impact & Market Analysis
f Create Innovation District
f Real Estate Analysis & P3
Hallandale Beach | Direct Mail Piece
Hallandale Beach | Public Meeting Flyer
Hallandale Beach | Social Media Ads
50 | RMA | Tab 2 | Qualifications | RFP No. 19-07-02
INNOVATION DISTRICT & CULTURAL ARTS BRANDING
City of Pompano Beach, FL
Services for a comprehensive client campaign completed in-
house by RMA included:
f Branding Identity & Standards for Cultural Arts venues
f Logo Design & Brand Standards for Innovation District
f Collateral Design & Creation
f Print & Digital Ad Design
f Social Media Management
f Special Event Planning
f Marketing & Leasing Package Creation
Cultural Arts | Brand Identity (Ali Pictured)
Ali | Event Rack Card Ali | Event 11x17 Poster Cultural Arts | Staff ID Badge
51 | RMA | Tab 2 | Qualifications | RFP No. 19-07-02
Innovation District | Development Marketing Booklet
Innovation District | 9x12 Presentation FolderInnovation District | Logo Design
Innovation District | Development Marketing Booklet
52 | RMA | Tab 2 | Qualifications | RFP No. 19-07-02
Innovation District | Light Pole Banners
53 | RMA | Tab 2 | Qualifications | RFP No. 19-07-02
Innovation District | Development Opportunities Tri-fold Brochure
54 | RMA | Tab 2 | Qualifications | RFP No. 19-07-02
CITY VISTA APARTMENTS LEASING
SUPPORT ADVERTISING
Pompano Beach, Fl
f Magazine Ads
f Rack Cards
f 8x4 Roadside Banners
City Vista | Magazine Ad
City Vista | Rack Cards
55 | RMA | Tab 2 | Qualifications | RFP No. 19-07-02
City Vista | Roadside Banner Series
Note: Billboard mockups only shown as
a reference to provide clearer visibility of
all banners in the series.
56 | RMA | Tab 2 | Qualifications | RFP No. 19-07-02
DOWNTOWN CULINARY ARTS DISTRICT
City of Oakland Park, FL
Services for a comprehensive client campaign completed in-
house by RMA included:
f Consulting with Client Team
f Strategy & Content Development
f Handling the Creative Process
f Branding & Logo Design (for both the CRA and Downtown district)
f Graphic Design & Layout for Printed Collaterals
f Website Design, Development & Management
Light Pole Banners
Table Tent Series
57 | RMA | Tab 2 | Qualifications | RFP No. 19-07-02
Business Attraction Ad
Flyer/Ad
Website Design
58 | RMA | Tab 2 | Qualifications | RFP No. 19-07-02
NORTHWOOD VILLAGE BRANDING CAMPAIGN
City of West Palm Beach, FL
Services for a comprehensive client campaign completed in-
house by RMA included:
f Consulting with client team
f Strategy and content development
f Handling the creative process
f Branding & Logo design
f Graphic design and layout for printed collaterals
Walker’s Guide
FlyerLight Pole
Banners
59 | RMA | Tab 2 | Qualifications | RFP No. 19-07-02
MASTER PLAN COMMUNICATIONS CAMPAIGN
City of Sunrise, FL
Services for a comprehensive client campaign completed in-
house by RMA included:
f Consulting with Client Team
f Strategy & Content Development
f Handling the Creative Process
f Branding & Logo Design
f Graphic Design & Layout for Digital & Printed Collaterals
f Website Design, Development & Management
Outdoor Signage
Direct Mail
CELEBRATESUNRISE.COM
Website Design
60 | RMA | Tab 2 | Qualifications | RFP No. 19-07-02
Newspaper Ad
Public Meeting Flyer
11x17 poster
61 | RMA | Tab 2 | Qualifications | RFP No. 19-07-02
SIGNAGE & BANNERS
Signage not only directs vehicular and pedestrian traffic, it also reflects an
image of an area. The size, color and shape of signage are derived from the
overall brand that is created. Our experience includes the development
and project management of wayfinding systems for many of our clients,
including West Palm Beach, Margate, Pompano Beach and Oakland Park.
Our team works with City staff, departments and stakeholder partners to
oversee the implementation of a signage program as needed.
Mount Dora | Light Pole Banners
62 | RMA | Tab 2 | Qualifications | RFP No. 19-07-02
Margate | Annual Report (2015) - Award Winner
Margate | Tri-fold BrochureMargate | Annual Report (2016)
ANNUAL REPORTS &
BROCHURES
An annual report will showcase the results of
all the hard work done in a City throughout the
year, and just like all other collateral it must be
branded.
Additional collateral showcased here in this
sample is a branded tri-fold brochure, which
includes information for residents to learn
about what changes are to come as well as
for people visiting the City to learn about what
assets it has to offer.
The brochure tells you what’s to come, the
report is a recap of what was done, and both
are important tools for any City to have.
63 | RMA | Tab 2 | Qualifications | RFP No. 19-07-02
FFEA (FLORIDA FESTIVALS & EVENTS)
2017
f Dania Beach CRA: Arts & Seafood Celebration - Commemorative Poster: 1st
Place, Facebook: 1st Place, PR/Media Campaign: 1st Place, Sponsorship Program:
2nd Place, Website: 2nd Place, Promotional Mailer: 2nd Place,
Television Ad: 3rd Place; Dania Beach Neighborhood Ambassadors
Events - Community Outreach Program: 1st Place, Television
Ad: 3rd Place; The PATCH Urban Farm and Market - Outdoor Ad/
Billboard: 1st Place; Green Program - 2nd Place
f Margate CRA: Sounds at Sundown - Facebook: 3rd Place
f West Palm Beach CRA: BBQ Brews & Blues - Photo: 1st place,
Radio: 1st place; Bourbon & Bowties - Promotional Mailer: 2nd
place; Sunset Lounge Old School Series - Radio Ad: 2nd place
2016
f Pompano Beach CRA: Ali Cultural Art Center - Brochure/Invitation, Grand
Opening; Old Town Untapped - Social Media, Brochure/Invitation; Green Market -
PR Media Campaign, Radio Campaign
f Dania Beach CRA: Arts & Seafood Celebration - Social Media Campaign, PR Media/
Campaign, Commercial Poster, Facebook, Sponsorship Program, Website, Tickets
& Invitations, T-Shirt, Radio Ad
f West Palm Beach CRA: The Sunset Jazz Series - Tickets & Invitations; Heart & Soul
Fest - Radio Ad, Program/Event Guide
f Margate CRA: Kaye Stevens Statue Dedications - Tickets & Invitations; Margate
Under the Moon - Facebook
2015
f Dania Beach CRA: Arts & Seafood Celebration - Radio Ad and Event Program
f Margate CRA: Celebrate Margate - Poster
f Pompano Beach CRA: Green Market - Promotional Item; VIP Program and Light Up
MLK - Photo
f West Palm Beach CRA: Art & Wine Promenade - Social Media
2014
f Dania Beach CRA: Arts & Seafood Celebration - Commemorative Poster
f Pompano Beach CRA: Volunteer Night Out, Light Up MLK - Ornament, Passport to
Pompano, ArtHall - Documentary, Community Outreach Program
f West Palm Beach CRA: Art & Wine Promenade - Social Media; Heart & Soul Fest -
Invitation
f Oakland Park: Farm to Chef - Social Media
Note: Additional awards included on individual bios.
AWARDS
The Roy F. Kenzie Awards celebrate the most innovative and
effective redevelopment programs in Florida and are awarded
annually in 14 categories. FFEA’s program recognizes members’
innovation, individuality and creative collaboration. According
to its website, for over 20 years, “Florida Festivals & Events
Association has been promoting and strengthening the festival,
event and fair industry in Florida. FFEA currently supports more
than 500 event industry professional members who collectively
represent 3,500 events.”
FRA (FLORIDA REDEVELOPMENT ASSOCIATION)
2018
f Pompano Beach CRA: Roy F. Kenzie Award: Promotion -
Downtown Innovation District
2017
f Margate CRA: Roy F. Kenzie Award: Promotion - Margate
Under the Moon
f North Miami: Roy F. Kenzie Award: Planning Studies -
Downtown Strategic Marketing Plan
2016
f Pompano Beach CRA: Management Programs/Creative
Partnerships; Turner School of Construction Management
f West Palm Beach CRA: “Out of the Box” Award; Lot 23
Artist Program
2012
f Dania Beach CRA: Roy F. Kenzie Award: Cultural
Enhancement
2011
f Dania Beach CRA: Roy F. Kenzie Award: Marketing
64 | RMA | Tab 2 | Qualifications | RFP No. 19-07-02
65 | RMA | Tab 2 | Qualifications | RFP No. 19-07-02
VALUE-ADDED BENEFITS THAT SET OUR FIRM APART:
f Award Winning Firm
f Investment Tourism
f Multi-disciplined approach
f We ONLY brand places! We are laser focused on municipalities.
3STAFFING
ORGANIZATIONAL CHART
66 | RMA | Tab 3 | Staffing | RFP No. 19-07-02
CAMILO LOPEZ
Sr. Urban Designer
JENAE VALENTINE, MSRED
Economic Development Manager
/Real Estate Associate
SHARON Mc CORMICK
Director of Business Attraction & Marketing
(Primary Contact/Project Director)
KIM BRIESEMEISTER, C.R.A.
Principal
CHRISTOPHER J. BROWN
Principal/Real Estate Broker
JESSICA MULDER
Creative Director
KEILA RODRIGUEZ
Business Attraction
& Marketing Manager
MICHELLE OPRISI
Graphic Designer/Photographer
TERRA SPERO
Director of Digital Solutions
CAROLYN FEIMSTER
CJF Marketing International
Travel & Tourism
SUB-CONSULTANT
67 | RMA | Tab 3 | Staffing | RFP No. 19-07-02
KIM BRIESEMEISTER, C.R.A.
