HomeMy WebLinkAboutC2023-029 - Gordley Design Group
Contract No. 2023-029
PROFESSIONAL SERVICES AGREEMENT
BETWEEN
THE TOWN OF FOUNTAIN HILLS
AND
GORDLEY DESIGN GROUP, INC.
.
THIS PROFESSIONAL SERVICES AGREEMENT (this “Agreement”) is entered into
upon execution, between the Town of Fountain Hills, an Arizona municipal corporation (the
“Town”) and Gordley Design Group, Inc., a(n) Arizona corporation (the “Vendor”).
RECITALS
A. The Town issued a Request for Proposals, RFP No. “RFP-2022-023” (the “RFP”),
a copy of which is on file with the Town and incorporated herein by reference, seeking proposals
from vendors interested in providing professional services consisting of consulting work to assist
in developing Destination Marketing and Branding for the Town (the “Services”).
B. The Vendor responded to the RFP by submitting a proposal (the “Proposal”),
attached hereto as Exhibit A and incorporated herein by reference.
C. The Town desires to enter into an Agreement with the Vendor to perform the
Services, as set forth below.
AGREEMENT
NOW, THEREFORE, in consideration of the foregoing introduction and recitals, which
are incorporated herein by reference, the following mutual covenants and conditions, and other
good and valuable consideration, the receipt and sufficiency of which are hereby acknowledged,
the Town and the Vendor hereby agree as follows:
1. Term of Agreement. This Agreement shall be effective as of the date first set forth
above and shall remain in full force and effect until June 30, 2023 (the “Initial Term”), unless
terminated as otherwise provided in this Agreement. After the expiration of the Initial Term, this
Agreement may be renewed for up four successive one-year terms (the “Renewal Term”) if (i) it
is deemed in the best interests of the Town, subject to availability and appropriation of funds for
renewal, (ii) at least 30 days prior to the end of the then-current term of this Agreement, the Vendor
requests, in writing, to extend this Agreement for an additional one-year term and (iii) the Town
approves the additional one-year term in writing (including any price adjustments approved as part
of this Agreement), as evidenced by the Town Manager’s signature thereon, which approval may
be withheld by the Town for any reason. The Vendor’s failure to seek a renewal of this Agreement
shall cause this Agreement to terminate at the end of the then-current term of this Agreement;
provided, however, that the Town may, at its discretion and with the agreement of the Vendor,
elect to waive this requirement and renew this Agreement. The Initial Term and the Renewal Term
are collectively referred to herein as the “Term.” Upon renewal, the terms and conditions of this
Agreement shall remain in full force and effect.
2. Scope of Work. This is an indefinite quantity and indefinite delivery Agreement
for Services as previously set forth herein. Services shall only be provided when the Town
identifies a need and proper authorization and documentation have been approved. For project(s)
determined by the Town to be appropriate for this Agreement, the Vendor shall provide the
Services to the Town on an as-required basis relating to the specific Services as may be agreed
upon between the parties in writing, in the form of a written acknowledgment between the parties
describing the Services to be provided (each, a “Work Order”). Each Work Order issued for
Services pursuant to this Agreement shall be (i) in the form provided and approved by the Town
for the Services, (ii) contain a reference to this Agreement and (iii) be attached to hereto as Exhibit
B and incorporated herein by reference. By signing this Agreement, Vendor acknowledges and
agrees that Work Order(s) containing unauthorized exceptions, conditions, limitations, or
provisions in conflict with the terms of this Agreement, other than Town's project-specific
requirements, are hereby expressly declared void and shall be of no force and effect. The Town
does not guarantee any minimum or maximum amount of Services will be requested under this
Agreement.
3. Compensation. The Town shall pay the Vendor an amount not to exceed $20,000
per term at the rates set forth in the Fee Proposal attached hereto as Exhibit A and incorporated
herein by reference. The aggregate amount per renewal term shall not exceed $50,000 in any case
unless the Agreement is affirmed and ratified via an executed amendment. All remaining terms
and conditions of the Agreement shall remain in full force and effect.
4. Payments. The Town shall pay the Vendor monthly (and the Vendor shall invoice
the Town monthly), based upon work performed and completed to date, and upon submission and
approval of invoices. All invoices shall document and itemize all work completed to date. Each
invoice statement shall include a record of time expended and work performed in sufficient detail
to justify payment. This Agreement must be referenced on all invoices.
5. Documents. All documents, including any intellectual property rights thereto,
prepared and submitted to the Town pursuant to this Agreement shall be the property of the Town.
6. Vendor Personnel. Vendor shall provide adequate, experienced personnel, capable
of and devoted to the successful performance of the Services under this Agreement. Vendor agrees
to assign specific individuals to key positions. If deemed qualified, the Vendor is encouraged to
hire Town residents to fill vacant positions at all levels. Vendor agrees that, upon commencement
of the Services to be performed under this Agreement, key personnel shall not be removed or
replaced without prior written notice to the Town. If key personnel are not available to perform
the Services for a continuous period exceeding 30 calendar days, or are expected to devote
substantially less effort to the Services than initially anticipated, Vendor shall immediately notify
the Town of same and shall, subject to the concurrence of the Town, replace such personnel with
personnel possessing substantially equal ability and qualifications.
7. Inspection; Acceptance. All work shall be subject to inspection and acceptance by
the Town at reasonable times during Vendor’s performance. The Vendor shall provide and
maintain a self-inspection system that is acceptable to the Town.
8. Licenses; Materials. Vendor shall maintain in current status all federal, state and
local licenses and permits required for the operation of the business conducted by the Vendor. The
Town has no obligation to provide Vendor, its employees or subcontractors any business
registrations or licenses required to perform the specific services set forth in this Agreement. The
Town has no obligation to provide tools, equipment or material to Vendor.
9. Performance Warranty. Vendor warrants that the Services rendered will conform
to the requirements of this Agreement and with the care and skill ordinarily used by members of
the same profession practicing under similar circumstances at the same time and in the same
locality.
10. Indemnification. To the fullest extent permitted by law, the Vendor shall
indemnify, defend and hold harmless the Town and each council member, officer, employee or
agent thereof (the Town and any such person being herein called an “Indemnified Party”), for,
from and against any and all losses, claims, damages, liabilities, costs and expenses (including, but
not limited to, reasonable attorneys’ fees, court costs and the costs of appellate proceedings) to
which any such Indemnified Party may become subject, under any theory of liability whatsoever
(“Claims”), insofar as such Claims (or actions in respect thereof) relate to, arise out of, or are
caused by or based upon the negligent acts, intentional misconduct, errors, mistakes or omissions,
breach of contract, in connection with the work or services of the Vendor, its officers, employees,
agents, or any tier of subcontractor in the performance of this Agreement. The amount and type
of insurance coverage requirements set forth below will in no way be construed as limiting the
scope of the indemnity in this Section.
11. Insurance.
11.1 General.
A. Insurer Qualifications. Without limiting any obligations or
liabilities of Vendor, Vendor shall purchase and maintain, at its own expense, hereinafter
stipulated minimum insurance with insurance companies authorized to do business in the
State of Arizona pursuant to ARIZ. REV. STAT. § 20-206, as amended, with an AM Best,
Inc. rating of A- or above with policies and forms satisfactory to the Town. Failure to
maintain insurance as specified herein may result in termination of this Agreement at the
Town’s option.
B. No Representation of Coverage Adequacy. By requiring insurance
herein, the Town does not represent that coverage and limits will be adequate to protect
Vendor. The Town reserves the right to review any and all of the insurance policies and/or
endorsements cited in this Agreement but has no obligation to do so. Failure to demand
such evidence of full compliance with the insurance requirements set forth in this
Agreement or failure to identify any insurance deficiency shall not relieve Vendor from,
nor be construed or deemed a waiver of, its obligation to maintain the required insurance
at all times during the performance of this Agreement.
C. Additional Insured. All insurance coverage, except Workers’
Compensation insurance and Professional Liability insurance, if applicable, shall name, to
the fullest extent permitted by law for claims arising out of the performance of this
Agreement, the Town, its agents, representatives, officers, directors, officials and
employees as Additional Insured as specified under the respective coverage sections of this
Agreement.
D. Coverage Term. All insurance required herein shall be maintained
in full force and effect until all work or services required to be performed under the terms
of this Agreement are satisfactorily performed, completed and formally accepted by the
Town, unless specified otherwise in this Agreement.
E. Primary Insurance. Vendor’s insurance shall be primary insurance
with respect to performance of this Agreement and in the protection of the Town as an
Additional Insured.
F. Claims Made. In the event any insurance policies required by this
Agreement are written on a “claims made” basis, coverage shall extend, either by keeping
coverage in force or purchasing an extended reporting option, for three years past
completion and acceptance of the services. Such continuing coverage shall be evidenced
by submission of annual Certificates of Insurance citing applicable coverage is in force and
contains the provisions as required herein for the three-year period.
G. Waiver. All policies, except for Professional Liability, including
Workers’ Compensation insurance, shall contain a waiver of rights of recovery
(subrogation) against the Town, its agents, representatives, officials, officers and
employees for any claims arising out of the work or services of Vendor. Vendor shall
arrange to have such subrogation waivers incorporated into each policy via formal written
endorsement thereto.
H. Policy Deductibles and/or Self-Insured Retentions. The policies set
forth in these requirements may provide coverage that contains deductibles or self-insured
retention amounts. Such deductibles or self-insured retention shall not be applicable with
respect to the policy limits provided to the Town. Vendor shall be solely responsible for
any such deductible or self-insured retention amount.
I. Use of Subcontractors. If any work under this Agreement is
subcontracted in any way, Vendor shall execute written agreements with its subcontractors
containing the indemnification provisions set forth in this Agreement and insurance
requirements set forth herein protecting the Town and Vendor. Vendor shall be responsible
for executing any agreements with its subcontractors and obtaining certificates of insurance
verifying the insurance requirements.
J. Evidence of Insurance. Prior to commencing any work or services
under this Agreement, Vendor will provide the Town with suitable evidence of insurance
in the form of certificates of insurance and a copy of the declaration page(s) of the insurance
policies as required by this Agreement, issued by Vendor’s insurance insurer(s) as evidence
that policies are placed with acceptable insurers as specified herein and provide the
required coverages, conditions and limits of coverage specified in this Agreement and that
such coverage and provisions are in full force and effect. Confidential information such as
the policy premium may be redacted from the declaration page(s) of each insurance policy,
provided that such redactions do not alter any of the information required by this
Agreement. The Town shall reasonably rely upon the certificates of insurance and
declaration page(s) of the insurance policies as evidence of coverage but such acceptance
and reliance shall not waive or alter in any way the insurance requirements or obligations
of this Agreement. If any of the policies required by this Agreement expire during the life
of this Agreement, it shall be Vendor’s responsibility to forward renewal certificates and
declaration page(s) to the Town 30 days prior to the expiration date. All certificates of
insurance and declarations required by this Agreement shall be identified by referencing
the RFP number and title or this Agreement. A $25.00 administrative fee shall be assessed
for all certificates or declarations received without the appropriate RFP number and title or
a reference to this Agreement, as applicable. Additionally, certificates of insurance and
declaration page(s) of the insurance policies submitted without referencing the appropriate
RFP number and title or a reference to this Agreement, as applicable, will be subject to
rejection and may be returned or discarded. Certificates of insurance and declaration
page(s) shall specifically include the following provisions:
(1) The Town, its agents, representatives, officers, directors,
officials and employees are Additional Insureds as follows:
(a) Commercial General Liability – Under Insurance
Services Office, Inc., (“ISO”) Form CG 20 10 03 97 or equivalent.
(b) Auto Liability – Under ISO Form CA 20 48 or
equivalent.
(c) Excess Liability – Follow Form to underlying
insurance.
(2) Vendor’s insurance shall be primary insurance with respect
to performance of this Agreement.
(3) All policies, except for Professional Liability, including
Workers’ Compensation, waive rights of recovery (subrogation) against Town, its
agents, representatives, officers, officials and employees for any claims arising out
of work or services performed by Vendor under this Agreement.
(4) ACORD certificate of insurance form 25 (2014/01) is
preferred. If ACORD certificate of insurance form 25 (2001/08) is used, the
phrases in the cancellation provision “endeavor to” and “but failure to mail such
notice shall impose no obligation or liability of any kind upon the company, its
agents or representatives” shall be deleted. Certificate forms other than ACORD
form shall have similar restrictive language deleted.