Principal
Years of Experience
30
Areas of Expertise
f Redevelopment & Urban Revitalization
f Redevelopment Management
f Public-Private Partnerships (P3)
f Visioning & Urban Planning
f Financing Redevelopment
Education
A.A. | Specialized Business, International
Correspondence School
ICSC Marketing I & II, John T. Riordan School
of Professional Development
Certifications
f Certified Redevelopment Administrator
(C.R.A.)
Bio
Ms. Briesemeister has managed redevelopment of some of the largest, most complex CRA districts and
redevelopment projects in South Florida, including West Palm Beach, Pompano Beach, Fort Lauderdale and
Hollywood, which led to total transformation of urban districts within the cities. This included preparing urban
vision plans, Transit Oriented Development strategies and financing mechanisms, drafting/implementing
downtown revitalization plans, negotiating public-private partnerships, marketing, branding, business
attraction/ retention, and community consensus building. She oversaw the acquisition and disposition of
approximately $100 million in public property targeted for redevelopment that resulted in over $1 billion in
private development activity.
Professional Affiliations
f Advisory Board, University of Miami, Master in Real Estate Development & Urbanism
f Florida Redevelopment Association, Past President
f Urban Land Institute
f International Council of Shopping Centers, Past Co-Chair Alliance Program
f International Economic Development Council
Redevelopment Management
f Management and project oversight of
large redevelopment projects
f Negotiated over eleven (11) public/
private partnership (P3) agreements and
real estate transactions resulting in over
$1 billion in private development projects
f Oversaw the acquisition and disposition
of approximately $100 million in public
property targeted for redevelopment
f Hired and managed engineer and design
consultants for million-dollar streetscape
improvement projects
f Created and managed incentive
programs, grants and other financing
tools
f Managed business recruitment and
retention programs
f Created and managed city branding and
marketing programs to reposition cities
Visioning and Planning
f Transit Oriented Development (TOD)
strategies and financing mechanisms
f Drafted downtown revitalization plans
f Drafted marketing plans and strategies
for retail districts for business attraction
which attracted over 100 new businesses
to the downtown area
Financing Redevelopment
f Created and managed finance plans and budgets in
excess of $100 million for redevelopment including bond
issues
f Identified and recommended financing strategies for
over $ 200 million in public investment improvements to
leverage private development
f Drafted multiple Five-Year redevelopment finance plans
and programs
f Recommended strategies to leverage tax increment
financing for bond issues or capital improvements
f Leveraged public sector resources to attract grant funds
for redevelopment projects
f Worked with lenders, financial institutions and
other agencies to secure financing and funding for
redevelopment projects
Awards
f FRA, Roy F. Kenzie Award
f 2012, Planning, Pompano Beach, FL
f 2011, Marketing, Dania Beach, FL
f 2009, Cultural Enhancement, West Palm Beach, FL
f 2001, Best New Project, Fort Lauderdale CRA
f 2000, Five-Year Finance Plan, Fort Lauderdale CRA
f 1997, Downtown Marketing Program, Hollywood, FL
f 2007 ICSC Maxi Award: Branding & Marketing, West
Palm Beach, FL
f 2006 Florida League of Cities: Innovation Showcase
f 1989 ICSC Merit Award
68 | RMA | Tab 3 | Staffing | RFP No. 19-07-02
CHRISTOPHER J. BROWN
Principal/Real Estate Broker
Years of Experience
33
Areas of Expertise
f Urban Design Regulations
f Public-Private Partnerships (P3)
f Real Estate Development
f Redevelopment Planning &
Management
f Community Engagement/Meeting
Facilitator
Education
M.A. | University of Pennsylvania
B.A. | Yale University
Certifications
f General Contractor
f Real Estate Broker
Bio
Mr. Brown has extensive experience in planning and design, real estate development, finance and redevelopment
management. Mr. Brown served for 9 years as the Executive Director of the highly successful Delray Beach CRA
when it was just in its infancy. He is recognized throughout Florida for the legacy he has left in Delray Beach
and is responsible for negotiating multiple public-private partnerships and creating the marketing co-op. Mr.
Brown’s successes in redevelopment can be attributed to his experience in real estate, working for and as, a
real estate developer. Chris Brown has led some of the most successful Community Redevelopment Agencies
in the state of Florida and is a past President of the Florida Redevelopment Association.
Professional Affiliations
f Congress of New Urbanism
f Urban Land Institute
f International Council of Shopping Centers
f Florida Redevelopment Association, Past President
f Business Loan Fund of the Palm Beaches Inc., Board of Directors
f Palm Beach Photographic Center, Board of Directors
Urban Design Regulations
f Plantation Midtown Master Plan and Design Guidelines, Plantation, FL
f City of Stuart Urban Design Guidelines and Overlay District, Stuart, FL
f Pompano Beach CRA Northwest, East District Master Plans and Design Guidelines, Pompano Beach, FL
Public Private Partnerships
f Pompano Beach Pier Redevelopment, Pompano Beach, FL
f Harbor Village Shops, Pompano Beach, FL
f Atlantic Grove Mixed Use Development, Delray Beach, FL
f Ocean City Retail/Office Center, Delray Beach, FL
f Hyatt Place Hotel, Delray Beach, FL
f Central Market Retail Center, Oakland Park, FL
Real Estate Development
f 1350 Main, Mixed Use High Rise Development, Sarasota, FL
f The Lofts, Mixed Use Development, Gainesville, FL
f Crossings Condominium, Houston, TX
Historic Preservation
f Spady History Museum, Delray Beach, FL
f State of Florida Historic Preservation Office, Delray Beach, FL
f Delray Beach CRA Office, Delray Beach, FL
Redevelopment Planning and Management
f Pompano Beach Community Redevelopment Plan Update, Pompano Beach, FL
f Business Improvement District Plan, Naples, FL
f Parking Enterprise Fund, Pompano Beach, FL
f Public Parking and Parking Management, Delray Beach, FL
f Business Attraction and Incentives, Delray Beach, FL
69 | RMA | Tab 3 | Staffing | RFP No. 19-07-02
SHARON W. McCORMICK
Director of Business Attraction &
Marketing/Project Director
Years of Experience
30+
Areas of Expertise
f Business Attraction & Retention
f Research & Analysis/Marketing Plans &
Implementation
f Brand Identification & Development/
Strategy & Campaigns
f Cultural Arts & Special Events
f Community Engagement/Meeting
Facilitator
Education
B.S. | Appalachian State University,
ICSC Marketing I & II - John T. Riordan School
of Professional Development
Bio
Ms. McCormick has extensive experience in community and business development through retail, non-
profit and event marketing, sponsorship development and public and media relations. Ms. McCormick has
created award winning marketing, branding and public relations campaigns and has authored multiple
Marketing Strategies for RMA clients. Her strategies and comprehensive approach have included business
development programs that have attracted millions of dollars in capital investment and increased revenues,
including the attraction of the highly successful Funky Buddha craft brewery which opened in 2013 in
Oakland Park’s Culinary Arts District.
Professional Affiliations
f International Council of Shopping Centers
f Florida Redevelopment Association
f Alliance of Women Executives, Board Member/VP Digital Communications
Visioning & Placemaking
f Brand Identification & Development/Strategy and Campaigns for West Palm Beach’s Northwood
Village, Oakland Park, Pompano Beach, Dania Beach, and Margate
f Identified and developed place brands (creating of a sense of place)
f Created and implemented advertising and cross promotional business marketing campaigns through
owned, earned and paid media (development and management of websites and social media
channels, media relations and media buys)
f Managed and oversaw of the development of downtown wayfinding systems and banners, including
message content and style
Economic Development & Research
f Strategic Marketing Plans and Implementation for Pompano Beach, Oakland Park, Dania Beach,
Margate and West Palm Beach’s Northwood Village
f Created and implemented several comprehensive strategic marketing plans
f Conducted and analyzed market survey data, analyzed tourism research data and consumer behavior
research data
f Analyzed data to identify retail opportunity gap
Business Attraction & Retention
f Business Attraction and retention for Pompano Beach, Oakland Park, Dania Beach, Margate and West
Palm Beach’s Northwood Village
f Analyzed merchandise mix and available property in redevelopment areas and created business
attraction strategies
f Developed incentive programs to attract new businesses to redevelopment districts and to improve
and retain target businesses
f Developed and implemented business communication strategies to educate business owners and
enhance or improve their individual marketing strategies
f Created specifically tailored, targeted marketing and communications strategies to promote
opportunities within redevelopment areas to groups (i.e. chambers of commerce, business and civic
organizations, neighborhood associations, convention and visitor bureaus, etc.)
SHARON McCORMICK, (CONT'D)
Safety & Security
f Clean and Safe Programs for Pompano Beach and West Palm Beach
f Developed comprehensive “clean and safe” programs for redevelopment districts to overcome the perception
and reality of crime
f Worked closely with local police and sanitation departments to craft security services RFP’s, reviewed
proposers, selected firms and oversaw security contracts
Marketing & Branding
f Cultural Arts & Special Events for Pompano Beach, Oakland Park, Dania Beach, Margate and West Palm Beach’s
Northwood Village
f Designed unique special event programs specifically to attract consumers from primary, secondary and tertiary
markets, to attract new businesses and to improve and retain target businesses while promoting an area’s
brand
f Developed award winning events and promotions focused on cultural enhancement
f Managed numerous ground breaking and grand opening events drawing from 50 to 10,000 attendees
f Researched, analyzed and implemented collaborative projects with local and county cultural arts organizations
or individual artists
f Researched and identified opportunities to partner with artists for cultural arts grants
f Developed opportunities for community participation in creative arts projects and programs
f Created the award winning Neighborhood Ambassador volunteer participation program
Awards
f 2018 FRA, Roy F. Kenzie Award: Promotion - Downtown Innovation District | Pompano Beach, FL
f 2017 FRA, Roy F. Kenzie Award: Planning Studies - Downtown Strategic Marketing Plan | North Miami, FL
f 2017 FRA, Roy F. Kenzie Award: Promotion - Margate Under the Moon I Margate CRA
f 2012 FRA, Roy F. Kenzie Award: Cultural Enhancement l Dania Beach, FL
f 2011 FRA, Roy F. Kenzie Award: Marketing, Dania Beach, FL
f 2009 FRA, Roy F. Kenzie Award: Cultural Enhancement, West Palm Beach CRA
f 2009 FRA, Roy F. Kenzie Award: Creative Organizational Development and Funding, West Palm Beach
f 2007 ICSC Maxi Award; Marketing Excellence: Public Relations; Branding and Marketing, West Palm Beach CRA
70 | RMA | Tab 3 | Staffing | RFP No. 19-07-02
71 | RMA | Tab 3 | Staffing | RFP No. 19-07-02
CAROLYN J. FEIMSTER, CRX, CMD
Tourism Specialist
Years of Experience
35+
Areas of Expertise
f International & Domestic Tourism
Development
f Marketing Strategies, Plans & Implementation
f Business Development
f Tourism & Marketing Seminars, Training &
Panels
Education
B.S. | University of Florida
Certifications
f CRX – Certified Retail Property Executive from
the International Council of Shopping Centers
f CMD – Certified Shopping Center Marketing
Director from the International Council of
Shopping Centers
Bio
Carolyn J. Feimster, CRX, CMD, is the President of CJF Marketing International, an international and domestic
tourism consulting company with offices in Hollywood, Florida, and North Brunswick, New Jersey. The
company’s primary focus is on developing results-oriented programs to enhance the tourism development,
marketing, business development, customer service, and retail productivity of shopping centers, cities,
downtown retail districts and other commercial properties, attractions and organizations.
Professional Affiliations
f U.S. Travel Association
f Skal International
f NY Chapter
f International Inbound Travel Association
f American Bus Association
f Student Youth Travel Association
f Shop America Alliance
f Florida Redevelopment Association
f International Council of Shopping Centers
f NY/NJ Council of Shopping Centers
Tourism marketing experience includes, but is not limited to:
f Lectured, consulted and taught on a variety of tourism and marketing subjects throughout the United
States, Dubai, Kuwait, Egypt, India, Russia, Europe, Eastern Europe, Latin America, Asia, Australia and
the Caribbean. Past President of SKAL International, New York City – the world’s premier travel trade
association.
f The Town of Surfside: Researched, wrote and presented the Five Year Strategic Tourism Plan and
Budget.
f The Sandestin Alliance: Due to a strong belief in partnerships and leveraging, formed The Sandestin
Alliance, which included a Resort, three branded hotels and four shopping centers with the purpose of
developing new tourism business for the Destin, FL, area. The Alliance was branded as “sandestination”.
f Turnberry Associates, Aventura, FL: Director of Corporate Marketing/Director of International Sales
for Turnberry Associates, a national real estate development company located in Aventura, FL.
Responsibilities included establishing and implementing the International Tourism Development
Program with frequent participation in international trade shows and sales missions to Latin American
countries to promote Aventura Mall as an international shopping destination.
f Gulfstream Park, South Florida: Developed and implemented the Tourism Marketing Program which
included the integration of the Thoroughbred Racetrack, the Casino and The Village at Gulfstream Park
to promote all of them as one attraction.
f Curacao Action Group – Retained to develop and implement a Tourism/Marketing/Operational Plan to
upgrade downtown Willemstad in the Netherlands Antilles to a viable tourism product. Created and
managed the Downtown Management Organization. This organization is still in existence after 28 years.
f Buckhead Atlanta: Developed the Tourism Plan for this luxury shopping center located in Buckhead.
f The Alliance for Downtown New York: Developed and presented Customer Service Training Programs
to the Public Service Officers and advised on tourism projects and trade shows
f The Seaport District in New York City: Travel & Tourism Consultant for 12+ years.
f Historic Shopping & Dining Attractions: Created and manage this brand which is an alliance of qualified
shopping/dining/cultural destinations including Faneuil Hall Marketplace in Boston, Union Station DC
and South Street Seaport in NYC.
f General Growth Properties, Inc./America’s Premier Shopping Places: National travel and tourism
representative.
f PBW Real Estate Fund in Western and Central Europe: Developed the Tourism Marketing Plan for
Myslbek Shopping Gallery in Prague, CR, as well as conducted seminars on tourism development for
the staff of all their properties.
72 | RMA | Tab 3 | Staffing | RFP No. 19-07-02
JESSICA MULDER
Creative Director
Years of Experience
10
Areas of Expertise
f Art Direction
f Graphic Design
f Marketing & Branding
f Public Relations
f Media Buying
f Project Management
f Event Planning & Coordination
Education
B.A. | University of Central Florida
Bio
Ms. Mulder brings a passion for design and life to all of her projects. Her diverse and multi-faceted experience
includes: Graphic Design, Branding, Marketing, Advertising, Social Media Marketing and Consulting, Copywriting,
Film and 3D Animation Production, Project Management, and Event Planning. Ms. Mulder finds inspiration
worldwide for innovative art direction, and her coast-to-coast clientele has benefited from her keen eye for
design, attention to detail, and commitment to quality, including clients in New York City, Pennsylvania, South
Florida, Texas, and California.
Art Direction & Design
Conceptualize design for strategic marketing campaigns;
design and/or oversee design of all collateral; manage
digital and print production; define, design, implement
and enforce brand standards guidelines; manage quality
control.
f Mount Dora Grandview District Marketing Campaign
f Downtown North Miami Marketing Campaign
f Downtown North Miami Brand Standards
f City of Pompano Beach Cultural Arts Brand
Standards
f City of Pompano Beach Cultural Arts Marketing
Collateral Rebrand
f Dania Beach Arts & Seafood Celebration
Sponsorship Package
f City of Margate CRA Annual Report
f City of Oviedo GO Bond Campaign
f Ocean One Development Tax Increment Financing
(TIF) Incentive Proposal
f RMA Website & Brand Management
Tourism, Marketing & Advertising
Write strategic marketing plans; Assist in copywriting
and design of all ad campaigns (Print, TV, Web, Outdoor)
and marketing materials; Act as project manager and
liaison between in-house departments and outside
agencies; Assist in drafting and balancing of marketing
and media budgets.
f South Street Seaport, NYC
f Union Station, DC
f Faneuil Hall Marketplace, MA
f Outlet Shops of Grand River, AL
f The Shops at SkyView Center, NY
f Outlets of Mississippi
f Legends Outlets Kansas City, MO
f St. Augustine Outlets, FL
f Paragon Outlets Grand Prairie, TX and Paragon
Outlets Livermore Valley, CA
Event & Film Production
Assistant to Producer for comedy festivals,
concerts and other events; Project Manager
and Producer for film and 3D animation
production.
f New York Comedy Festival (NYC)
f South Street Seaport Summer Concert
Series (NYC)
f Hudson River Concert Series (NYC)
f 3D Animation Production (Philadelphia)
f Web Series & Short Film Production (NYC/
Boston/Los Angeles)
Awards
f 2018 FRA, Roy F. Kenzie Award: Promotion
- Downtown Innovation District | Pompano
Beach, FL
f 2017 FRA, Roy F. Kenzie Award: Planning
Studies - Downtown Strategic Marketing
Plan | North Miami, FL
f 2016 FRA, 2015 Annual Report: City of
Margate CRA
73 | RMA | Tab 3 | Staffing | RFP No. 19-07-02
TERRA SPERO
Director of Digital Solutions
Years of Experience
14
Areas of Expertise
f Website Development
f Digital Optimization
f Social Media Strategy
f Media Buying
f Event Marketing
f Virtual Promotions
f E-mail Marketing
f Online Engagement
f Professional Speaker
Education
M.S. | Barry University
B.S. | Nova Southeastern University
Bio
Terra Spero, is an award-winning social strategist 14 years experience in digital media, and currently manages
a social reach of over 25 Million users on a monthly basis.
Spero’s passion for relationship development, and experience, coupled with enthusiasm and incredibly
successful campaign integrations, has positioned Spero as an industry thought leader. This has resulted
in Spero being a featured speaker at both local, national, and international conferences including the
International Downtown Association, Direct Marketing Association, Florida Festival & Events Association, the
International Festival Events Association, and the Main Street Association. In addition to collaborating on
capstone courses for FAU, Spero has also conducted social media workshops for a variety of Fortune 500
organizations as well as municipal organizations. Spero has been nominated as a mobile woman to watch,
has been featured as a Florida Trendsetter, and was named the 2016 Business Person of the Year by the
Delray Beach Chamber of Commerce. In the last 5 years, her campaigns have won 23 State and International
Gold, Silver, and Bronze awards for her work in social media, specifically related to municipal organizations
and events.
Graduating Magna Cum Laude from Nova Southeastern University and Summa Cum Laude from Barry
University, Masters, Spero is committed to developing the economy and communities in the South Florida
marketplace.
Social Media Strategy, Planning, and Consulting
f City of West Palm Beach
f Festival Management Group
f Leesburg Partnership
f Old School Square, Delray Beach
f Social Media Management/ Content Development
f Dania Beach CRA
f Delray Beach Downtown Development Authority
f Margate CRA
f Pompano Beach CRA
f West Palm Beach CRA
f Digital Ad Buying
Web Development & Coding
f Dania Beach
f GO Lauderhill
f Lake Park
f Oviedo GO Bond
f Oakland Park
f Sunrise
E-mail Management, Search Engine Marketing (SEM)
f Multiple Private Businesses
On-site Training
f Multiple clients
74 | RMA | Tab 3 | Staffing | RFP No. 19-07-02
KEILA RODRIGUEZ
Business Attraction & Marketing Manager
Years of Experience
11
Areas of Expertise
f National & International Tourism Specialist
f Marketing & Business Attraction
f Client/Media Relations
f Data Collection, Research & Analysis
f Strategic Planning & Budgeting
f Media Buying & Planning
f Advertising Campaigns & Promotions
f Public Communications & Social Media
f Graphic Design & Collateral Development
f Digital & Social Media Marketing
f Event Planning & Coordination
Education
M.S. | Hospitality & Tourism Management |
Florida International University
B.S. | International Affairs | Universidad Central
de Venezuela, Caracas, Venezuela
Bio
Ms. Rodriguez’s professional work experience includes strategic marketing, worldwide customer relationship
management and event planning with extensive expertise in social media and website administration,
regional/national/international tourism promotion of destinations, planning special events, cooperative
marketing and general advertising.