11.2 Required Insurance Coverage.
A. Commercial General Liability. Vendor shall maintain “occurrence”
form Commercial General Liability insurance with an unimpaired limit of not less than
$1,000,000 for each occurrence, $2,000,000 Products and Completed Operations Annual
Aggregate and a $2,000,000 General Aggregate Limit. The policy shall cover liability
arising from premises, operations, independent contractors, products-completed
operations, personal injury and advertising injury. Coverage under the policy will be at
least as broad as ISO policy form CG 00 010 93 or equivalent thereof, including but not
limited to, separation of insured’s clause. To the fullest extent allowed by law, for claims
arising out of the performance of this Agreement, the Town, its agents, representatives,
officers, officials and employees shall be cited as an Additional Insured under ISO,
Commercial General Liability Additional Insured Endorsement form CG 20 10 03 97, or
equivalent, which shall read “Who is an Insured (Section II) is amended to include as an
insured the person or organization shown in the Schedule, but only with respect to liability
arising out of “your work” for that insured by or for you.” If any Excess insurance is
utilized to fulfill the requirements of this subsection, such Excess insurance shall be
“follow form” equal or broader in coverage scope than underlying insurance.
B. Vehicle Liability. Vendor shall maintain Business Automobile
Liability insurance with a limit of $1,000,000 each occurrence on Vendor’s owned, hired
and non-owned vehicles assigned to or used in the performance of the Vendor’s work or
services under this Agreement. Coverage will be at least as broad as ISO coverage code
“1” “any auto” policy form CA 00 01 12 93 or equivalent thereof. To the fullest extent
allowed by law, for claims arising out of the performance of this Agreement, the Town, its
agents, representatives, officers, directors, officials and employees shall be cited as an
Additional Insured under ISO Business Auto policy Designated Insured Endorsement form
CA 20 48 or equivalent. If any Excess insurance is utilized to fulfill the requirements of
this subsection, such Excess insurance shall be “follow form” equal or broader in coverage
scope than underlying insurance.
C. Professional Liability. If this Agreement is the subject of any
professional services or work, or if the Vendor engages in any professional services or
work in any way related to performing the work under this Agreement, the Vendor shall
maintain Professional Liability insurance covering negligent errors and omissions arising
out of the Services performed by the Vendor, or anyone employed by the Vendor, or
anyone for whose negligent acts, mistakes, errors and omissions the Vendor is legally
liable, with an unimpaired liability insurance limit of $2,000,000 each claim and
$2,000,000 annual aggregate.
D. Workers’ Compensation Insurance. Vendor shall maintain
Workers’ Compensation insurance to cover obligations imposed by federal and state
statutes having jurisdiction over Vendor’s employees engaged in the performance of work
or services under this Agreement and shall also maintain Employers Liability Insurance of
not less than $500,000 for each accident, $500,000 disease for each employee and
$1,000,000 disease policy limit.
11.3 Cancellation and Expiration Notice. Insurance required herein shall not
expire, be canceled, or be materially changed without 30 days’ prior written notice to the Town.
12. Termination; Cancellation.
12.1 For Town’s Convenience. This Agreement is for the convenience of the
Town and, as such, may be terminated without cause after receipt by Vendor of written notice by
the Town. Upon termination for convenience, Vendor shall be paid for all undisputed services
performed to the termination date.
12.2 For Cause. If either party fails to perform any obligation pursuant to this
Agreement and such party fails to cure its nonperformance within 30 days after notice of
nonperformance is given by the non-defaulting party, such party will be in default. In the event of
such default, the non-defaulting party may terminate this Agreement immediately for cause and
will have all remedies that are available to it at law or in equity including, without limitation, the
remedy of specific performance. If the nature of the defaulting party’s nonperformance is such
that it cannot reasonably be cured within 30 days, then the defaulting party will have such
additional periods of time as may be reasonably necessary under the circumstances, provided the
defaulting party immediately (A) provides written notice to the non-defaulting party and (B)
commences to cure its nonperformance and thereafter diligently continues to completion the cure
of its nonperformance. In no event shall any such cure period exceed 90 days. In the event of
such termination for cause, payment shall be made by the Town to the Vendor for the undisputed
portion of its fee due as of the termination date.
12.3 Due to Work Stoppage. This Agreement may be terminated by the Town
upon 30 days’ written notice to Vendor in the event that the Services are permanently abandoned.
In the event of such termination due to work stoppage, payment shall be made by the Town to the
Vendor for the undisputed portion of its fee due as of the termination date.
12.4 Conflict of Interest. This Agreement is subject to the provisions of ARIZ.
REV. STAT. § 38-511. The Town may cancel this Agreement without penalty or further obligations
by the Town or any of its departments or agencies if any person significantly involved in initiating,
negotiating, securing, drafting or creating this Agreement on behalf of the Town or any of its
departments or agencies is, at any time while this Agreement or any extension of this Agreement
is in effect, an employee of any other party to this Agreement in any capacity or a Vendor to any
other party of this Agreement with respect to the subject matter of this Agreement.
12.5 Gratuities. The Town may, by written notice to the Vendor, cancel this
Agreement if it is found by the Town that gratuities, in the form of economic opportunity, future
employment, entertainment, gifts or otherwise, were offered or given by the Vendor or any agent
or representative of the Vendor to any officer, agent or employee of the Town for the purpose of
securing this Agreement. In the event this Agreement is canceled by the Town pursuant to this
provision, the Town shall be entitled, in addition to any other rights and remedies, to recover and
withhold from the Vendor an amount equal to 150% of the gratuity.
12.6 Agreement Subject to Appropriation. This Agreement is subject to the
provisions of ARIZ. CONST. ART. IX, § 5 and ARIZ. REV. STAT. § 42-17106. The provisions of
this Agreement for payment of funds by the Town shall be effective when funds are appropriated
for purposes of this Agreement and are actually available for payment. The Town shall be the sole
judge and authority in determining the availability of funds under this Agreement and the Town
shall keep the Vendor fully informed as to the availability of funds for this Agreement. The
obligation of the Town to make any payment pursuant to this Agreement is a current expense of
the Town, payable exclusively from such annual appropriations, and is not a general obligation or
indebtedness of the Town. If the Town Council fails to appropriate money sufficient to pay the
amounts as set forth in this Agreement during any immediately succeeding fiscal year, this
Agreement shall terminate at the end of then-current fiscal year and the Town and the Vendor shall
be relieved of any subsequent obligation under this Agreement.
13. Miscellaneous.
13.1 Independent Contractor. It is clearly understood that each party will act in
its individual capacity and not as an agent, employee, partner, joint venturer, or associate of the
other. An employee or agent of one party shall not be deemed or construed to be the employee or
agent of the other for any purpose whatsoever. The Vendor acknowledges and agrees that the
Services provided under this Agreement are being provided as an independent contractor, not as
an employee or agent of the Town. Vendor, its employees and subcontractors are not entitled to
workers’ compensation benefits from the Town. The Town does not have the authority to
supervise or control the actual work of Vendor, its employees or subcontractors. The Vendor, and
not the Town, shall determine the time of its performance of the services provided under this
Agreement so long as Vendor meets the requirements as agreed in Section 2 above and in Exhibit
A. Vendor is neither prohibited from entering into other contracts nor prohibited from practicing
its profession elsewhere. Town and Vendor do not intend to nor will they combine business
operations under this Agreement.
13.2 Applicable Law; Venue. This Agreement shall be governed by the laws of
the State of Arizona and suit pertaining to this Agreement may be brought only in courts in
Maricopa County, Arizona.
13.3 Laws and Regulations. Vendor shall keep fully informed and shall at all
times during the performance of its duties under this Agreement ensure that it and any person for
whom the Vendor is responsible abides by, and remains in compliance with, all rules, regulations,
ordinances, statutes or laws affecting the Services, including, but not limited to, the following: (A)
existing and future Town and County ordinances and regulations; (B) existing and future State and
Federal laws; and (C) existing and future Occupational Safety and Health Administration
standards.
13.4 Amendments. This Agreement may be modified only by a written
amendment signed by persons duly authorized to enter into contracts on behalf of the Town and
the Vendor.
13.5 Provisions Required by Law. Each and every provision of law and any
clause required by law to be in this Agreement will be read and enforced as though it were included
herein and, if through mistake or otherwise any such provision is not inserted, or is not correctly
inserted, then upon the application of either party, this Agreement will promptly be physically
amended to make such insertion or correction.
13.6 Severability. The provisions of this Agreement are severable to the extent
that any provision or application held to be invalid by a Court of competent jurisdiction shall not
affect any other provision or application of this Agreement which may remain in effect without
the invalid provision or application.
13.7 Entire Agreement; Interpretation; Parol Evidence. This Agreement
represents the entire agreement of the parties with respect to its subject matter, and all previous
agreements, whether oral or written, entered into prior to this Agreement are hereby revoked and
superseded by this Agreement. No representations, warranties, inducements or oral agreements
have been made by any of the parties except as expressly set forth herein, or in any other
contemporaneous written agreement executed for the purposes of carrying out the provisions of
this Agreement. This Agreement shall be construed and interpreted according to its plain meaning,
and no presumption shall be deemed to apply in favor of, or against the party drafting this
Agreement. The parties acknowledge and agree that each has had the opportunity to seek and
utilize legal counsel in the drafting of, review of, and entry into this Agreement.
13.8 Assignment; Delegation. No right or interest in this Agreement shall be
assigned or delegated by Vendor without prior, written permission of the Town, signed by the
Town Manager. Any attempted assignment or delegation by Vendor in violation of this provision
shall be a breach of this Agreement by Vendor.
13.9 Subcontracts. No subcontract shall be entered into by the Vendor with any
other party to furnish any of the material or services specified herein without the prior written
approval of the Town. The Vendor is responsible for performance under this Agreement whether
or not subcontractors are used. Failure to pay subcontractors in a timely manner pursuant to any
subcontract shall be a material breach of this Agreement by Vendor.
13.10 Rights and Remedies. No provision in this Agreement shall be construed,
expressly or by implication, as waiver by the Town of any existing or future right and/or remedy
available by law in the event of any claim of default or breach of this Agreement. The failure of
the Town to insist upon the strict performance of any term or condition of this Agreement or to
exercise or delay the exercise of any right or remedy provided in this Agreement, or by law, or the
Town’s acceptance of and payment for services, shall not release the Vendor from any
responsibilities or obligations imposed by this Agreement or by law, and shall not be deemed a
waiver of any right of the Town to insist upon the strict performance of this Agreement.
13.11 Attorneys’ Fees. In the event either party brings any action for any relief,
declaratory or otherwise, arising out of this Agreement or on account of any breach or default
hereof, the prevailing party shall be entitled to receive from the other party reasonable attorneys’
fees and reasonable costs and expenses, determined by the court sitting without a jury, which shall
be deemed to have accrued on the commencement of such action and shall be enforced whether or
not such action is prosecuted through judgment.
13.12 Liens. All materials or services shall be free of all liens and, if the Town
requests, a formal release of all liens shall be delivered to the Town.
13.13 Offset.
A. Offset for Damages. In addition to all other remedies at law or
equity, the Town may offset from any money due to the Vendor any amounts Vendor owes
to the Town for damages resulting from breach or deficiencies in performance or breach of
any obligation under this Agreement.
B. Offset for Delinquent Fees or Taxes. The Town may offset from
any money due to the Vendor any amounts Vendor owes to the Town for delinquent fees,
transaction privilege taxes and property taxes, including any interest or penalties.
13.14 Notices and Requests. Any notice or other communication required or
permitted to be given under this Agreement shall be in writing and shall be deemed to have been
duly given if (A) delivered to the party at the address set forth below, (B) deposited in the U.S.
Mail, registered or certified, return receipt requested, to the address set forth below or (C) given to
a recognized and reputable overnight delivery service, to the address set forth below:
If to the Town: Town of Fountain Hills
16705 East Avenue of the Fountains
Fountain Hills, Arizona 85268
Attn: Grady E. Miller, Town Manager
With copy to: Town of Fountain Hills
16705 East Avenue of the Fountains
Fountain Hills, Arizona 85268
Attn: Aaron D. Arnson, Town Attorney
If to Vendor: Gordley Design Group, Inc.
2540 North Tucson Blvd.
Tucson, Arizona 857146
Attn: Dawn Hosack
or at such other address, and to the attention of such other person or officer, as any party may
designate in writing by notice duly given pursuant to this subsection. Notices shall be deemed
received (A) when delivered to the party, (B) three business days after being placed in the U.S.
Mail, properly addressed, with sufficient postage or (C) the following business day after being
given to a recognized overnight delivery service, with the person giving the notice paying all
required charges and instructing the delivery service to deliver on the following business day. If
a copy of a notice is also given to a party’s counsel or other recipient, the provisions above
governing the date on which a notice is deemed to have been received by a party shall mean and
refer to the date on which the party, and not its counsel or other recipient to which a copy of the
notice may be sent, is deemed to have received the notice.
13.15 Confidentiality of Records. The Vendor shall establish and maintain
procedures and controls that are acceptable to the Town for the purpose of ensuring that
information contained in its records or obtained from the Town or from others in carrying out its
obligations under this Agreement shall not be used or disclosed by it, its agents, officers, or
employees, except as required to perform Vendor’s duties under this Agreement. Persons
requesting such information should be referred to the Town. Vendor also agrees that any
information pertaining to individual persons shall not be divulged other than to employees or
officers of Vendor as needed for the performance of duties under this Agreement.
13.16 Records and Audit Rights. To ensure that the Vendor and its subcontractors
are complying with the warranty under subsection 13.17 below, Vendor’s and its subcontractor’s
books, records, correspondence, accounting procedures and practices, and any other supporting
evidence relating to this Agreement, including the papers of any Vendor and its subcontractors’
employees who perform any work or services pursuant to this Agreement (all of the foregoing
hereinafter referred to as “Records”), shall be open to inspection and subject to audit and/or
reproduction during normal working hours by the Town, to the extent necessary to adequately
permit (A) evaluation and verification of any invoices, payments or claims based on Vendor’s and
its subcontractors’ actual costs (including direct and indirect costs and overhead allocations)
incurred, or units expended directly in the performance of work under this Agreement and (B)
evaluation of the Vendor’s and its subcontractors’ compliance with the Arizona employer
sanctions laws referenced in subsection 13.17 below. To the extent necessary for the Town to
audit Records as set forth in this subsection, Vendor and its subcontractors hereby waive any rights
to keep such Records confidential. For the purpose of evaluating or verifying such actual or
claimed costs or units expended, the Town shall have access to said Records, even if located at its
subcontractors’ facilities, from the effective date of this Agreement for the duration of the work
and until three years after the date of final payment by the Town to Vendor pursuant to this
Agreement. Vendor and its subcontractors shall provide the Town with adequate and appropriate
workspace so that the Town can conduct audits in compliance with the provisions of this
subsection. The Town shall give Vendor or its subcontractors reasonable advance notice of
intended audits. Vendor shall require its subcontractors to comply with the provisions of this
subsection by insertion of the requirements hereof in any subcontract pursuant to this Agreement.
13.17 E-verify Requirements. To the extent applicable under ARIZ. REV. STAT. §
41-4401, the Vendor and its subcontractors warrant compliance with all federal immigration laws
and regulations that relate to their employees and their compliance with the E-verify requirements
under ARIZ. REV. STAT. § 23-214(A). Vendor’s or its subcontractors’ failure to comply with such
warranty shall be deemed a material breach of this Agreement and may result in the termination
of this Agreement by the Town.
13.18 Israel. Vendor certifies that it is not currently engaged in, and agrees for
the duration of this Agreement that it will not engage in a “boycott,” as that term is defined in
ARIZ. REV. STAT. § 35-393, of Israel.
13.19 Conflicting Terms. In the event of any inconsistency, conflict or ambiguity
among the terms of this Agreement, the Proposal, any Town-approved invoices, and the RFP, the
documents shall govern in the order listed herein.
13.20 Non-Exclusive Contract. This Agreement is entered into with the
understanding and agreement that it is for the sole convenience of the Town. The Town reserves
the right to obtain like goods and services from another source when necessary.
[SIGNATURES ON FOLLOWING PAGES]
IN WITNESS WHEREOF, the parties hereto have executed this Agreement as of the date
and year first set forth above.
“Town”
TOWN OF FOUNTAIN HILLS,
an Arizona municipal corporation
Grady E. Miller, Town Manager
ATTEST:
Linda Mendenhall, Town Clerk
APPROVED AS TO FORM:
Aaron D. Arnson, Town Attorney
[SIGNATURES CONTINUE ON FOLLOWING PAGES]
Aaron Arnson (Aug 2, 2022 08:44 PDT)
Linda Mendenhall (Aug 11, 2022 08:58 PDT)
Linda Mendenhall
“Contractor/Vendor/Consultant”
____________________________________,
By:
Name:
Title:
Gordley Design Group, Inc., a(n) Arizona corporation
Janice E Gordley (Jul 26, 2022 15:32 PDT)
Janice E Gordley
Janice E. Gordley
President
EXHIBIT A
TO
PROFESSIONAL SERVICES AGREEMENT
BETWEEN
THE TOWN OF FOUNTAIN HILLS
AND
GORDLEY DESIGN GROUP, INC.
[Consultant’s Proposal]
See following pages.
Town of Fountain Hills
Admin-Procurement
Robert Durham, Procurement Officer
16705 E. Avenue of the Fountains, Fountain Hills, AZ 85268
PROPOSAL DOCUMENT REPORT
RFP No. RFP-2022-023
Town Destination Marketing & Branding
RESPONSE DEADLINE: July 14, 2022 at 5:00 pm
Report Generated: Monday, July 25, 2022
Gordley Group Proposal
CONTACT INFORMATION
Company:
Gordley Group
Email:
dawn@gordleygroup.com
Contact:
Dawn Hosack
Address:
2540 North Tucson Blvd
Tucson, AZ 85716
Phone:
(520) 327-6077
Website:
gordleygroup.com
Submission Date:
Jul 14, 2022 4:53 PM
PROPOSAL DOCUMENT REPORT
RFP No. RFP-2022-023
Town Destination Marketing & Branding
PROPOSAL DOCUMENT REPORT
Request for Proposals - Town Destination Marketing & Branding
Page 2
ADDENDA CONFIRMATION
Addendum #1
Confirmed Jul 14, 2022 4:40 PM by Dawn Hosack
Addendum #2
Confirmed Jul 14, 2022 4:40 PM by Dawn Hosack
Addendum #3
Confirmed Jul 14, 2022 4:40 PM by Dawn Hosack
QUESTIONNAIRE
1. Certification
By confirming questions under this section, the Vendor certifies:
NO COLLUSION*
The submission of the Proposal did not involve collusion or other anti-competitive practices.
Confirmed
NO DISCRIMINATION*
It shall not discriminate against any employee or applicant for employment in violation of Federal Executive Order 11246.
Confirmed
NO GRATUITY*
It has not given, offered to give, nor intends to give at any time hereafter, any economic opportunity, future employment, gi ft, loan,
gratuity, special discount, trip favor or service to a Town employee, officer or agent in connection with the submitted Proposal. It
PROPOSAL DOCUMENT REPORT
RFP No. RFP-2022-023
Town Destination Marketing & Branding
PROPOSAL DOCUMENT REPORT
Request for Proposals - Town Destination Marketing & Branding
Page 3
(including the Vendor’s employees, representatives, agents, lobbyists, attorneys, and subcontractors) has refrained, under penalty of
disqualification, from direct or indirect contact for the purpose of influencing the selection or creating bias in the selection process
with any person who may play a part in the selection process, including the Selection Committee, elected officials, the Town Manager,
Assistant Town Managers, Department Heads, and other Town staff. All contact must be addressed to the Town’s Procurement Agent,
except for questions submitted as set forth in Subsection 1.4 (Inquiries), above. Any attempt to influence the selection proc ess by any
means shall void the submitted Proposal and any resulting Agreement.
Confirmed
FINANCIAL STABILITY*
It is financially stable, solvent and has adequate cash reserves to meet all financial obligations including any potential co sts resulting
from an award of the Agreement.
Confirmed
NO SIGNATURE/FALSE OR MISLEADING STATEMENT*
The signature on the cover letter of the Proposal and the Vendor Information Form is genuine and the person signing has the
authority to bind the Vendor. Failure to sign the Proposal and the Vendor Information Form, or signing either with a false or
misleading statement, shall void the submitted Proposal and any resulting Agreement.
Confirmed
PROFESSIONAL SERVICES AGREEMENT*
In addition to reviewing and understanding the submittal requirements, it has reviewed the attached sample Professional Services
Agreement including the Scope of Work and other Exhibits.
Confirmed
REFERENCE CHECKS*
PROPOSAL DOCUMENT REPORT
RFP No. RFP-2022-023
Town Destination Marketing & Branding
PROPOSAL DOCUMENT REPORT
Request for Proposals - Town Destination Marketing & Branding
Page 4
References will be checked, and it is Vendor’s responsibility to ensure that all information is accurate and current. Vendor authorizes
the Town’s representative to verify all information from these references and releases all those concerned from any liability in
connection with the information they provide. Inability of the Town to verify references shall result in the Proposal being considered
non-responsive.
Confirmed
2. Vendor Proposal
GENERAL INFORMATION*
A. One page cover letter as described in the section titled "RFP Submission Process", the subsection titled "Required Submittal".
B. Provide Vendor identification information. Explain the Vendor’s legal organization including the legal name, address,
identification number and legal form of the Vendor (e.g., partnership, corporation, joint venture, limited liability company, sole
proprietorship). If a joint venture, identify the members of the joint venture and provide all of the information required under
this section for each member. If a limited liability company, provide the name of the member or members authorized to act on
the company’s behalf. If the Vendor is a wholly owned subsidiary of another company, identify the parent c ompany. If the
corporation is a nonprofit corporation, provide nonprofit documentation. Provide the name, address and telephone number of
the person to contact concerning the Proposal.
C. Identify the location of the Vendor’s principal office and the local work office, if different. Include any documentation that
supports the Vendor’s authority to provide services in Arizona.
D. Provide a general description of the Vendor’s organization, including years in business.
E. Identify any contract or subcontract held by the Vendor or officers of the Vendor that have been terminated within the last
five years. Briefly describe the circumstances and the outcome.
F. Identify any claims arising from a contract which resulted in litigation or arbitration within the last five years. Briefly describe
the circumstances and the outcome.
Gordley_Group_Fountain_Hill_Proposal_2022.pdf
PROPOSAL DOCUMENT REPORT
RFP No. RFP-2022-023
Town Destination Marketing & Branding
PROPOSAL DOCUMENT REPORT
Request for Proposals - Town Destination Marketing & Branding
Page 5
EXPERIENCE AND QUALIFICATIONS OF THE VENDOR*
A. Provide a detailed description of the Vendor’s experience in providing similar services to municipalities or other entities of a
similar size to the Town, specifically relating experience with respect to Branding and Government work.
B. Vendor must demonstrate successful completion of at least three similar projects within the past 60 months. For the purpose
of this Solicitation, “successful completion” means completion of a project within the established schedule and budget and
“similar projects” resemble this project in size, nature and scope. Provide a list of at least three organizations for which you
successfully completed a similar project. This list shall include, at a minimum, the following information:
1. Name of company or organization.
2. Contact name.
3. Contact address, telephone number and e-mail address.
4. Type of services provided.
5. Dates of contract initiation and expiration.
Pages_from_Gordley_Group_Fountain_Hill_Proposal_2022_ExpQuals.pdf
KEY POSITIONS*
A. Identify each key personnel member that will render services to the Town including title and relevant experience required,
including the proposed project manager and project staff.
B. Indicate the roles and responsibilities of each key position. Include senior members of the Vendor only from the perspective of
what their role will be in providing services to the Town.
C. If a subcontractor will be used for all work of a certain type, include information on this subcontractor. A detailed plan for
providing supervision must be included.
D. Attach a résumé and evidence of certification, if any, for each key personnel member and/or subcontractor to be involved in
this project. Résumés should be attached together as a single appendix at the end of the Proposal and will not count toward
the Proposal page limit. However, each resume shall not exceed two pages in length.
PROPOSAL DOCUMENT REPORT
RFP No. RFP-2022-023
Town Destination Marketing & Branding
PROPOSAL DOCUMENT REPORT
Request for Proposals - Town Destination Marketing & Branding
Page 6
Pages_from_Gordley_Group_Fountain_Hill_Proposal_2022_key_positions.pdf
PROJECT APPROACH/EXAMPLES*
A. Describe the Vendor’s approach to performing the required Services in the section titled Scope of Work, and its approach to
contract management, including its perspective and experience on partnering, customer service, quality control, scheduling
and staff.
B. Describe any alternate approaches if it is believed that such an approach would best suit the needs of the Town. Include
rationale for alternate approaches, and indicate how the Vendor will ensure that all efforts are coordinated with the Town’s
Representatives.
Pages_from_Gordley_Group_Fountain_Hill_Proposal_2022_approach.pdf
PROJECT SCHEDULE*
Provide a project schedule showing key project milestones and deliverables. The schedule shall demonstrate Vendor’s ability to meet
the designated milestones as listed below. Assumptions used in developing the schedule shall be identified and at a minimum the
proposed schedule shall include the following dates, if applicable.