As the Cultural Arts and Innovation District Marketing Manager at the Pompano Beach Community
Redevelopment Agency (CRA), Ms. Rodriguez was in charge of promoting classes, activities, events and
exhibits in Downtown Pompano Beach, communicating strategically future projects and plans to the local
community and successfully attracting investors, developers, and visitors to the area.
Ms. Rodriguez handled the Cooperative Marketing Program in collaboration with Broward County Cultural
Division, as a Marketing Coordinator at ArtServe Inc., assisting clients and groups with their advertising needs
and was also responsible for the Social Media and website administration for ArtServe and ArtsCalendar.
com.
Additional experience includes work as a Marketing Specialist providing International sourcing and
purchasing services to businesses in Madrid, Spain. Ms. Rodriguez also worked as an Assistant Manager of
Public Affairs at the Ministry of Tourism of Venezuela analyzing the Venezuelan and International markets.
This included researching potential for launching new products, acting as a liaison between countries to
promote and commercialize tourist destinations - including, as part of a strategic team, organizing the
International Tourism Fair FIT-CAR II 2006. Provided research, analysis and planning services, identified and
recommended marketing opportunities, prepared marketing and development strategies, responded to
inquiries regarding reports, design, develop and implemented projects, events, campaigns, among other
activities to promote tourism.
Certifications & Skills
f Graphic Design | Shaw Academy
f Venue search, site selection and e-RFP | Cvent Certified
f Leadership Training for Team Building | Florida International University
f Business Etiquette and International Protocol | Universidad Central de Venezuela
f Fluent English and Spanish, Basic Italian
Marketing, Communications, Business Attraction
f Pompano Beach, FL CRA: Cultural Arts and Innovation District
f West Palm Beach, FL CRA
f North Miami, FL CRA
f City of Lauderhill, FL
Awards
f 2018 FRA, Roy F. Kenzie Award: Promotion - Downtown Innovation District | Pompano Beach, FL
75 | RMA | Tab 3 | Staffing | RFP No. 19-07-02
MICHELLE OPRISI
Graphic Designer/Photographer
Years of Experience
9
Areas of Expertise
f Graphic Design
f Photography
f Web Design
f Branding
f Marketing
f Proposals
Education
B.S. | Art Institute of Fort Lauderdale
Bio
Ms. Oprisi is a creative marketing and business development specialist with a diversified portfolio. Michelle
is responsible for developing ideas, coordinating projects and proposal execution. She is an experienced
photographer, graphic designer and award winning artist, that has been published locally, nationally and
internationally.
Graphic Design
f Downtown North Miami, Marketing Campaign
f Downtown North Miami, Brand Standards
f Sumter County Proposal
f Dania Beach Arts & Seafood Celebration, Sponsorship Package
f City of Margate CRA, Annual Report
f City of Margate CRA, In The BIZ
f City of Lauderhill, GO Bond Campaign
f Fort Lauderdale, Banner Stand
f RMA Website & Brand Design
Photography
f Mount Dora Grandview District
f Dania Beach Arts & Seafood Celebration
f Dania Beach Website
f City of Margate CRA
f Pompano Beach
f RMA Website & Proposals
76 | RMA | Tab 3 | Staffing | RFP No. 19-07-02
JENAE VALENTINE, MSRED
Economic Development Manager/
Real Estate Associate
Years of Experience
4
Areas of Expertise
f Real Estate Development
f Public-Private Partnerships (P3)
f Market Research & Analysis
f Commercial & Residential Services
f Community Engagement
Education
M.S.R.E.D | Nova Southeastern University
B.A. | Ohio University
Certifications
f Florida Real Estate Sales Associate
f International Economic Development
Council (IEDC) Certification – In progress
Bio
Miss Valentine has led community outreach and engagement initiatives for various cities throughout Florida.
Outreach activities have included public input meetings, stakeholder identification and engagement, and
detailed real estate market analysis. Her work includes team participation for numerous Public- Private
Partnerships (P3s) to revitalize areas through redevelopment, business attraction, and increased tax-bases.
Real Estate experience also includes 3 years of residential and commercial real estate as a Sales Associate,
working for both large and boutique real estate brokerages specializing in multifamily and industrial properties.
She has experience with a variety of systems such as Multiple Listing Service (MLS), Costar, Argus Developer,
Argus DCF, and Project Pro. Miss Valentine is a member of the Greater Fort Lauderdale Realtors and Urban
Land Institute (ULI), currently serving as a Programming and Content Committee Member for Urban Land
Institute (ULI) Young Leaders Group.
Professional Affiliations
f Urban Land Institute (ULI)
f Greater Fort Lauderdale and the Palm Beaches Realtors Association
f International Economic Development Council (IEDC)
Economic Development/Redevelopment Planning
f Mount Dora Grandview Business District Market Analysis
f Titusville Strategic Economic Development Plan
f Naranja CRA Extension and Plan Update
f East Sunrise Master Plan
f Martin County Countywide CRA Plan Update
f Bimini Basin Implementation Plan
f West Columbia Redevelopment and Revitalization Plans
f Lauderhill Retail Recruitment Plan
f Sumter County Warehouse Distribution, Apartment, and Municipal Retail Marketing Plans
Public-Private Partnerships (P3)
f Davie P3 Downtown Center
f Miami Shores Feasibility Assessment
f Dania Beach P3 Consulting Services
f Ocean One Development Tax Increment Financing (TIF) Incentive
77 | RMA | Tab 3 | Staffing | RFP No. 19-07-02
CAMILO LOPEZ
Sr. Urban Designer
Years of Experience
3
Areas of Expertise
f Urban Design
f Architectural Design
f Urban Planning
Education
BUD | Bachelor of Urban Design, Florida
Atlantic University
Bio
Camilo Lopez is an urban designer, planner and architectural designer. He provides support in community
(re)development, land use, illustrative concepts, graphic support, concept plans, and master planning
including site analysis, charrette process and project delivery. Mr. Lopez is highly capable at working cross
computer platforms to design, create, and produce illustrative drawings/maps and other graphical support in
the latest versions of AutoCAD, Adobe Suite and SketchUp. As an urban designer his work aims at improving
human settlements through smart growth, walkable cities, new urbanism, human centered design, compact
(re)development and integrated mass transit systems.
Lake Park Urban Design
f Visualization
f Streetscape Design
f Architectural Design Style
f Form-Based Code Diagrams
Ocala Urban Design & Infill Redevelopment
f Concept Site Plan
f Site Suitability Analysis
f Streetscape Design
f Architectural Design Style
East Sunrise Urban Design & Master Planning
f Site Suitability Analysis
f Streetscape Design
f Visualization
Fort Pierce Urban Design & Infill
Redevelopment
f Concept Site Plan
f Site Suitability Analysis
f Streetscape Design
f Architectural Design Style
Snapper Creek Urban Design & Illustrative Plan
f Concept Site Plan
f Site Suitability Analysis
f Streetscape Design
f Visualization
Annie Adderly Gillis Park Urban Design & Spatial
Layout
f Site Layout for Special Events
f Place Making
Pompano Beach Innovation District Urban Design
f Visualization
f Streetscape Design
f Architectural Design Style
f Place Making
Hollywood TOD Charrette Urban Design
f Visualization
f Streetscape Design
f Architectural Design Style
f Place Making
f 3D Massing Analysis
4APPROACH & METHODOLOGY
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Our strategy is to COLLECT information and data, CONNECT assets and areas, COLLABORATE with
business and community partners, CREATE meaningful, relevant messages and COMMUNICATE
the appropriate message to the target audience.
Execute the
concept &
message and
measure the
effectiveness
4
Verification &
Functionality
Test concept and message
(especially with people not
involved along the way in
the creative process)“A great idea is
useless if you can’t
convey it clearly.”
Confirm
the target
audience will
“get it”
Inspiration &
Preparation
Competitive
analysis
We believe when it comes to
creative, it’s important to first
“define” on the front end and
our research is a huge part of
the process. It is what provides
the foundation and leads to
the development of “the great,
applicable idea”.
Defining key
goals and
milestones
Defining and
understanding
target audiences1
Research
2
Development
& Incubation
Weekend drives along the coast!
Yes...it’s true! Research shows
that letting your mind wander
leads to greater creativity.
“Remember, creating
art isn’t always a linear
process - it can be very
iterative at times. Following
a path helps you to check
off the boxes – helping
to make sure that when
things go off track you are
still headed in the right
direction.”
3
Illumination
& Vivification
Thoughts, ideas, sketches
and concepts sharpen
and “come to life”
We start with a dozen basic
draft ideas, then work with the
client to narrow that down to
3 to 4 key options to further
develop. When the final design
is established (colors, look,
feel), the creative process
continues with collateral
development.
Research,
inspiration,
incubation and
development
collide
At RMA we
subscribe to the theory
that creativity is within all of
us…individually and as a team,
whether in marketing, economic
development or urban design and
planning. We generate ideas separately
and brainstorm collectively. We value
the team approach and that belief is
evidenced when we work with clients
– everyone’s ideas are good and
relevant and we skillfully evaluate
them to formulate the very best
and most effective creative
strategies.