A. Proposed Kick-Off Meeting
B. Phase I Report Due Date
C. Phase I Report Presentation Date
D. Phase II Implementation Start Date
E. Project Completion Date
Pages_from_Gordley_Group_Fountain_Hill_Proposal_2022_schedule_price.pdf
PRICING*
Pages_from_Gordley_Group_Fountain_Hill_Proposal_2022_schedule_price.pdf
THE TOWN OF FOUNTAIN HILLS
TOWN DESTINATION
MARKETING & BRANDING
RFP-2022-023 | July 14, 2022
VENDOR AGREEMENT QUESTIONNAIRE7.1
7.1 VENDOR QUESTIONNAIRE
gordleygroup.com | 3
7.1. Certification
By confirming questions under this section, the Vendor certifies:
7.1.4. Financial Stability
It is financially stable, solvent and has adequate cash reserves to meet all financial obligations
including any potential costs resulting from an award of the Agreement.
7.1.1. No Collusion
The submission of the Proposal did not involve collusion or other anti-competitive practices.
7.1.2. No Discrimination
It shall not discriminate against any employee or applicant for employment in violation of
Federal Executive Order 11246.
7.1.6. Professional Services Agreement
In addition to reviewing and understanding the submittal requirements, it has reviewed the attached
sample Professional Services Agreement including the Scope of Work and other Exhibits.
7.1.7. Reference Checks
References will be checked, and it is Vendor’s responsibility to ensure that all information is
accurate and current. Vendor authorizes the Town’s representative to verify all information from
these references and releases all those concerned from any liability in connection with the
information they provide. Inability of the Town to verify references shall result in the Proposal
being considered non-responsive.
7.1.5. No Signature/False or Misleading Statement
The signature on the cover letter of the Proposal and the Vendor Information Form is genuine and
the person signing has the authority to bind the Vendor. Failure to sign the Proposal and the Vendor
Information Form, or signing either with a false or misleading statement, shall void the submitted
Proposal and any resulting Agreement.
7.1.3. No Gratuity
It has not given, offered to give, nor intends to give at any time hereafter, any economic opportunity,
future employment, gift, loan, gratuity, special discount, trip favor or service to a Town employee,
officer or agent in connection with the submitted Proposal. It (including the Vendor ’s employees,
representatives, agents, lobbyists, attorneys, and subcontractors) has refrained, under penalty of
disqualification, from direct or indirect contact for the purpose of influencing the selection or
creating bias in the selection process with any person who may play a part in the selection process,
including the Selection Committee, elected officials, the Town Manager, Assistant Town Managers,
Department Heads, and other Town staff. All contact must be addressed to the Town’s Procurement
Agent, except for questions submitted as set forth in Subsection 1.4 (Inquiries), above. Any attempt
to influence the selection process by any means shall void the submitted Proposal and any
resulting Agreement.
THE PROPOSAL7.2
7.2.1 COVER LETTER
gordleygroup.com | 5
As a long-time Arizona marketing firm, Gordley provides the advantage of broad experience
helping many municipalities to define and express who they are in authentic ways that resonate
with residents, businesses and visitors alike. We have the utmost interest in this opportunity
to develop a partnership with the Town of Fountain Hills, to contribute to your success and
community. Thank you for the opportunity to be considered for this important work.
Sincerely,
Janice E. Gordley
President
July 14, 2022
Re: Proposal for RFP-2022-023
Dear Selection Committee Members:
Gordley Group enthusiastically submits our response to your Request for Proposals for Town
Destination Marketing and Branding. We are one of Arizona's leading marketing, advertising,
graphic design and branding firms, offering a full slate of services from award-winning
strategists, designers, writers and media specialists.
Our team is well-regarded for being creative, innovative and passionate about our work.
We are ideally suited to respond to your needs, as we are:
• Highly Experienced: We have more than 31 years of successfully delivering
award-winning branding, marketing and graphic design services to hundreds of clients.
• Public Sector Focused: Specializing in working with those who help make our
communities strong and vibrant, we bring experience with over 60 public sector
municipalities, departments and organizations.
• Full Service: We provide all major marketing and design services with dedicated
in-house staff. This makes us extremely efficient, knowledgable and cost-effective.
• Efficient and Deadline Driven: We operate in an economical and efficient manner
and have a history of consistently delivering within even the tightest schedules.
• Community Invested: We are passionate about strengthening and improving our
Arizona communities, knowledgeable about their issues and dynamics, with staff who
have lived and worked throughout the state including in the Town of Fountain Hills.
• Cost-efficient: We are mindful of the importance of judicious use of public funds
and have a history of providing cost-efficient services with high-value outcomes.
•
7.2.1 GENERAL INFORMATION
gordleygroup.com | 6
EIN: 86-0797446
Arizona Corporation Commission as a Corporation
Current/active
Janice E. Gordley, President
Gordley Design Group, Inc. (dba Gordley Group)
2540 North Tucson Boulevard
Tucson, Arizona 85716
520-327-6077
Gordley Design Group, Inc. (dba Gordley Group)
2540 North Tucson Boulevard
Tucson, Arizona 85716
Based in Tucson, we are chefs, gardeners, soccer fans, dog lovers, mothers and fathers, music aficionados,
exercise lovers, trailblazers. We are artists – collaborators and communicators. Innovators and
strategists. We solve problems and bring big ideas to life.
As much as we know and love Arizona, our experience spans a larger world. Our staff brings
experience and backgrounds in national and international branding, global marketing, national franchise
brand compliance, marketing within national campaigns and events, communications for national research
consortiums and competing for national grants.
Comprehensive Services, Award-Winning Outcomes
Having planned, designed and executed hundreds of wide-ranging branding, marketing and communications
projects and campaigns, Gordley Group has extensive experience in matching the most effective messaging
and methods with each project to reach clients’ goals. Our services have included branding, graphic design,
static and animated illustration, copywriting, marketing, advertising, media relations; multimedia presentation
design and production; multi-platform social media planning and management; content generation and
management; digital and multimedia ad campaigns; website evaluation, design, development and maintenance
and email campaigns. The quality and value of our experience are reflected in the recognition and numerous
regional and national awards we have received and more importantly, clients’ expectations exceeded, and goals
accomplished. We have been consistently named by Inside Tucson Business as one of Southern Arizona’s
top firms in the categories of graphic design, advertising, public relations and event planning.
Quality Process & Results
Our focus on quality starts with the project development process and the way we work with you. We take pride in
our ability to collaborate and work as an extension of our client’s staff as needed, understanding their challenges
and opportunities. As a result, we are able to provide superior responsiveness, efficiency and accountability. In
addition to providing engaging materials, we understand the crucial nature of ensuring projects stay on budget
and schedule. Our accounting system provides daily budget updates as needed and we advise our clients prior
to any additional services or revisions becoming a budgetary concern. We have the depth of staff and resources
to ensure we deliver on schedule regardless of individual circumstances or workload.
For 31 years, Gordley Group has been building community,
business and customer connections, relationships
and marketing successes across Arizona.
EXPERIENCE & QUALIFICATIONS7.2.2
7.2.2: EXPERIENCE & QUALIFICATIONS
gordleygroup.com | 8
Gordley Group has in-depth expertise in all essential marketing and communications disciplines on staff
to ensure complex projects are completed efficiently and with quality to exceed client expectations and
goals. Well known for creating engaging and effective brands and communications, we pride ourselves
on the quality of all services and the success of the outcomes for you. Our core values of quality, integrity,
teamwork, respect and enthusiasm are deeply rooted in all of us and all that we do. We are equipped with
15 graphics and office workstations, and our designers utilize the full Adobe Creative Suite.
Analysis & Insights
One of Gordley’s key competencies is our strategic thinking and planning. We provide exceptional
expertise in assessing an organization’s image and needs, and plan effective strategies to deliver our
clients’ messages to target audiences through a full array of media. We are a trusted adviser known for
staying steadfastly focused on our clients’ strategic goals and plans, while maintaining flexibility and
adaptability to respond to changing circumstances. Our ability to operate as an extension of our clients’
staff, providing seamless interaction and ease to those we work with, is highly valued by our clients.
Through our work with large and complex organizations over extended periods of time, we’ve developed
an understanding of budget concerns and interdepartmental dynamics, along with ever-changing economic
situations and funding mechanisms. The success of our clients is what we care about most; we are known
for our ability to provide strategy, advice and execution of the most pertinent services to our clients.
We provide a wide range of market research services as needed, including gauging customer, citizen,
stakeholder, leadership and staff perceptions via intercept, telephone, mailed or emailed surveys. We
have also successfully managed and implemented community-wide statistically valid and projectable
perception surveys, focus groups, in-depth individual interviews, interactive online surveys, real -time
polling and evaluation in meetings and efficient use of secondary research. We understand that surveys
can provide qualitative or quantitative data. It’s important to know the difference—and to know when to
implement each type for the most productive results. Our in-depth knowledge of research methods, data
collection and evaluation provide the necessary expertise to determine the correct type of research, its tim-
ing, its implementation and its interpretation. Each survey is carefully crafted to ensure participants are not
being “primed” to answer in a certain manner and that the results are defensible and relevant in order
to better inform decision-making.
Visual Branding
One of our specialties at Gordley Group is branding. Having a defined, consistent brand helps organizations
and agencies strengthen their communications and leads to increased community understanding and
engagement. Our designers are branding specialists, having successfully branded or rebranded more than
100 local, national and international companies, organizations and projects. Because of this, we bring and
apply in-depth understanding of working within existing brand frameworks and understand their importance.
We so thoroughly understand how brands need to function that we are able to seamlessly and effectively
utilize existing brand attributes, elements, visual vocabulary (color palette, fonts, visual image structure)
and verbal expression (tone, style, key message points). We understand how adherence to brand guidelines
ensures quality and effectiveness. If there are any questions about brand implementation, we check
in with our clients to ensure thorough understanding and accurate expression.
7.2.2: EXPERIENCE & QUALIFICATIONS
gordleygroup.com | 9
Layout
Collectively Gordley’s creative staff shares over 60 years of graphic design experience and has provided
award-winning creative for hundreds of clients, through thousands of deliverables. We have developed
decades-long relationships with vendors to produce high-quality print items. The print items we have
designed range from traditional offset printing to vehicle wraps to interior wall graphics.
Our expertise is in creating visually engaging marketing and collateral materials written in clear and
compelling language that motivates audiences to act and change behavior. After determining the purpose
of a piece, we will ensure the layout takes into consideration the project goal, the target audience and the
medium in which the piece will be produced, whether online or in print. We understand the differences
between print, digital and web, designing pieces appropriately and skillfully for each audience and type
of content, and we will ensure that each piece is designed appropriately for its purpose.
Multiple Efforts | City of Tucson
Gordley Group has provided a wide array of marketing and communications services for the City of Tucson
(COT) on an ongoing basis over more than 18 years, encompassing more than 35 campaigns and projects.
We collaborate with multiple departments, including Tucson Water, Environmental and General Services,
Transportation and Mobility, Parks and Recreation, Planning and Development Services, Police, Fire, and
Sun Tran transit services. The City continually selects us to provide community outreach, event planning and
staging, community education, web design, social media, technical and creative writing, video and graphic
services, media buying, public relations, media training and issues management. We are experts at working
directly and collaboratively with a wide range of professionals, from the Mayor, City Council and City Manager
to technical experts, customer service personnel and those who work “in the trenches,” such as road repair
contractors and crews. We work on behalf of the City, and also on behalf of its full range of constituencies—
businesses, residents and organizations. We’ve been successful at engaging all segments of the Tucson
community from school kids to retirees and from 6th generation Tucsonans to newcomers. All campaigns
have encompassed engaging a full range of diverse Hispanic community members and more targeted
campaigns have served Tribal interests as well as refugee communities. We have done extensive work engaging
traditionally underserved populations including those with limited English proficiency requiring our translation
and interpretation services, low-income persons and families requiring financial assistance and persons with
disabilities requiring specialized access to public processes. Our range of work for the City of Tucson has been
so broad and varied that our competencies and depth of expertise have been well-showcased over the course
of nearly two decades.
Leadership Summit | City of Tucson Office of the City Manager
Recently the City asked Gordley to provide a logo for a leadership summit. As we met with the team and
ascertained that the summit would be the first of what will be quarterly professional development seminars,
we convinced the City Manager’s Office to let us name the ongoing event, providing a brand position and
identity. The conversation soon grew into branding for the entire evolving leadership program, which
would include multiple events, workshops and whatever else might develop as the program grew. Gordley
developed the name and tagline IGNITE: Spark Leadership Within. Design services included logo design,
slogan, color palette and graphic elements.
7.2.2: EXPERIENCE & QUALIFICATIONS
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Brand Development, Logo & Seal | Maricopa County Recorder
The Maricopa County Recorder and Elections Department sought its own icon that would complement the
county seal, while being unique to the department and reflecting the department’s stature as a custodian of
the public trust.
This new branding was comprised of two components. The first was a logo designed to look much like an
official seal, conveying attributes of trust, reliability, fairness and integrity. It strongly represents tradition and
history, while presenting a friendly and welcoming approach that will further the goals of accessibility. The
second was a logo mark. This more streamlined mark incorporated elements used in the seal but could be
used on a large variety of applications including signage and clothing.
Visually balanced and consistent in aesthetic and line work, the logo reflects balance and consistency
within the department and its services. Both uncluttered and easy to read, it takes no great effort to
interpret the basic graphic, while bringing forward ingrained feelings of trust, freedom and individual rights.
The torch represents “light,” truth and liberty. The pen or quill, complemented by the scroll, represents
aspects of communication, recording, documentation, voting and law.
A brand style guide was developed to direct brand usage in Maricopa County Recorder and Elections
Department marketing efforts and ensure consistency through the integration of the new visual identity.
It included ways to use the seal and the individual elements, along with a new color palette and typography.
Brand Development & Implementation | Trico Cooperative
Trico, a member-owned electrical provider serving areas of Pima, Pinal and Santa Cruz counties, was at a
transitional phase in its growth and development and wanted to establish a brand identity based on perceptions
of the organization held by its leadership, employees, members and the public in general. Gordley Group
provided a formal process to elicit perceptions about Trico and its programs and used that greater understanding
to develop a strategic and well-defined brand and communications plan. We used workshops with leadership
and staff, intercept surveys, web-based surveys and interviews with individual members to gather important
impressions that would feed into the brand identity. Through this extensive research, Gordley got to the core of
Trico’s identity as a service-driven, safety-minded and community-focused utility that is “Powered with Purpose.”
Gordley then concepted and designed a brand that would highlight Trico’s authentic identity, including a new
logo, the tagline, a brand typeface and a color palette to more clearly represent the defined brand attributes,
along with specific messaging that would craft the stories Trico needed to tell. Gordley redesigned the website
under the new brand and designed it for easy user-experience (UX). After developing the brand, leadership
requested a video to roll out the new brand at the utility’s annual meeting. Gordley came up with the concept,
storyboarded the video and wrote the script to tell the story of what “Powered with Purpose” means. To ensure
the compelling story of the diversity of member-owners was appropriately depicted, Gordley selected actual
member-owners to appear in the video. Interspersed with this was video from Trico leadership, historical
footage of member-owners and drone footage of Trico power stations, staff and areas of service.
7.2.2 REFERENCES
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Pima Community College | 2008 - Present
Marketing Advising, Media Direction and Buying,
Advertising, Creative Direction and Graphic Design,
Copywriting, Videography, Photography, Website
Design and Updates
Phil Burdick
Vice Chancellor for External Relations
Pima Community College
4905 E Broadway Blvd. Tucson AZ 85709
pburdick@pima.edu
(520) 206-4512
City of Tucson Environmental and
General Services Department | 2015 - Present
Marketing Advising, Public Relations, Creative
Direction and Graphic Design, Copywriting,
Videography, Photography, Website Design and
Updates, Media Direction and Buying, Event
Planning and Staging, Community Outreach
Cristina Polsgrove
Public Information Officer
City of Tucson Environmental and General Services
4004 S Park Ave, Tucson, AZ 85714
cristina.polsgrove@tucsonaz.gov
(520) 791-3171
7.2.2 REFERENCES
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MHC Healthcare | 2018 - Present
Website Design and Development, Creative
Direction and Graphic Design, Advertising Planning,
Media Direction and Buying, Copywriting,
Website Updates
Kimberly Mayfield
Director of Public Relations
MHC Healthcare
13395 N. Marana Main Street, Marana, AZ 85653
kmayfield@mhchealthcare.org
(520) 682-4111 ext. 6139
Trico Energy Cooperative | 2017 - Present
Branding, Website Design, Creative Direction and
Graphic Design, Videography, Advertising Planning,
Media Direction and Buying, Copywriting, Event
Planning and Staging
Roberta Lopez-Suter
Director of Marketing and Communications
Trico Electric Cooperative
8600 W Tangerine Road, Marana, AZ 85658
rlsuter@trico.coop
(520) 744-2944 ext. 1362
KEY POSITIONS7.2.3
7.2.3. KEY POSITIONS
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TEAM
To create an efficient process, Creative Director Jennifer LaHue-Smith will be the main point of contact.
You will work directly with her and her team throughout the effort and not through an account executive. In
addition, we are accustomed to using a variety of reporting tools and methods to keep our clients informed
of project information and progress. We are experienced in working with a wide range of organizations and
project managers such as government entities, community groups, boards, project teams, committees and
elected officials. We take our lead, direction and approvals from those in the position of primary responsibility
for the effort while keeping an open ear for any information from team members that may help contribute
to the project.
Her award-winning creative team offers brand development and repositioning including all research,
content development, graphic design, copy and production services for all marketing and collateral
materials, including print, audio, video, displays, static and animated illustrations, online/digital/social
media, interactive and computer-assisted presentations. We provide creative scriptwriting, directing and
filming of public service announcements, radio and television ads, streaming video, photography and
website design. We work in a wide variety of social media platforms and are skilled at social media and
web analytics, and data analysis. Gordley staff excels at market research, evaluating and interpreting data
and distilling it into concrete action and measurable results. We are equipped with 15 graphics and office
workstations and our designers utilize the full Adobe Creative Suite.
ORGANIZATIONAL CHART
7.2.3. KEY POSITIONS
gordleygroup.com | 15
Gordley Group has all expertise and resources available in-house that are required to fulfill the Town’s
stated needs and does not foresee the need for subcontractors, making working with us streamlined and
cost efficient. Should an addition to the scope of services require a specialized vendor or sub-consultant,
Gordley will identify reliable businesses for the Town’s approval and manage and oversee collaboration
on services that are performed. We have strong relationships with area designers, developers, printers,
videographers and photographers and have worked with them for years on various projects for private and
public-sector clients. We will ensure that all work meets with your approval and is of the highest quality and
standards as required by the department. We follow all standard business practices including requesting
multiple estimates and issuing purchase orders in order to ensure that the Town receives the best value
and that procedures are properly followed. If necessary, Gordley will be responsible for managing all
vendor invoices, budgets, estimates and reports.
See appendix for Gordley Group team resumes.
THE APPROACH7.2.4
7.2.4 THE APPROACH
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APPROACH
General Project Management
In our experience, each branding effort is unique and requires us to approach each situation or industry
with a fresh eye. At the start of a new relationship with a client or project manager, we work hard to
understand the project objectives, goals, and challenges. We begin each project with a kick-off meeting
at which point we identify, outline, and confirm the project goals, objectives, scope, budget, schedule,
priorities, stakeholders, key messages, and audience. It is important that we understand at the start of
each project what success looks like for our client to achieve upon completion.
Gordley Group is singular in that we do not have account managers. This means that you work directly
with the creative team that is doing creative work. We have found that this structure provides both efficiency
and better creative outcomes. Our creative director, Jennifer LaHue-Smith, will be the main point of contact
for initial requests. After the scope and budget are developed, she will assess the needs of the project to
assign the most appropriate Gordley team members to work directly with the Town staff.
Throughout the effort, we stay actively engaged with those in charge to ensure clear communication and
coordination. Each deliverable will be provided for review and finalized only after your approval. After an
effort is completed, we evaluate what worked well and what could be improved. Our goal is your total
satisfaction with our process as well as the outcome.
The following outlines our brand development process.
DISCOVERY PHASE
Our first effort in the formation of a brand is the Discovery Phase. Here we begin to establish the foundation for
the “story.” This phase involves looking inside the Town to gain a better understanding of who and what you are
as a whole and how you are positioned.
During this phase, we will seek to confirm and clarify our understanding of the Town, including who you serve,
environment, history, culture, resources, key offerings, growth opportunities, challenges and the essence of
the community. This will provide information necessary for the creation of an appropriate, consistent and
sustainable identity.
Working Session with Project Staff, Leadership Team and Stakeholders
A two-hour working session will be designed to create an environment of total immersion.
Topics for discussion and exploration include:
• History of the Town of Fountain Hills and its setting and how that impacted identity
• Community values—What qualities make up the character of the Town?
• Significant milestones, offerings, changes within the Town, past and current visitor statistics, resident,
and business profile
• What opportunities are offered that are unique to the Town for tourists, businesses, and residents?
• What characteristics describe the visitors; how has that changed over time? Why do they come?
Why would they come?
• Competitive set profile – What communities and areas compete for the same audiences as the Town?
How do they compare?
• How has the Town of Fountain Hills communicated with the public over time, and what are the
intentions for future communications?
• How does your message differ by the regions you target?
7.2.4 THE APPROACH
gordleygroup.com | 18
Community Stakeholder Focus Groups
Gordley will conduct three focus groups with stakeholders, including representatives from targeted industries,
business leader groups, various attractions, hotels, retailers and residents. This will help us define tourism
motivators as well as further integrate strategies that enhance your image and strengths to ensure that the
brand attributes are fully articulated to maximize its benefits. In addition, we work to uncover misperceptions
or missed opportunities.
Web Survey
An electronic survey implemented digitally and/or through social media will be used to validate the research and
garner community understanding and support. Participants would include Town residents, business owners and
employees of the Town.
The survey could explore:
• Images associated with the Town among out-of-town visitors
• Likes/dislikes of the Town experience
• Evaluation of slogans/phrases to attract future visitors
• What could the Town do to improve the visitor experience?
Communications Audit
We will perform a communications audit to evaluate how marketing materials used in the past have effectively
communicated their image. Knowing what marketing strategies attracted current and past audiences is vital.
In addition to gauging the effectiveness of past marketing efforts, this initial research can also identify potential
markets, motivators, missed opportunities and new distribution vehicles that until now may not have been
recognized. This research will also serve as a baseline of data to gauge the effectiveness of future campaigns
and marketing materials.
Brand Report
Gordley will provide the Town of Fountain Hills with a State-of-the-brand Report that includes our Discovery
Phase findings both distilled down and as raw data. This report, once approved by the team will become the
foundation for the Development Phase.
DEVELOPMENT PHASE
During this phase, Gordley will distill, define, evaluate, advise and develop an appropriate and lasting
brand message. Brand attributes and assets will be fully articulated to maximize their benefits, enhance
community support and change existing perceptions. Gordley will thoroughly examine the role of the
Town and their key audiences in the current market and present key information.
7.2.4 THE APPROACH
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Evaluation and Formation
The data compiled in the previous phase will be analyzed and evaluated as it pertains to the Town.
We will provide the project staff with an overview of the information relative to the process and use this
information, both objective and subjective, as the backbone of the formation process.
The formation of the brand includes an articulation of the brand position and messaging points, including:
• Core purpose—The reason for implementing a brand
• Unique selling promise—The promise made to audiences and stakeholders
• Tagline options—Statements that incorporate a single, compelling idea behind the brand
Gordley will collaborate with the project team regularly to keep you informed on findings to make sure the
direction resonates appropriately. Tactical recommendations will be made that reinforce the brand position,
setting the stage for the implementation phase. The process and these deliverables will become the basis
for all decisions regarding marketing.
Creation
At this point, we will create the elements of the brand identity, including the brand name and architecture.
This will constitute the primary way the brand and the culture of the Town of Fountain Hills are communicated.
We will begin by exploring and evaluating name and visual identity options that reflect the positioning
statement. These options will be evaluated against the positioning statement and the core values to
ensure the verbal and visual solutions are appropriate to the brand position. We will work closely with the
project team through the entire creation process to gather input and present options. We will also explore
and ensure that the brand will complement and not conflict with other community marketing efforts and
identify how the brand will integrate within the Town’s Vision Statement. Once the final direction has
been approved, the final identity mark will be developed, and again tested against the core values for
appropriateness. At this time, the need for a verbal brand tagline will be evaluated and if beneficial,
developed. Finally, a visual vocabulary will be developed (color palette, fonts, visual image structure),
as well as guidelines for verbal expression (tone, style, key message points).
Feedback and Support
To be effective, a brand must involve a sense of ownership on the part of the community and stakeholders.
This ownership is achieved by providing opportunities for input and keeping the community informed. It is
also particularly important to obtain the broadest possible sampling of responses so that there is the best
representation of community sentiment.
Gordley’s approach will be diverse, thorough and widespread, while seeking the highest efficiency. We will
look at a variety of feedback tools including surveys and three focus groups. These methods would provide
opportunities for the participants to provide feedback on the concepts including logos and taglines.
Refinement and Approval
At this stage, all necessary revisions and refinements are completed and submitted to the Town for
final approval and presentation to the Town Council.
7.2.4 THE APPROACH
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IMPLEMENTATION PHASE
The next phase in the brand creation process is the Implementation Phase. At this time, the results of the
brand development are used in the creation and execution of the marketing strategies and plan. A consis-
tent creative campaign is vital to communicating a brand. During the implementation phase, we will work
closely with the project staff to develop a theme for the communications and collateral material that is
consistent with the new brand identity, with a clear call to action that will support the marketing plan. Brand
imagery and messages will be carefully managed and developed to articulate the Town of Fountain Hills
attributes and elicit the desired action on the part of the target audiences.