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BRANDING, MARKETING
& PUBLIC RELATIONS
The City of Sunny Isles Beach is already doing a fantastic
job of activating public areas, celebrating the aesthetics
of its location and natural beauty, creating numerous
opportunities for community and social engagement and
connections and marketing all of these opportunities
through the quarterly magazine, website and social
media communications platforms. RMA acknowledges
these initiatives and will incorporate the Sunny Isles
Beach "news, events and programs" while considering
the following topics during the research phase of the
project.
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PUBLIC PLACES & NEIGHBORHOODS
Great public places are worth marketing and promoting. They are what drive residents to take pride in their community and
visitors to seek out an area. In fact, a study by the Knight Foundation noted that three main indicators are what drive people
to like where they live and choose to visit: 1) the aesthetics of the City – clean streets, beautiful neighborhood and overall
physical attributes; 2) activities and things to do and 3) a sense of belonging and acceptance - which is described as a City that
is welcoming to a wide variety of individuals from young and old, college graduate to retiree. Cities typically have a myriad of
activities and assets for visitors and residents to enjoy and there are many media opportunities to capitalize on and enhance
these assets and market the city/area as a “world-class destination level City.”
BUSINESS DEVELOPMENT & SHOPPING
RMA excels at business attraction, development, retention and promotion for its clients. We evaluate geographic location,
the history & cultural assets, and the strength of the demographics of an area to devise a strategic plan to attract new
commerce while retaining successful businesses - all of which attract visitors. In their first publication two years ago (UNWTO
Global Report on Shopping), the United Nations World Tourism Organization documented the importance of shopping to the
traveler experience and found that if properly marketed, resulted in incremental sales increases for the businesses in the
area. Additionally, a recent study conducted by DCI (Development Counselors International) reported that travel (business
and personal) was mentioned more than 50% of the time as the way site selectors are influenced about how desirable a
location is for new business and investment. Travel was second only to dialogue with industry peers.
SPECIAL EVENTS & PROGRAM PROMOTIONS
RMA knows first-hand that events and activities are important to promote a City and bring visitors. Whether it is the City itself
or other partner organization hosting events, a portion of the marketing/communications plan will include promoting the
special events and programs that are taking place, as well as suggesting events that could further the objectives set forth
in the strategic plan. Special events, cross-promotional campaigns and social engagement are at the heart of celebrating a
community’s diversity and uniqueness, which will build and support the brand of an area and attract additional visitors that
might not have otherwise come to the area.
PEDESTRIAN CONNECTIVITY & TRANSPORTATION
Pedestrian connectivity, public safety and multi-modal transportation are hot topics in most cities and destinations. Modes
of transportation include bicycles and public transport and the availability, ease of access and consideration of these types
of transport add to a visitor’s positive experience of an area. Our team recognizes the importance of a comprehensive
communications approach which includes making “how to get around” part of the public relations and social media narrative.
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RMA’S ECONOMIC DEVELOPMENT & PLACE BRANDING APPROACH
WILL LEAD TO THE DEVELOPMENT OF A RECOGNIZABLE BRAND
THAT RESIDENTS CAN CONNECT WITH, BUSINESS WANT TO WORK
WITH, AND EMPLOYEES ARE PROUD TO REPRESENT.
RMA utilizes a realistic approach to place branding and marketing and provides real-world guidance on
the fundamentals and tools for success. This strategy takes best practices and lessons learned in some
of the RMA team’s successful economic development, redevelopment, urban design, planning, and
branding efforts of the last thirty years and makes them relevant to any area, no matter its size, location,
or economic condition. Place branding has many definitions, but it is more than a logo, tagline and
brochure. It is about building community pride and connection; supporting entrepreneurs; attracting
new investment within the character of the place; improving the quality of life and ultimately enhancing
the tax base and reputation of the city. These become integrated outcomes of RMA’s comprehensive
approach to realistic, market and community-driven city-wide branding and marketing.
ECONOMIC DEVELOPMENT HAPPENS...
All cities face challenges, whether they are driven by economics, reputation, crime, weather, politics or a
myriad of other factors. RMA recognizes that Sunny Isles Beach is currently facing a challenge related to
its Comprehensive Plan and development in the Town Center District. Since we are a multidisciplinary
firm that takes a comprehensive approach to city branding, we are uniquely qualified to understand
these challenges and devise a branding strategy that supports the city’s goals and builds community
consensus and connections. At times, local government must be an obstacle to economic growth
because economic development should occur within the context of community character and values.
YOU HAVE AN OPPORTUNITY TO INFLUENCE WHERE IT OCCURS...
This RFP solicitation illustrates the City’s understanding that a comprehensive approach leads to effective
branding and marketing and will result in your city’s improved brand identity.
BRANDING IS THE
NEW ECONOMIC
DEVELOPMENT
- Forbes 2018
"Branding isn’t just a logo, name or
tagline. Effective branding isn’t smoke
and mirrors or fabricating something
out of nothing. It’s about discovering
what truly makes an area unique —
even if it currently just lies in potential
— and then building a platform and
strategy around it that nurtures that
brand and attracts others who share
that value and vision.
So, how do cities, communities
and developers invest in growing a
community brand? This is done through
a process of public engagement,
defining brand principles, storytelling
and consistently fulfilling your brand
promise."
We couldn't agree more!
The market research and resulting strategic marketing plan will identify the current
situation and include the necessary data to lead the direction for the development
and implementation of marketing initiatives.
The development or refinement of a brand, logo, collateral, advertising, special
events, banners and signage, leasing packages, social media, public relations,
email newsletters, feature articles, press release generation and distribution
and website design are all items that are addressed, planned and evaluated in a
comprehensive e marketing/digital media/communications plan.
The RMA marketing team is proud to have won numerous awards for the work we
have done for our clients, which recognize our ability to successfully brand and
market target areas. The information provided throughout this submittal visually
showcases the comprehensive process RMA utilizes to achieve client’s goals.
GENERALLY THE PROCESS LOOKS LIKE THIS...
SITUATION ANALYSIS
STRENGTHS,
WEAKNESSES,
OPPORTUNITIES,
& THREATS
OBJECTIVES
STRATEGIES
TACTICS & BUDGET
EVALUATION
Where are we?
What does the data say?
“The definition of a brand: the
singular thought you hold in the
mind of a prospect.” - Al Reis
THE MARKETING PLAN
This section clearly defines what
we will be promoting and helps
define how we will promote it. Clearly defined objectives
will be established so we
can accurately measure the
results each year.
Once objectives are set and we
ensure stakeholder buy-in regarding
marketing and branding the area,
our strategies then set the stage for
how any funds will be spent.
These are the actual
activities that will take place
and what they will cost.
Efforts and activities are
evaluated to ensure the
defined objectives were
met. Each year the cycle
begins again - establishing
new objectives, strategies,
tactics and an appropriate
budget based on the
current situation.
83 | RMA | Tab 4 | Approach & Methodology | RFP No. 19-07-02
EXAMPLE MARKETING PLAN TABLE OF CONTENTS
I. EXECUTIVE SUMMARY
II. GENERAL INFORMATION
A. Organization Name
B. Statement of Purpose
C. Organization Description
D. Address
E. Sunny Isles Beach Council
F. Agency Staff
G. Advisory Board(s)
H. Sunny Isles Beach Redevelopment Areas
I. Merchandise Mix
III. SITUATION ANALYSIS
A. Market
1. Local Market
a. Primary Market
b. Secondary Market
c. Tertiary Market
d. Traffic/Streetscape
e. Access
f. Planned Development Projects
g. Marketing, Branding, Public Relations
h. Parking
2. Tourist Market
3. Area Shopping and Entertainment Venues
a. Specialty Shopping/Entertainment Areas
b. Area Malls
IV. MARKET POTENTIAL
A. Regional Socioeconomic Overview
B. Sunny Isles Beach Development Status
V. PROBLEMS/OPPORTUNITIES/OBJECTIVES/STRATEGIES
1. Identity/Branding
2. Exterior/Interior Condition of Buildings
3. Physical Environment
4. Business Attraction/Retention/Communications
5. Cross Promotion/Directional and Wayfinding Signs
6. Store Windows/Merchandising
7. Customer Base/Special Events
8. Safety and Security
9. Parking
VI. TACTICS DETAIL, BUDGET & TIMELINE
Within each of these categories, extensive research and analysis will be
conducted and reviewed to develop a customized work plan to achieve the
measurable goals identified. It is through this process that we specifically define
the tactical plan to succeed. We understand the need for a comprehensive
approach to promote the incredible opportunities to live, work, learn, play
and do business in the City.
The marketing plan will create the foundation for the brand message and
identify the most effective ways to market the City with guiding principles
to increase communication, outreach, audience, web and social traffic while
promoting economic initiatives, accomplishments and opportunities. Within
the City there are distinct areas with their own unique set of qualities and
characteristics. RMA will create a marketing plan that is over-arching, yet still
provides the opportunity to distinguish individual areas based on their own
styles. Through the research, analysis and planning process, each area will
be addressed – capitalizing on hidden assets, highlighting the area’s potential
to developers, residents, entrepreneurs and small business owners, all while
focusing on the opportunities for connectivity. The existing assets, completed
projects and emerging industry clusters are the springboard to launch
forward.
The RMA Business Attraction and Marketing team provides extensive
experience and proven results with targeted industry recruitment and
business attraction utilizing our in-house team to develop a variety of media
collateral (graphics, charts, maps, videos, photography, etc.); digital and social
media ad buys as part of a digital marketing campaign; and development/
implementation of a concept plan of action with associated calendar/timeline.
Recruitment programs include traditional communications, as well as internet
marketing, trade publications, and other advertising media, with industry
representatives, firms, site selectors, retailers, developers and other real
estate professionals to assure the best outcome.
84 | RMA | Tab 4 | Approach & Methodology | RFP No. 19-07-02
We could think of a city as a blank canvas, but every
city has it's own unique underlying character that
is the backdrop for its future.