The items addressed in this phase include, but are not limited to:
• Marketing plan— The marketing plan will offer strategies and options for enhancing the community’s image,
educating audiences, and raising awareness about the assets of the Town of Fountain Hills. Actionable tasks
to promote the Town will be outlined, along with needed resources, metrics for measurement and schedule
• The items addressed in the plan will include, but are not limited to:
» Breakdown of the market research and findings gathered from the Discovery Phase
» Target Audience and Customer segments
» Outline of Marketing Goals and Strategies
» Outline of Marketing Tactics
» Key Messages
» Brand Rollout Strategies
» Measurement Plan
• Creative development—advertising themes for the collateral material, including brochures, websites, etc.,
will be created and defined to reinforce the brand
PROJECT SCHEDULE & PRICING
7.2.5 & 7.2.6
7.2.5 & 7.2.6 PROJECT SCHEDULE & PRICING
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Pricing
Based on projects with similar scope, the estimated budget would be $20,000.
Project Schedule
APPENDIX - RESUMES
BUSINESS LICENSE
TEAM RESUMES
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As president of Gordley Group, Jan is responsible for the oversight and
general management of all services and resources provided by the firm.
With 40 years of marketing and communications experience, Jan has
provided marketing strategies and implementation for a range of municipalities,
educational institutions, government agencies and large organizations as
well as small businesses.
Jan is an accomplished communications professional who has planned,
designed, directed and implemented a wide variety of award-winning mul-
ticultural marketing; advertising; and community relations campaigns for
public- and private-sector clients throughout Arizona. She provides expertise
in defining and achieving marketing goals; utilizing marketing plans; market
research including surveys and focus groups; market analysis; defining and
reaching target audiences; developing brand advocates and influencers;
cultivating relationships for her clients with businesses, customers,
supporters and investors.
Jan has successfully executed more than 200 public-sector projects,
including numerous project and organization branding efforts. She has
directed and facilitated research efforts ranging from in-depth stakeholder
interviews to focus groups to broad statistically valid community-wide
surveys for a wide range of clients.
JAN GORDLEY
President
• 40 years’ experience in
visual communication,
marketing and public
outreach
• 100+ awards for
excellence in marketing
for government,
education and business
• Communications
projects with more than
60 Arizona jurisdictions
• Certified in public
participation planning,
communications,
methods and facilitation
by the International
Association for Public
Participation (IAP2)
Quick Facts
TEAM RESUMES
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Brand Development & Advertising Campaign
La Posada, Arizona
As the lead for Gordley’s brand development effort for
this retirement community located in southern Arizona,
Jan worked closely with her team during the Discovery and
Planning Phase of developing La Posada’s marketing plan.
Jan was involved in the initial strategic planning sessions
clarifying La Posada’s goals and economic drivers. She
conducted industry research, led focus groups and participated
in the analysis of the visual audit of the client’s marketing
materials. This process resulted in a set of core brand
attributes used to develop a new identity and marketing
campaign that included local, regional and national print,
radio and television advertisements, as well as a nationally
recognized and award-winning marketing video.
Destination Branding | Town Of Oro Valley
The Town of Oro Valley wanted to create a distinct, strong and recognizable brand identity, positioning
statement and messaging to build awareness of the Town’s major points of differentiation and support
economic development. During the Discovery Phase, Jan assisted in researching how Oro Valley is
viewed—by Town staff, external stakeholders and the community. This crucial data, obtained from
diverse stakeholders, informed the Development Phase, where findings were evaluated and presented
in a detailed report that defined Oro Valley’s core attributes. Clearly identifying the Town’s core attributes
provided the vital information needed to craft an authentic brand statement and tagline, and to ensure
that all future brand communication, both verbal and visual, is consistent and rings true to Oro Valley.
Jan assisted in the creation of a tagline, “it’s in our nature” and photography and advertising templates
to support the brand, which has successfully grown the Town’s reputation as a desirable destination and
supported its continuing strong economic development.
TEAM RESUMES
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Website Hydrologic Information Portal | Upper San Pedro Partnership
Jan worked closely with the Upper San Pedro Partnership to plan and lead stakeholder engagement and
research to develop a Website Hydrologic Information Portal (WHIP) for the Upper San Pedro Basin in
southeastern Arizona. The WHIP is designed to make complex hydrologic information gathered from
the Upper San Pedro Basin easily accessible and useful to water managers, decision-makers, project
managers, scientists, and the general public.
Jan led the planning and facilitation of two rounds of virtual focus groups and workshops to identify the
desired functions of the portal and provide feedback on portal mock-ups. Stakeholders participating in the
focus groups included area water and land managers, representatives of area jurisdictions and elected
officials, Nature Conservancy, U.S. Geological Survey, Audubon Society, Bureau of Land Management,
Bureau of Reclamation, U.S. Fish & Wildlife Service, Arizona Department of Water Resources and the
University of Arizona.
Brand Development & Renaming | Purebuild
This Arizona custom homebuilder specializing in the design and construction of fine, handcrafted masonry
homes came to Gordley Group as Rammed Earth Development (R.E.D.). Their name had created an
unfortunate misperception in the community and among potential clients that the company only built with
a specific material—rammed earth. They selected Gordley Group to uncover and establish a brand for the
company, including its key attributes, brand purpose and core values, that would ensure the company’s image
and communications were clear and accessible, relevant to their audience and true to who they were.
Jan and her team began with a working session with key leadership and staff to actively explore and
discuss R.E.D. The exploration included the company’s history and core values and a SWOT analysis to
determine the company’s strengths, weaknesses, opportunities and threats. Additionally, Gordley explored
the company’s purpose, unique selling promises and emotional benefits.
Next, Jan helped design and implement a series of telephone interviews with a range of clients to learn
about their experience working with R.E.D. and the perceived value of the company. Research also included
reaching out to contractors, architects and industry partners to learn their perspectives of the R.E.D. brand
and reputation. Lastly, Gordley crafted an electronic survey that was distributed to potential homebuyers
that were selected based on relevant demographic criteria.
TEAM RESUMES
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Jennifer leads a team of graphic designers, copywriters, production
specialists and strategic partners, overseeing all visual communications
produced for Gordley and its clients. Jennifer brings over 28 years of
experience with creative concepting, strategic storytelling and designing
effective advertising, marketing and communication materials. Jennifer’s
award- winning designs, combined with her experience and expertise in
branding research and implementation, meet client goals with creative
marketing and advertising solutions that are solidly grounded in market
analysis. In addition to traditional print materials, Jennifer provides scripting
and creative direction for public service announcements, brand videos,
radio and television commercials; creates website content; and manages
various social media platforms. Her experience has ranged from creation
of annual reports for national retail chains and organizations, to professional
development opportunities, strategic thinking and creative development. She
is well versed in working within existing brand frameworks and excels at
developing creative that brings new light to and enhances an existing brand.
As creative director for Gordley, Jennifer has developed advertising,
marketing and branding campaigns for Pima Community College,
University of Arizona, Tucson Unified School District, Ronald McDonald
House Charities of Southern Arizona, the Town of Sahuarita, and multiple
departments and offices within the City of Tucson, including the Department
of Environmental and General Services, Tucson Water and Tucson Department
of Transportation and Mobility. Jennifer’s award-winning designs, combined
with her significant research skills, meet client goals with creative advertising
solutions that are solidly grounded in market analysis. In addition to traditional
print materials, Jennifer provides scripting and creative direction for public
service announcements, educational videos, and radio and television
commercials. Prior to Gordley, she worked on, managed and launched
national and international campaigns for clients including Newell Rubbermaid,
Goody Products, Amoco Oil Company, Helzberg Diamonds, McDonald’s,
Missouri Division of Tourism, North Kansas City Hospital and Corbis Images.
JENNIFER LAHUE-SMITH
Creative Director
• Over 27 years’
experience in marketing,
advertising & branding
• Over 12 years with
Gordley Group
• Creative services and
campaigns provided
for Town of Sahuarita,
Town of Oro Valley,
Pinal County, Maricopa
County Recorder,
University of Arizona,
Pima Community
College and City of
Tucson
• Bachelor of Arts in
Graphic Design from
the University of
Kansas
Quick Facts
TEAM RESUMES
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Brand Positioning & Development
Barker Contracting
Barker Morrissey Contracting was struggling with
misperceptions that the company was not equipped to provide
quality work on large-scale projects. Jennifer and her team
thoroughly researched the company’s history, conducted
workshops, performed extensive surveys, staged ride-alongs
and evaluated the company’s existing website and marketing
materials. Jennifer redesigned the logo, website, and all
marketing materials, including signage and a truck wrap, with
a new image and messaging that captured the quality and
scale of their many successful projects.
During the process, it had become apparent that a tiered
approach was needed, as a change in ownership was being
anticipated. The challenge was to design a logo that would be
easily adaptable, in order to maintain continuity and retain equity
in the Barker Morrissey name when the shift came. Following the
departure of one of the founders, Jennifer helped the company
rebrand as Barker Contracting, with a modified logo and updates
to the website and marketing materials. This effort received a
2016 Public Relations Society of America Impact Award
for branding.
Destination Branding | Town of Oro Valley
The Town of Oro Valley wanted to create a distinct, strong and recognizable brand identity and selected
Gordley to craft a brand positioning statement and a tagline to incorporate the single, compelling idea
behind the brand: “Oro Valley, it’s in our nature.” Jennifer was instrumental in the creation of a new tagline
and marketing materials which included advertisements, photography and templates to support the brand,
which has successfully improved the Town’s reputation as a desirable destination.
TEAM RESUMES
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For more than 10 years, Dawn has served Gordley Group in advertising
campaign planning, budget management, media negotiations and media
buying. Dawn directs and manages all Gordley clients’ advertising and
media purchasing with a proficiency in researching and strategizing media
placement, negotiating costs and tracking analytics. Dawn has spent years
cultivating relationships with ad representatives in both traditional and digital
media, which results in clients receiving exceptional value, bonus ads, and
additional cross-channel integration and promotion for their campaigns.
In a fast-changing media landscape, Dawn is exceptionally experienced
in using strategic multi-channel approaches to blend messages across
a variety of platforms to accomplish campaign objectives, including
traditional, nontraditional, print, digital, social media, email, transit, outdoor,
point-of-purchase and promotional sponsorships. She has applied that
experience to media campaigns across Arizona and those strategically
targeting out-of-state markets. Dawn also brings extensive experience in
defining campaign KPIs, providing in-depth analytics, data collection and
analysis to continuously monitor advertising, social media and website
performance. She is also adept at distilling complex media analytic
information and indicators into reports that can be easily understood and
communicated to others through visual illustrations and designs. Dawn is
also skilled at obtaining high-value public service announcements and
advertising across all media platforms at no cost to clients.
Dawn brings extensive experience in strategic analysis and insights via
market research, survey development and implementation, and data
collection and analysis. In addition, she monitors, analyzes and reports
on website analytics for a variety of clients. Utilizing various software
applications, she is able to track and monitor how the digital advertising
is affecting website traffic.
Some of the clients Dawn has provided media services for include Town
of Sahuarita, Town of Oro Valley, City of Sierra Vista, City of Casa Grande,
Town of Florence, City of Tucson Department of Transportation and Mobility,
City of Tucson Environmental and General Services Department, Tucson
Water, Arizona Department of Transportation, Pima Community College,
University of Arizona, Maricopa County Recorder’s Office, Pinal County
and Trico Electric Cooperative. She holds a Bachelor of Science degree in
business administration with an emphasis on marketing from Eller College
at the University of Arizona.
DAWN HOSACK
Media & Marketing Director
Quick Facts
• 22 years’ experience,
with ten years of
account and marketing
experience with
Gordley Group
• Certified in
Programmatic
Essentials by Basis
Technologies
• Advanced training
and experience in
digital advertising
and analytics
• Bachelor of Science
in Business with an
emphasis on Marketing
from the University of
Arizona
TEAM RESUMES
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Enrollment Campaign | Tucson Unified School District
Dawn assisted with Gordley’s creation of English- and Spanish-language television and online/digital, radio
and print advertisements, coordinating with the client to ensure timely approval of materials and keeping
the marketing schedule running smoothly. She strategically placed advertisements optimizing budget,
reach and frequency to ensure that contracts and rates maximized the funds available for the campaign.
She then monitored the campaign for effectiveness. Dawn’s negotiated added-value advertising, obtained
at no cost to TUSD, totaled over $36,000, representing invaluable savings to a public agency under a fiscal
microscope.
Media Management | City Of Tucson Environmental & General Services Department
Gordley Group has assisted the City of Tucson Environmental and General Services Department with
a variety of innovative marketing efforts to increase awareness of environmental issues, including the
Bag-n-Tie campaign, recycling campaigns, composting efforts, and educational campaigns to raise
awareness of contamination in recycling bins. The area-wide Bag-n-Tie campaign raised awareness
and customer understanding of the importance of tying your trash bags. Dawn leveraged her long-term
relationship with a local outdoor advertising company and successfully negotiated a discounted rate for the
Environmental Services Department to place bus bench displays and bus shelter posters in strategically
chosen areas throughout the Tucson region. When the City changed its recycling pickup from every week
to every other week, Dawn helped the team distribute multi-channel messages via print and digital ads,
along with direct mail. Most recently, Dawn worked with the City to help reinforce the four main recycling
categories while discouraging contamination through transit ads, and digital and social campaigns.
Marketing & Advertising | Pima Community College
Dawn has managed multimedia bilingual enrollment campaigns for PCC for the past eight years. She
oversees all aspects of media placement, including planning, price negotiation, placement, coordination
with the creative team for all required assets, and campaign optimization. Dawn has found creative advertising
opportunities from traditional and digital media to sports team sponsorships and interactive kiosks in local
high schools. She is proficient in targeting hard-to-reach audiences such as teenagers, young adults and
the Hispanic community. As digital marketing continues to grow, Dawn and her team handle everything
from paid marketing, including search ads, display ads, and social media, to SEO and eblasts. Digital
techniques employed include demographic targeting, geotargeting, geofencing, behavioral targeting,
contextual/programmatic targeting, search targeting, email marketing, video targeting and retargeting.
TEAM RESUMES
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Richie brings over 18 years’ experience as a graphic designer and art di-
rector. He has extensive experience in corporate branding, identity design,
advertising, packaging and website design. He has provided branding and
logo development for the City of Tucson, Town of Sahuarita, Pima Communi-
ty College, Arizona Department of Transportation, University Medical Center
(within the UA brand), Tucson Medical Center, Palo Verde Behavioral Health,
Connect Coworking’s downtown Tucson office and numerous businesses.
Clients have included retail, industrial and non-profit businesses, as well as
higher education and government agencies. He has produced distinctive logo
designs for more than 60 businesses and organizations.
Richie designs and produces a full range of collateral print and digital ma-
terials, from advertisements and brochures to websites, preparing files for
production and working closely with printers to get the best quality product
outcomes. Richie’s ability to connect with clients brings out original, compel-
ling and eye-pleasing design that employs a broad range of styles. His de-
signer touch with type usage, illustration and photography is exceptional and
his talents have garnered multiple American Advertising Federation Awards,
including a “Best in Show” for design. As an Arizona native and a University
of Arizona graduate, Richie is able to leverage his knowledge of Arizona and
community connections, bringing an extra measure of investment and exper-
tise to regional projects. He holds a BFA in visual communications from the
University of Arizona.
RICHIE BREVAIRE
Art Director
• Distinct and diverse
logo designs for more
than 60 businesses,
start-ups and
organizations
• 7 years visual
communications for
the Town of Sahuarita;
Pima Community
College; Town of Oro
Valley; Pinal County
Airport; Tucson
Water; Maricopa
County Recorder
• Bachelor of Fine Arts
degree from University
of Arizona
Quick Facts
TEAM RESUMES
gordleygroup.com | 32
Town of Sahuarita, Arizona
Richie took the lead in branding, designing and producing an economic development brochure for the Town
of Sahuarita, differentiating the Town from other communities for its advantages and strengths in business,
technology and science. The piece needed compelling and engaging material and design to stand out
against the standard dry and encyclopedic community “report.” Richie worked closely with the Town and
within its brand guidelines in order to effectively position this critical marketing piece. The brochure, titled
“Beautifully Connected,” earned a Public Relations Society of Southern Arizona IMPACT Award and an
Arizona Association for Economic Development Golden Prospector Award in 2017. The publication has
been so well-received and used so effectively by the Town, Gordley has been commissioned to expand
the initiative with a series of brochures.
Maricopa County Recorder | Brand Development
The Maricopa County Recorder and Elections Department sought its own seal that would complement the
county seal, be unique to the department and reflect the department’s stature as a custodian of the public
trust. The final seal captured the department’s brand and was enthusiastically received. It is being used on
all departmental mailings, voter cards and social media, in addition to being implemented by the staff on
everything from clothing to promotional items.
TEAM RESUMES
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As a designer for Gordley Group, Andrés works under the direction of
both the Creative Director and Art Director to develop creative concepts by
studying relevant information, research, and other sources. He designs a
variety of creative materials, including but not limited to brochures, posters,
websites, logos, traditional and digital advertising, proposals, fact sheets,
direct mail, maps, infographics, trade show materials, and myriad other
creative projects. He also assists the creative team with brainstorming,
marketing and advertising strategies.
Andrés’ experience designing and executing branding initiatives with
Gordley Group includes Ronald McDonald House Charities of Southern
Arizona, Pima Community College, Southwest Gas, City of Tucson, Girl
Scouts of America and a variety of individual projects requiring brand
adherence and expression.
In addition, Andrés has more than four years of freelance experience
working with private-sector clients and non-profit organizations such as
Artisans Beyond Borders and Casa Alitas. He also won the 2019 Hotel
Congress Poster Competition with his poster design for the Atlanta-based,
post-punk band Omni. He has also worked within the local arts community
for Honduran musician Tony Meléndez, by creating a social media marketing
campaign to promote Meléndez’s spring concert. Andrés has experience in
branding and in creating identity system designs. His work was selected to
be exhibited at the 2021 BFA Exhibition and the BFA Thesis Exhibition. He is
a proud University of Arizona graduate with a BFA in Illustration and Design
from the School of Art, bringing a passionate focus on his craft to his role as a
multi-disciplinary designer.
ANDRÉS ADAME
Graphic Designer
• Won the 2019
Hotel Congress
Poster Competition
• Selected to exhibit
at the 2021 BFA
Exhibition & the
BFA Thesis
Exhibition
• BFA in Illustration &
Design from the
University of Arizona
Quick Facts
TEAM RESUMES
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Southwest Gas | Informational Direct Mail Postcard
To keep local residents throughout Arizona informed on the import infrastructure improvements in
their neighborhood, Andrés developed bilingual mailers for Southwest Gas customers affected by the
construction in their area. This informative mailer helped keep Arizonians safe by communicating to them
when construction would take place to decrease traffic in the area.
Pima Community College | Advertising
Andrés has developed advertising that increased enrollment and brand awareness for Pima Community
College. His vibrant and interactive digital ads helped target specific audiences and educate them about
how Pima is a pathway to a better life. He developed eye-catching vehicle wraps to reach local audiences,
building brand awareness and driving Tucson residents to visit their website for more information.
Upgrading to serve you better.
Pardon OurConstruction
2540 N. Tucson Blvd. Tucson, Arizona 85716
032520-5thSt-Maguire-Postcard.indd 1032520-5thSt-Maguire-Postcard.indd 1 3/30/20 2:23 PM3/30/20 2:23 PM
TEAM RESUMES
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Heather brings over 17 years of experience as a graphic designer and cre-
ative director. Her expertise is diverse, with extensive experience in branding,
packaging, digital design, content development, and marketing. At Gordley,
Heather supports our creative team and clients with graphic design, branding,
and content creation. Committed to sustainability and positively impacting
the environment, she has worked with brands large and small to provide
sustainable solutions to their packaging and overall marketing initiatives.
Through design and brand differentiation, she has shown companies and
organizations how they can better position themself in the market by invest-
ing in sustainable-purpose-driven solutions and messaging. With a focus on
impact branding and marketing, she has been able to build and reinvent how
brands lead in impact movements like Climate Action (Sustainable Develop-
ment Goals - SD 13), Good Health and Wellbeing (SDG 3), and Responsible
Consumptions and Resourcing (SDG 12).
Heather has developed packaging and branding solutions for Coca-Cola,
Coors Light, Cheetos, and Mtn Dew. Most recently, her contribution to the
design, development, and launch of the Ball Aluminum Cup™ has helped
revolutionize the beverage industry by providing an infinitely recyclable and
sustainably manufactured solution to single-use cups. Her involvement was
vital in obtaining the 2022 Gold Edison Awards in the Field of Consumer
Solutions: Sustainability.
HEATHER VALDEZ
Senior Graphic Designer
Quick Facts
• 17+ years of design
and marketing
experience for B2B
and B2C companies
• Led global branding
initiatives for Coca-Cola,
Coors Light, and
Cheetos
• Design consultant for
the development and
launch of the Ball
Aluminum Cup™
• Led creative for an
Athlete vs Cancer
event raising over
$100K for cancer
research at UCLA
• Bachelor’s in Visual
Communication from
The Art Center Design
College
TEAM RESUMES
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Enrollment Direct Mail Campaign | Pima Community College
Pima Community College needed to increase enrollment for their 2022-2023 academic year. With a
targeted approach, Heather designed a direct mail campaign focusing on urgency and educating future
students as to why Pima Community College is a perfect solution to building a brighter future.
Commercial Truck Services Advertising Campaign
Tucson Environmental and General Services Department
Heather designed an effective outdoor graphics campaign for Tucson Environmental and General Services
Department (TEGSD). These large graphics were on their fleet of waste trucks to promote their commercial
business to other Tucson businesses. These graphics highlighted the fantastic additional services TEGSD
provides to their commercial customers.
TEAM RESUMES
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Sam is a vital part of Gordley Group’s marketing, media and communications
team. He actively supports market research projects for several of the firm’s
clients, including Pima Community College and Marana Healthcare. He
assists the Media Director with media planning and reports, scheduling and
coordination of external and internal documents on behalf of clients, assists
with creating, producing and submitting scopes of work, cost estimates and
estimates of hours for new projects, as well as contract modifications. Sam
drafts activity summaries to support monthly reports for clients and
coordinates contact with clients, media representatives and vendors.
Sam brings experience in many different aspects of marketing and
digital communications, including providing strategic data analysis and
distilling down information that can be clearly communicated through
visual illustrations and designs. Sam holds a bachelor’s degree in information
sciences with a minor in marketing from Eller College at the University of
Arizona. Prior to working at Gordley Group, Sam gained valuable experience
in the marketing field through many mediums. Previously, he worked with
the City of South Tucson as an Intern to assist in developing an extensive
marketing plan for the City. Furthermore, he attended and completed the
highly specialized digital marketing training program from the experts at Path
Match. Additionally, Sam was selected for multiple highly regarded Eller
College Externships, where he gained valuable marketing and branding
insights from the teams at NBC Universal and SAP Software Solutions.
SAM BERGLAS
Media & Marketing Coordinator
Quick Facts
• Certified in Programmatic
and Digital Essentials
by Basis Technologies,
and Certified by Google
Analytics Academy
• Received detailed
and expansive Digital
Marketing training
• from the experts at
Path Match
• Bachelor of Social and
Behavioral Sciences
from the University of
Arizona with a minor
in Marketing from
Eller College
TEAM RESUMES
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Marketing Plan | City of South Tucson
Sam served as the head intern during his time at the City of South Tucson. During the difficult time of the
height of the pandemic, Sam was responsible for maintaining the project timeline and coordinating with his
peers in order to develop a cohesive and extensive marketing plan for the City. Some of his responsibilities
included research, attendance of local community events, survey taking and proofreading of the various
sections of the marketing plan.
Eller Externships | The University of Arizona
After he was awarded his minor in marketing from Eller College, Sam was specifically selected to
participate in multiple well-regarded externships offered by the University of Arizona. At these externships,
Sam was able to be part of a team of students that got the opportunity to experience the workplace of
industry-leading companies like NBC Universal and SAP Software Solutions. Sam was able to gain
valuable insight into the marketing strategy, sales process, and overall day-to-day operations these
companies implement.
Enrollment Marketing | Pima Community College
Sam assists the Media and Marketing Director in the planning and placement of advertising for Pima
Community College throughout the year. Through his research, monitoring, and review of the Google
Analytics for the college’s main website, Sam provides reports on how the site is functioning and
collaborates with the Media and Marketing Director to adjust campaign schedules in real time as
needed. He supports the Media and Marketing Director with keeping all tasks on schedule and assists
with copywriting, editing and coordination of all meeting materials.
EXPERIENCE & QUALIFICATIONS7.2.2
7.2.2: EXPERIENCE & QUALIFICATIONS
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Gordley Group has in-depth expertise in all essential marketing and communications disciplines on staff
to ensure complex projects are completed efficiently and with quality to exceed client expectations and
goals. Well known for creating engaging and effective brands and communications, we pride ourselves
on the quality of all services and the success of the outcomes for you. Our core values of quality, integrity,
teamwork, respect and enthusiasm are deeply rooted in all of us and all that we do. We are equipped with
15 graphics and office workstations, and our designers utilize the full Adobe Creative Suite.