— Sharon McCormick
EXPERIENCE WITH GOVERNMENTAL ENTITIES
RMA’s understanding of local governments and how they operate is unmatched
due to the first-hand experience our team has working in the municipal realm.
The firms’ principals have managed four of the largest CRA’s in the State of
Florida, including the Delray Beach, Fort Lauderdale, West Palm Beach, and
Hollywood CRA’s. Additionally, RMA currently manages the West Palm Beach
CRA and recently managed three other Florida CRA’s (Pompano Beach, Dania
Beach and Margate). This management includes staffing of RMA personnel
to carry out all tasks within the CRA including: executive management,
administration, project management, business attraction and marketing
(communications, branding, collateral design, special events, etc.), real estate
services, and urban design and planning. The RMA team includes two past
presidents of the Florida Redevelopment Association and current members of
the FRA Board of Directors. This experience enables RMA to conduct thorough
and realistic assessments and analysis of the various departments that must
all work together to accomplish initiatives and meet goals under the broader
context of the entire City’s operations.
RMA has the in-house expertise to accomplish the Scope of Services detailed,
and has added Carolyn Feimster, a Tourism Specialist from CJFMI, to our team
as a Sub-Consultant. Details of our team members and extensive experience
is provided throughout this proposal. RMA does have a proven network of
specialists available to call on as needed, however, any additional external
resources would only be utilized at the request and approval of the City.
Examples may include, but are not limited to, a professional videographer or
an intercept/ phone survey specialist.
PROJECT MANAGEMENT
RMA has extensive experience with all aspects of project management under
the government management and administration umbrella and understands
the workload scheduling, monitoring and responsiveness that is necessary.
Our team has the knowledge and experience to create a targeted project
management plan that will be successfully executed within the designated
time and budget parameters. The RMA team works with the client to establish
and maintain clear lines of communication and to identify standard operating
procedures, including administrative processes to be followed. This will include
specifics for monitoring the direction and instructions provided, as well as the
protocol to follow for advising staff. RMA team members are mobile and work
out of all RMA offices and are readily available to staff during working hours
by telephone and email.
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RMA has a strong record of performing our work within mutually established
budget and time constraints, and the Project Director/Manager will be
responsible for ensuring compliance with a project's budget and time
requirements. RMA has developed an efficient methodology and approach
to projects, customized for each client. Work will be accomplished by senior
managers and department heads with input from the Principals, and technical
support from the entire team.
RMA procedures include bi-weekly project manager and principal meetings to
review client work, for peer review and input, and to ensure timely delivery of
services on schedule. The team also has experience working with state and
federal agencies on meeting deadlines and reporting requirements on many
levels.
Members of the entire RMA team have deep knowledge of applicable statutes,
principles and approaches and internal peer review is a valuable component
of our process.
RMA utilizes Deltek/Ajera, a cost and scheduling control software, to keep
track of a project’s progress, budgeting and billing in real time. In addition to
utilizing this software, the Project Director/Manager and team meet weekly
to review project status, work content and deliverables, and scheduling to
ensure that production and schedule requirements are fulfilled.
QUALITY CONTROL PROCEDURES
f Utilize an organization chart with detailed task descriptions, including the
team member assignment for who will carry out the specified tasks.
f Detail not only who is responsible for carrying out a particular task, but
also specify who is responsible for checking the work.
f Verify details of requests for specific programs, events and collateral
utilizing a project task sheet.
f Research to determine quality vendors for all event and collateral
production.
f Inspect all collateral designs and samples to ensure the required details
are addressed. Collateral material that doesn't meet the requirements or
standard expected is rejected/returned.
f Implement feedback and input from team and the coordinate the
correction of any issues.
f Utilize a corrective action plan to address any quality problems and
specify how to deal with them for compliance of objectives. The person
responsible for quality assurance verifies how a non-compliance
originated upon receiving notification and initiates a tracking report so
that the occurrence is not repeated.
5FINANCIAL BACKGROUND
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FINANCIAL BACKGROUND
Per Addendum #1, RMA is providing 3-years of business income tax returns in lieu of certified financial
statements. The complete tax returns for each year (2016-2018) are provided in a separate sealed envelope.
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6AGENCY BILLINGS
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AGENCY BILLINGS
RMA’s billing/payment terms are in line with the information provided in the bid packet. RMA bills monthly,
typically between the 10th-15th of each month, by completing a Statement of Services/Invoice for services
provided in the previous month. The payment cycle is 45 days.
7CREATIVE ABILITY
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Agency
North Miami, FL
Community Redevelopment
Agency (NMCRA)
NORTH MIAMI
CRA Update, Feasibility
Analysis, Public-Private
Partnerships (P3), Strategic
Marketing Plan Creation
Performance
Period
2015 – 2018
Services Provided
f Drafted CRA Plan Amendment & Updates
f Negotiations with County for CRA extension
f Market Analysis
f Real Estate Feasibility Analysis for P3 Projects
f Community Outreach & Stakeholder Input
f Subsequent Services: Marketing & Branding
Plan
ISSUE
Downtown North Miami lacked a unified image
and was suffering from the absence of a clearly
defined identity, brand and message. This in
turn made it difficult to attract new businesses
or become a magnet for private investment and
economic growth. In addition, the North Miami
Community Redevelopment Agency (NMCRA)
did not have any specific marketing, branding
or public relations programs for the Downtown,
making it difficult to reposition the district, attract
new targeted business, retain current businesses
and improve the quality of place. The CRA Plan
needed updating, however, the lifespan of
the Agency was an issue and an extension was
needed to provide adequate time to address the
quality of life and economic issues the city was
facing. RMA was engaged by the North Miami
CRA to update the Community Redevelopment
Plan and to guide the new CRA Plan through the
adoption process at the City, and Miami-Dade
County. Of importance, RMA was to negotiate the
terms of a new Interlocal Agreement with Miami-
Dade County, including an extension of the life of
the CRA through 2046.
STRATEGY
RMA began with a feasibility analysis for the
proposed Downtown area and reviewed
potential sites for Public-Private Partnership
(P3) projects to determine which concepts
were financially feasible, based on the current
real estate market conditions, for inclusion in
the updated CRA Plan. RMA conducted public
outreach, held targeted one-on-one meetings,
had extensive communication with the elected
officials, and developed a realistic, achievable,
economic development driven plan for the
North Miami CRA. Using Economic Development,
Downtown Revitalization, Cultural Arts, and
Targeted Industry strategies, the plan focused on
driving tax base enhancement and growth in Tax
Increment. This is turn would support the public
realm initiatives including Public Improvements
and Infrastructure, Housing, Residential
Development and Quality of Life, Transportation,
Transit and Parking, and Redevelopment Support
Activities. The NMCRA and RMA identified and
actively engaged stakeholders in the process and
achieved consensus on major elements.
OUTCOME
RMA secured a 29 year extension of the CRA by
effectively negotiating with Miami-Dade County
officials and staff. Almost immediately, there was
a significant increase in private sector interest
in the CRA area followed by multiple real estate
transactions and business attraction efforts
with new restaurants and food establishments.
RMA recommended that, with the CRA now fully
armed with 29 more years of redevelopment
activity, a fresh new approach to re-branding
and marketing was needed and proceeded to
develop a marketing and implementation plan
that multiplied the previous effect of the CRA Plan
amendment.
RMA managed the development of the new
CRA website, participated in the production of a
downtown promotional video and produced a
downtown walkers guide/map.
92 | RMA | Tab 7 | Creative Ability | RFP No. 19-07-02
RMA and the City of North Miami won the 2017 FRA,
Roy F. Kenzie Award: Planning Studies - Downtown
North Miami Strategic Marketing Plan
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Agency
Pompano Beach, FL
Community Redevelopment Agency
POMPANO BEACH
Brand Strategy | Old Town
Performance Period
2009 – 2018
Services Provided
f Branding
f Marketing & Communications
f Collateral Design
f Event Planning
ISSUE
Pompano Beach lacked a true ‘downtown’
– a central business/commercial area.
Pompano Beach’s economic future
depended on developing a downtown
area to attract private investment; in
particular, the redevelopment of the
blighted and derelict historic downtown
center. When RMA began managing the
CRA districts in Pompano Beach, it quickly
became clear that the city had an absence
of cultural facilities or targeted cultural
art uses. Arts and cultural activities had
been statistically identified as consistent
sources of economic growth. No new
development had taken place in decades
and two key historic buildings were
rapidly falling into decay, likely headed for
demolition; the Bailey Hotel, built in 1923,
in the Old Pompano commercial district
and the Ali Building, built in the 1930’s,
on Dr. Martin Luther King, Jr. Blvd. The
vision of a Creative Arts and Downtown
Innovation District was in the CRA Master
Plan; however, no progress had been
made toward that vision as the city lacked
a cultural brand/identity and the two
historic properties were privately owned.
The process of acquiring and renovating
the historic buildings into two cultural,
public real estate assets would become
the catalyst for the redevelopment of the
entire downtown area and the creation of
the cultural brand.
STRATEGY
RMA’s strategy was to use cultural assets to improve the community’s competitive edge, create the foundation
for defining a sense of place, attract new and visiting populations, and contribute to the development of a skilled
workforce. Simultaneously, at RMA’s recommendation, the City planned to create a cultural civic campus across the
street from the historic district, creating a cluster of cultural activity.
While construction was underway on the streetscape and other infrastructure improvements in the historic area,
RMA managed the acquisition process for both historic buildings. The next step was to seek approval from the CRA
Board for complete renovation of the buildings while maintaining the historic architectural elements that made them
unique. The concept for the Bailey Hotel (Bailey Contemporary Arts - BaCA) was to convert the hotel rooms on the
upper floor to artist studios, and use the ground floor for gallery space and a coffee house. Artists were invited to
submit applications with a combination of art mediums being sought including visual art, clay, pottery, music and
other forms. The Ali building was renovated as a cultural arts performance venue reflecting the African American
heritage of the area.
Once the cultural assets were established, RMA began the process of branding the historic downtown area as “Old
Town” and utilized the brand as a cohesive approach to redevelopment. The cultural arts branding concept used a
mosaic bench in Amsterdam as inspiration. Pulling together the assets and missions of the pioneer arts centers, Ali
and BaCA, overlapping values were identified. The cultural centers would essentially bring together many different
ideas into one cohesive message for the area: Diversity, Art, History and Community. RMA visually defined this as “a
combination of diverse elements forming a coherent whole” - the definition of a mosaic.
With this concept in mind, and an actual photo of a mosaic bench taken in Amsterdam during the research process,
the mosaic tiles were turned into a versatile design element to be used across all branded collateral. Color palettes
were defined to delineate each area, and to apply to corresponding events, tying everything that is unique about
each of the area’s assets into one cohesive brand strategy. The new brand and messaging strategy was then used to
promote classes, activities, events and exhibits via a myriad of communication outlets.
A signature monthly event that was established as a business attraction tool is the Old Town Untapped Craft Beer
& Arts festival. The event was strategically designed to familiarize attendees with the reinvented Downtown and
to using the area in a new way. The event includes a biergarten, food trucks, live music, vendors, and artists at
work/ open access to the BaCA art gallery. In just one-year, Old Town Untapped has grown from 250 to over 5000
attendees! The vendors have grown from 15 to 50, food trucks from 4 to 12+, and art gallery visitors from 50-100 to
over 500. Since the event is also an activator for the area, a targeted campaign ‘Untap Your Potential’ was created
and launched, including installation of signage in all the vacant commercial spaces. This has resulted in a dramatic
increase in interest in the spaces and new businesses are already open (Blooming Bean Coffee Co. and Odd Breed
Brewery) or permitted to open soon (a restaurant).
Rack Card
Inspiration
Brand Identity & Standards Manual
OUTCOME
f The brand standard represented the current
cultural arts buildings and the recurring
events and programs held in the area also
brought a great deal of press and newsworthy
attention to the City of Pompano Beach.
f The renovation of historical buildings into
cultural arts venues were the catalyst for
changing perceptions about the blighted
downtown area
f There is now a cohesive and solid cultural arts
brand in Pompano Beach and all marketing
efforts are consistent, yet still unique and
distinguishable by color/design/location/
target audience, etc.
f It is estimated that over 65,000 people have
visited Pompano’s Old Town district and BaCA
and Ali cultural facilities in the past one year
and the numbers are continually increasing
f Approximately 250 classes, programs and
events are hosted annually in Old Town,
BaCA and Ali
f All the studio space in BaCA is leased to
working artists and these artists participate
in sharing the brand message and furthering
the City and CRA goals
f New businesses have located in the branded
downtown area and several more have leased
spaces and are under renovation, scheduled
to open during 2018 and 2019
f Developers have invested in the area and
new multi-family residential buildings are
under construction
f The cultural arts brand in Pompano Beach is
now strong enough to support the creation of
a new city Cultural Arts department, including
establishing a Pompano Beach Cultural Arts
Director position
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Light Pole Banners
Light Pole Banner Marketing Booklet
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Agency
Community Redevelopment Agency
Margate, FL
MARGATE
Strategic Planning,
Marketing, Branding &
Public Relations
Performance Period
2014 – 2017
Services Provided
f Strategic Marketing & Business
Attraction Plan
f Brand Standard Design &
Collateral Development
f Public Relations
f Special Event Management &
Advertising
ISSUE
The City of Margate, known to most
as simply a “bedroom community”,
lacked a defined image which made
it difficult to attract business to the
city or to connect the community in
a meaningful way. In addition to the
lack of a clearly defined identity, brand
and message, there was no strategy or
strategic plan for marketing the City’s
assets and opportunities. Margate
did have innate assets however and
a sense of community pride and
cohesiveness. Without defining what
makes a city unique, it can easily
become invisible in a world of cities.
The City of Margate Community
Redevelopment Agency (MCRA) hired
RMA to create and implement a
comprehensive plan and campaign
that would produce an identity and
brand that was representative of the
entire City.
STRATEGY
RMA had already worked with the City on a
visionary downtown master plan that was
adopted and being implemented. With
the goals of establishing an identity, job
creation, advancing the economic well-
being of the community, and generating
a better quality of life for all residents;
RMA performed an economic analysis
to better define the existing conditions
and drivers that made the city unique.
Then RMA drafted a strategic marketing
plan that focused on the city’s potential,
enhancing a positive community image
among local and regional residents, and
spurring visitor and developer interest in
the city as a whole. The MCRA and RMA
identified and engaged stakeholders in
the process and achieved consensus on
major elements.
OUTCOME
f A logo and tagline were adopted that illustrate the community
pride and underlying themes that residents feel about the City of
Margate.
f A Brand Standards Manual was adopted to inspire and outline the
brand and define the photographic style and primary message.
f The new brand and message was featured on Miami’s Channel
10 News as a major headline in a story about south Florida city
brands.
f A brand launch event entitled “Celebrate Margate” was held to
unveil the new logo, engage the community and build excitement
about the future of Margate and was attended by thousands of
residents and visitors. Additionally, a seasonal event, Margate
under the Moon, was launched and draws approximately 5000
people monthly to the future downtown site giving residents and
visitors a “taste” of what the future holds in the new downtown.
f A comprehensive marketing promotional package was developed
showcasing the visionary master plan and promoting the newly
uncovered uniqueness of the area.
f The comprehensive strategy included not only outreach to the
development community and a business-centric social media
strategy, but also a focus on visually creating a sense of place
through the installation of branded light pole banners and
development of business building seminars and special events.
f The Margate CRA Annual Report won the 2016 Roy F. Kenzie
Award for Best Annual Report and a 2017 Florida Redevelopment
Association Best Promotion in a Redevelopment Area award for
the Margate Under the Moon event.
f RMA’s efforts firmly established Margate as a City engaged in the
development of its existing and future assets. The social media
campaign had a 2,142% increase in fans in a four month period,
showcasing the interest in the City of Margate since the inception
of the comprehensive branding campaign.
Brand Standards Manual
Logo & Tagline
Tri-fold Brochure Annual Report
Event Advertising
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Agency
Community
Redevelopment Agency
Oakland Park, FL
OAKLAND PARK
Strategic Plan, Downtown
Branding, Marketing &
Business Attraction Plan,
PR/Special Events
Performance
Period
2011 – 2015
Services Provided
ISSUE
Prior to RMA’s engagement, the City of Oakland Park
had spent over $30 million upgrading the infrastructure
in and around the downtown core, however that
alone was not enough to attract private developers to
invest in the city. Many buildings remained blighted
or vacant and the city’s tax base was on the decline.
In addition, the Florida East Coast railroad tracks
separated one side of the city’s “downtown” core from
the other, making a traditional “Mainstreet” difficult to
achieve. The city lacked an economic engine to spur
growth, such as a courthouse or hospital, and there
were no public assets to build upon, such as a beach.
There wasn’t a clearly defined downtown city center,
demographics were very low, the city had a very
limited budget, and the City had no clear vision for the
Downtown.
RMA was initially contacted by the City of Oakland
Park to create a five-year strategic plan for the entire
City with twelve locations identified as redevelopment
target sites. Actions plans were drafted for each site,
however RMA suggested that the City focus on the
Downtown area first. The City agreed, and RMA was
again retained to assist the City in acquiring grant
funds through Broward County’s Redevelopment
Capital Program (RCP). As part of the redevelopment
strategy, a marketing component was needed, so the
city instructed RMA to also create a Marketing Plan
and Business Incentive package.
STRATEGY
The comprehensive approach to Re-Inventing this City included an economic and market
research analysis, redevelopment strategic planning, a real estate development action plan, and
a marketing and business attraction campaign.
Led by Sharon McCormick, the RMA team needed to identify a niche this city could use to brand
itself and become a viable and desirable area for investment. This was a challenge considering
Oakland Park is situated next to the very popular and well-known city of Fort Lauderdale.
The RMA team quickly discovered that the City of Oakland Park had an existing cluster of culinary
related businesses including caterers, upscale kitchen and appliance stores, cabinet makers,
culinary kitchens, and the only shared commercial kitchen in Broward County. With these findings,
RMA created a brand - “Downtown Oakland Park Culinary Arts District” and developed a strategic,
results-driven plan that included launching a strong marketing and business attraction campaign.
To address the divide of MainStreet, the RMA planning team recommended to initially turn the
focus to the east side of the railroad tracks enabling the cluster of restaurants and retailers
to locate in one area. After promoting the culinary concept, RMA attracted the first brewery in
Broward County, Funky Buddha, who wanted a large vacant warehouse space located in the
downtown area for production and a tasting room. The existing zoning did not allow for brewing,
so RMA assisted the city in creating a zoning category to support the new South Florida trend of
brewery concepts. A full Local Activity Center (LAC) was codified to allow for flexible zoning on all
properties in the downtown.
Using the new-found success of the culinary brand and the first anchor tenant of Funky Buddha
Brewery, RMA then set out to realign the focus of the entire “downtown” by creating visual
elements to tie the area together, including banner signage, street improvements and connection
points for pedestrians, and increased special events to bring more visitors. The entire area now
has seen almost 50% of the buildings undergo renovations or complete redevelopment.
f Economic & Market
Research/Analysis
f CRA Plan Review
f 5-Year Strategic Action Plan
f Lease Negotiations
f Business Attraction/
Marketing/Special Events
f Incentives
f Planning, Zoning & Code
revisions
f Project Management
f Website & Social
Media Development &
Management
OUTCOME
f After the initial market investigation and analysis, RMA branded the
downtown core as a Culinary Arts District and repositioned the area as
a place where all things culinary could occur.
f The Funky Buddha Brewery, the largest craft brewery in South Florida,
selected the emerging Culinary Arts District as their home and opened
phase one of their two-phase plan in 18,000 SF of warehouse space at
Oakland Station. They later doubled in size with the phase two addition
of 19,000 SF for an on-site bottling operation and restaurant concept.
Today, they have expanded to 180,000 square feet and are a major
employer in the district.
f Throughout the first two years of the Culinary Arts District being
established, over 8 properties valued at nearly $15 million had changed
hands within the half-mile Downtown Local Activity Center (LAC).
f A popular local restaurateur selected the space adjacent to the Funky
Buddha Brewery for restaurant/retail build-out in 3800 SF, attracting
additional interest to the Oakland Station warehouse property including
an indoor Central Market concept proposed by RMA.
f The Urban Farming Institute began development and operation of a
first-of-its-kind Urban Farm Park, including a weekly Farmers Market
component, bringing sustainability to the Downtown Oakland Park
Culinary Arts District.
f The launch of a successful monthly “Farm to Chef Showcase” event
during the weekly Farmers Market, featured local restaurant chef’s
performing a live cooking demonstration utilizing fresh ingredients from
market vendors.
f The Urban Art Park, at the center of the Culinary Arts District, re-
purposed a blighted corner for the benefit of the community by creating
additional green space and an arts & cultural outlet.
f Broward College, along with other culinary schools, researched the
Culinary Arts District as a top location for their new Food Arts & Business
Center campus concept (estimated 1,000 students).
f The well-known, successful Allied Kitchen & Bath opened a second
location in 20,000 square feet in the heart of the downtown. They have
plans to lease ground floor space to for up to three new restaurants.
f Lucky’s Market opened their third south Florida location in Oakland Park
in 2017
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MARKETING PLAN CASE STUDY
An example of how we used this approach for the Northwood
Business District in West Palm Beach.
This project began in 2006 with RMA staff as City of West Palm Beach
employees, but continues today. The City of West Palm Beach Community
Redevelopment Agency management is outsourced to RMA, therefore RMA
Marketing staff currently manage the marketing and branding initiatives in
this district.
Situation Analysis
In 2006 the Northwood area of West Palm Beach was a blighted, tired
business district referred to as “Northwood Business District”. When
the Marketing Team reviewed the options, it was clear that a complete
rebranding was needed as well as a comprehensive approach to marketing
the area as place to open a business.
Objectives
After conducting research, it was verified that a combination of branding,
marketing, events and business attraction efforts were needed but first the
“perception” of the area had to change. The research showed some folks
felt the area wasn’t safe enough which was a major deterrent to attracting
new businesses and customers.
Strategy
A combination of rebranding and marketing and promotional campaigns
helped reduce the negative perceptions of safety and at the same time the
area was marketed as a hot new district with reasonable rents to attract
new businesses. “Security Ambassadors” were hired to “assist” customers
who were new to the area.
Tactics
To attract new businesses “Broker” events were held to let the real estate
community know the area was an emerging district that was perfect
for eclectic, boutique type shops. To attract customers an “Art & Wine”
promenade drew thousands of people who were, for the first time, being
introduced to the area. These new visitors soon became regular patrons.
Evaluation
The Outcome – Over 130 new businesses have located to Northwood
Village (a quaint 9 block district) and over $3 million in renovations have
been completed on over 35 buildings, one at a time. Research showed the
negative perception of safety went from 48% down to 8%. The area is a
true success story.
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8STRATEGIC THINKING
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STRATEGIC THINKING
State what research affiliates or internal research resources the Firm
has available.
RMA uses Survey Monkey for online surveying and relies upon the
municipality’s existing email database/social media channels and connections
with neighborhood associations, Chambers of Commerce and other business
organizations to invite respondents to participate in the surveying process.
RMA ALSO UTILIZES THE FOLLOWING RESEARCH TACTICS
AS NEEDED:
f Advisory boards and steering committee interviews
f Stakeholder interviews and focus groups
f Idea Exchanges and Public presentations
f Design workshops (Charrettes)
f Social media, website and comment pages
f The development of a project website includes an additional fee if
desired by the client.
If additional telephone or intercept surveys are desired or required, RMA
works with Radius (formerly Profile Marketing Research). Additional fees
would apply depending the scope of services and number of surveys required.
If additional event intercept surveys are desired or required, RMA works with
Touch Poll South Florida. Additional fees would apply depending the scope of
services/surveys required.
Examples:
f In Northwood Village, we used the services of Radius annually to
measure brand/reputation. The main problem was that the area was
considered as unsafe. Approximately 46% of phone survey respondents
indicated they believed the area to be unsafe and were not likely to visit.
After 5 years of re-branding and positioning, the number dropped to only
8% of respondents indicating this perception.
f The Naples Business Improvement District needed to understand how to
improve a monthly event that was originally meant to bring shoppers to
the downtown area, but instead, attracted more people only to the street
to watch the bands. The RMA team conducted one-on-one interviews
with the downtown businesses and engaged Touch Poll South Florida to
conduct the intercept surveys. We delivered a report to the Naples BID
Board with findings and recommendations to improve the quality of the
event and fulfill its original purpose.
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State how the Firm identifies the key target audiences for its clients and
how it then determines the appropriate media to best communicate
with those audiences.
RMA identifies key target audiences based on the market and situation
analysis conducted in Phase 1 of the project, coupled with the municipality’s
goals. Once target audiences are identified, how those audiences receive news
and information is either revealed through survey findings, and/or through
industry research findings published by leading industry experts such as DCI
Winning Strategies, Hubspot, ESRI Tapestry Segmentation, The Daily Carnage,
The Place Brand Observer or other marketing and behavior strategy analysts.
Example:
f In Oakland Park, RMA needed to attract businesses and consumers. The
city had spent $30 million to improve the aesthetics of the area, but still
no one came. After months of research and analysis, RMA created the
Culinary Arts District brand and began a targeted campaign to attract
businesses and the primary and secondary markets . The consistent
campaign words were “savory, sweet and spicy”. These words and design
graphics were utilized on all ads, downtown banners, signs, events,
social media and website. The campaign message to culinary related
businesses was “Downtown Oakland Park Culinary Arts District, where
we savor ideas, make sweet plans and help you spice up your bottom
line. The primary and secondary consumer market (identified as being
residents within a 15 -20 minute drive-time of Downtown Oakland Park)
message was “where we savor moments, make sweet memories and
spice up your life”.
State what experience the Firm has with the development of creative or
nontraditional strategic alliances/sponsorships (i.e. industries outside of
the travel business) to implement PR programs. State what experience
the firm has with measurement of PR results.
RMA’s experience with creative or non-traditional alliances is illustrated best
and woven throughout this proposal through our multidisciplinary lens we
use to approach each project. We have developed alliances with industry
professionals in virtually every aspect related to a city’s success. The principals
of RMA authored the book Reinventing Your City – 8 Steps to Turn Your City
Around and are recognized as industry leaders in Florida and beyond. Our
philosophy on measuring PR results is typically based on the identification of
the original problem, which becomes an opportunity to overcome. Examples
of measuring PR results are Northwood Village in West Palm Beach, Pompano
Beach and Oakland Park.
Example:
f Please see project pages for specific PR results/examples. An example
of a creative, non-traditional alliance was RMA’s Events & Promotions
Assistance Program. Businesses in the Northwood Village area
needed to attract new audiences to the area and to their stores, so
we developed a program to encourage cross-promotional events and
promotions between the businesses and in partnership with local
non-profit organizations. Each event, hosted by one store location with
participation by area restaurants for the refreshments, was a shopping
and non-profit fundraiser. The program attracted hundreds of young
professionals affiliated with the non-profit of the host businesses choice
and introduced new audiences to the emerging district.
State what experience the Firm has in developing strategic PR and crisis
management plans. (Examples may be shared and results may also be
included.)
RMA outsources crisis management to one of our strategic partners, however
includes Public and Media relations strategies and tactics in Comprehensive
Strategic Marketing Plans.
9COST OF SERVICES
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COST OF SERVICES
Total: $96,500
276 $46,250
300 $50,250
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RMA RATE SCHEDULE
PROFESSIONAL SERVICE HOURLY RATE
ECONOMIC DEVELOPMENT
Economic Development Assistant $85.00
Economic Development Coordinator $115.00
Economic Development Manager $150.00
Director - Economic Development $185.00
REAL ESTATE
Director - Real Estate $185.00
Sr. Broker $150.00
Sales Associate $100.00
Real Estate Research Assistant $85.00
GOVERNMENT MANAGEMENT & ADMINISTRATION
Administrative Assistant $80.00
CRA Clerk $80.00
Sr. Admin Assistant $105.00
Sr. Redevelopment Associate $195.00
Managing Director $205.00
Principal $230.00
PROFESSIONAL SERVICE HOURLY RATE
PROJECT MANAGEMENT
Project Coordinator $95.00
Project Manager I $125.00
Project Manager II $145.00
Sr. Project Manager $180.00
URBAN DESIGN & PLANNING
GIS/CAD Operator $95.00
Sr. Urban Designer $150.00
CONSTRUCTION
Construction Inspector $95.00
Construction Manager $145.00
Construction Director $180.00
PROFESSIONAL SERVICE HOURLY RATE
RMA INTERNAL
Bookkeeper $90.00
Business Development
Coordinator $90.00
Budget & Operations Analyst $105.00
Finance $160.00
Controller $170.00
Director of Administration $185.00
Director of Operations $185.00
BUSINESS ATTRACTION & MARKETING
Graphic Designer $85.00
Creative Director $150.00
Director of Digital Solutions $150.00
Photographer $150.00
Marketing Assistant $85.00
Marketing Coordinator $100.00
Marketing Manager $125.00
Sr. Marketing Manager $150.00
Tourism Specialist $150.00
Director - Business Attraction &
Marketing $185.00
10REFERENCES
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11CONTRACT FORMS
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