Analysis & Insights
One of Gordley’s key competencies is our strategic thinking and planning. We provide exceptional
expertise in assessing an organization’s image and needs, and plan effective strategies to deliver our
clients’ messages to target audiences through a full array of media. We are a trusted adviser known for
staying steadfastly focused on our clients’ strategic goals and plans, while maintaining flexibility and
adaptability to respond to changing circumstances. Our ability to operate as an extension of our clients’
staff, providing seamless interaction and ease to those we work with, is highly valued by our clients.
Through our work with large and complex organizations over extended periods of time, we’ve developed
an understanding of budget concerns and interdepartmental dynamics, along with ever-changing economic
situations and funding mechanisms. The success of our clients is what we care about most; we are known
for our ability to provide strategy, advice and execution of the most pertinent services to our clients.
We provide a wide range of market research services as needed, including gauging customer, citizen,
stakeholder, leadership and staff perceptions via intercept, telephone, mailed or emailed surveys. We
have also successfully managed and implemented community-wide statistically valid and projectable
perception surveys, focus groups, in-depth individual interviews, interactive online surveys, real -time
polling and evaluation in meetings and efficient use of secondary research. We understand that surveys
can provide qualitative or quantitative data. It’s important to know the difference—and to know when to
implement each type for the most productive results. Our in-depth knowledge of research methods, data
collection and evaluation provide the necessary expertise to determine the correct type of research, its tim-
ing, its implementation and its interpretation. Each survey is carefully crafted to ensure participants are not
being “primed” to answer in a certain manner and that the results are defensible and relevant in order
to better inform decision-making.
Visual Branding
One of our specialties at Gordley Group is branding. Having a defined, consistent brand helps organizations
and agencies strengthen their communications and leads to increased community understanding and
engagement. Our designers are branding specialists, having successfully branded or rebranded more than
100 local, national and international companies, organizations and projects. Because of this, we bring and
apply in-depth understanding of working within existing brand frameworks and understand their importance.
We so thoroughly understand how brands need to function that we are able to seamlessly and effectively
utilize existing brand attributes, elements, visual vocabulary (color palette, fonts, visual image structure)
and verbal expression (tone, style, key message points). We understand how adherence to brand guidelines
ensures quality and effectiveness. If there are any questions about brand implementation, we check
in with our clients to ensure thorough understanding and accurate expression.
7.2.2: EXPERIENCE & QUALIFICATIONS
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Layout
Collectively Gordley’s creative staff shares over 60 years of graphic design experience and has provided
award-winning creative for hundreds of clients, through thousands of deliverables. We have developed
decades-long relationships with vendors to produce high-quality print items. The print items we have
designed range from traditional offset printing to vehicle wraps to interior wall graphics.
Our expertise is in creating visually engaging marketing and collateral materials written in clear and
compelling language that motivates audiences to act and change behavior. After determining the purpose
of a piece, we will ensure the layout takes into consideration the project goal, the target audience and the
medium in which the piece will be produced, whether online or in print. We understand the differences
between print, digital and web, designing pieces appropriately and skillfully for each audience and type
of content, and we will ensure that each piece is designed appropriately for its purpose.
Multiple Efforts | City of Tucson
Gordley Group has provided a wide array of marketing and communications services for the City of Tucson
(COT) on an ongoing basis over more than 18 years, encompassing more than 35 campaigns and projects.
We collaborate with multiple departments, including Tucson Water, Environmental and General Services,
Transportation and Mobility, Parks and Recreation, Planning and Development Services, Police, Fire, and
Sun Tran transit services. The City continually selects us to provide community outreach, event planning and
staging, community education, web design, social media, technical and creative writing, video and graphic
services, media buying, public relations, media training and issues management. We are experts at working
directly and collaboratively with a wide range of professionals, from the Mayor, City Council and City Manager
to technical experts, customer service personnel and those who work “in the trenches,” such as road repair
contractors and crews. We work on behalf of the City, and also on behalf of its full range of constituencies—
businesses, residents and organizations. We’ve been successful at engaging all segments of the Tucson
community from school kids to retirees and from 6th generation Tucsonans to newcomers. All campaigns
have encompassed engaging a full range of diverse Hispanic community members and more targeted
campaigns have served Tribal interests as well as refugee communities. We have done extensive work engaging
traditionally underserved populations including those with limited English proficiency requiring our translation
and interpretation services, low-income persons and families requiring financial assistance and persons with
disabilities requiring specialized access to public processes. Our range of work for the City of Tucson has been
so broad and varied that our competencies and depth of expertise have been well-showcased over the course
of nearly two decades.
Leadership Summit | City of Tucson Office of the City Manager
Recently the City asked Gordley to provide a logo for a leadership summit. As we met with the team and
ascertained that the summit would be the first of what will be quarterly professional development seminars,
we convinced the City Manager’s Office to let us name the ongoing event, providing a brand position and
identity. The conversation soon grew into branding for the entire evolving leadership program, which
would include multiple events, workshops and whatever else might develop as the program grew. Gordley
developed the name and tagline IGNITE: Spark Leadership Within. Design services included logo design,
slogan, color palette and graphic elements.
7.2.2: EXPERIENCE & QUALIFICATIONS
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Brand Development, Logo & Seal | Maricopa County Recorder
The Maricopa County Recorder and Elections Department sought its own icon that would complement the
county seal, while being unique to the department and reflecting the department’s stature as a custodian of
the public trust.
This new branding was comprised of two components. The first was a logo designed to look much like an
official seal, conveying attributes of trust, reliability, fairness and integrity. It strongly represents tradition and
history, while presenting a friendly and welcoming approach that will further the goals of accessibility. The
second was a logo mark. This more streamlined mark incorporated elements used in the seal but could be
used on a large variety of applications including signage and clothing.
Visually balanced and consistent in aesthetic and line work, the logo reflects balance and consistency
within the department and its services. Both uncluttered and easy to read, it takes no great effort to
interpret the basic graphic, while bringing forward ingrained feelings of trust, freedom and individual rights.
The torch represents “light,” truth and liberty. The pen or quill, complemented by the scroll, represents
aspects of communication, recording, documentation, voting and law.
A brand style guide was developed to direct brand usage in Maricopa County Recorder and Elections
Department marketing efforts and ensure consistency through the integration of the new visual identity.
It included ways to use the seal and the individual elements, along with a new color palette and typography.
Brand Development & Implementation | Trico Cooperative
Trico, a member-owned electrical provider serving areas of Pima, Pinal and Santa Cruz counties, was at a
transitional phase in its growth and development and wanted to establish a brand identity based on perceptions
of the organization held by its leadership, employees, members and the public in general. Gordley Group
provided a formal process to elicit perceptions about Trico and its programs and used that greater understanding
to develop a strategic and well-defined brand and communications plan. We used workshops with leadership
and staff, intercept surveys, web-based surveys and interviews with individual members to gather important
impressions that would feed into the brand identity. Through this extensive research, Gordley got to the core of
Trico’s identity as a service-driven, safety-minded and community-focused utility that is “Powered with Purpose.”
Gordley then concepted and designed a brand that would highlight Trico’s authentic identity, including a new
logo, the tagline, a brand typeface and a color palette to more clearly represent the defined brand attributes,
along with specific messaging that would craft the stories Trico needed to tell. Gordley redesigned the website
under the new brand and designed it for easy user-experience (UX). After developing the brand, leadership
requested a video to roll out the new brand at the utility’s annual meeting. Gordley came up with the concept,
storyboarded the video and wrote the script to tell the story of what “Powered with Purpose” means. To ensure
the compelling story of the diversity of member-owners was appropriately depicted, Gordley selected actual
member-owners to appear in the video. Interspersed with this was video from Trico leadership, historical
footage of member-owners and drone footage of Trico power stations, staff and areas of service.
7.2.2 REFERENCES
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Pima Community College | 2008 - Present
Marketing Advising, Media Direction and Buying,
Advertising, Creative Direction and Graphic Design,
Copywriting, Videography, Photography, Website
Design and Updates
Phil Burdick
Vice Chancellor for External Relations
Pima Community College
4905 E Broadway Blvd. Tucson AZ 85709
pburdick@pima.edu
(520) 206-4512
City of Tucson Environmental and
General Services Department | 2015 - Present
Marketing Advising, Public Relations, Creative
Direction and Graphic Design, Copywriting,
Videography, Photography, Website Design and
Updates, Media Direction and Buying, Event
Planning and Staging, Community Outreach
Cristina Polsgrove
Public Information Officer
City of Tucson Environmental and General Services
4004 S Park Ave, Tucson, AZ 85714
cristina.polsgrove@tucsonaz.gov
(520) 791-3171
7.2.2 REFERENCES
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MHC Healthcare | 2018 - Present
Website Design and Development, Creative
Direction and Graphic Design, Advertising Planning,
Media Direction and Buying, Copywriting,
Website Updates
Kimberly Mayfield
Director of Public Relations
MHC Healthcare
13395 N. Marana Main Street, Marana, AZ 85653
kmayfield@mhchealthcare.org
(520) 682-4111 ext. 6139
Trico Energy Cooperative | 2017 - Present
Branding, Website Design, Creative Direction and
Graphic Design, Videography, Advertising Planning,
Media Direction and Buying, Copywriting, Event
Planning and Staging
Roberta Lopez-Suter
Director of Marketing and Communications
Trico Electric Cooperative
8600 W Tangerine Road, Marana, AZ 85658
rlsuter@trico.coop
(520) 744-2944 ext. 1362
KEY POSITIONS7.2.3
7.2.3. KEY POSITIONS
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TEAM
To create an efficient process, Creative Director Jennifer LaHue-Smith will be the main point of contact.
You will work directly with her and her team throughout the effort and not through an account executive. In
addition, we are accustomed to using a variety of reporting tools and methods to keep our clients informed
of project information and progress. We are experienced in working with a wide range of organizations and
project managers such as government entities, community groups, boards, project teams, committees and
elected officials. We take our lead, direction and approvals from those in the position of primary responsibility
for the effort while keeping an open ear for any information from team members that may help contribute
to the project.
Her award-winning creative team offers brand development and repositioning including all research,
content development, graphic design, copy and production services for all marketing and collateral
materials, including print, audio, video, displays, static and animated illustrations, online/digital/social
media, interactive and computer-assisted presentations. We provide creative scriptwriting, directing and
filming of public service announcements, radio and television ads, streaming video, photography and
website design. We work in a wide variety of social media platforms and are skilled at social media and
web analytics, and data analysis. Gordley staff excels at market research, evaluating and interpreting data
and distilling it into concrete action and measurable results. We are equipped with 15 graphics and office
workstations and our designers utilize the full Adobe Creative Suite.
ORGANIZATIONAL CHART
7.2.3. KEY POSITIONS
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Gordley Group has all expertise and resources available in-house that are required to fulfill the Town’s
stated needs and does not foresee the need for subcontractors, making working with us streamlined and
cost efficient. Should an addition to the scope of services require a specialized vendor or sub-consultant,
Gordley will identify reliable businesses for the Town’s approval and manage and oversee collaboration
on services that are performed. We have strong relationships with area designers, developers, printers,
videographers and photographers and have worked with them for years on various projects for private and
public-sector clients. We will ensure that all work meets with your approval and is of the highest quality and
standards as required by the department. We follow all standard business practices including requesting
multiple estimates and issuing purchase orders in order to ensure that the Town receives the best value
and that procedures are properly followed. If necessary, Gordley will be responsible for managing all
vendor invoices, budgets, estimates and reports.
See appendix for Gordley Group team resumes.
THE APPROACH7.2.4
7.2.4 THE APPROACH
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APPROACH
General Project Management
In our experience, each branding effort is unique and requires us to approach each situation or industry
with a fresh eye. At the start of a new relationship with a client or project manager, we work hard to
understand the project objectives, goals, and challenges. We begin each project with a kick-off meeting
at which point we identify, outline, and confirm the project goals, objectives, scope, budget, schedule,
priorities, stakeholders, key messages, and audience. It is important that we understand at the start of
each project what success looks like for our client to achieve upon completion.
Gordley Group is singular in that we do not have account managers. This means that you work directly
with the creative team that is doing creative work. We have found that this structure provides both efficiency
and better creative outcomes. Our creative director, Jennifer LaHue-Smith, will be the main point of contact
for initial requests. After the scope and budget are developed, she will assess the needs of the project to
assign the most appropriate Gordley team members to work directly with the Town staff.
Throughout the effort, we stay actively engaged with those in charge to ensure clear communication and
coordination. Each deliverable will be provided for review and finalized only after your approval. After an
effort is completed, we evaluate what worked well and what could be improved. Our goal is your total
satisfaction with our process as well as the outcome.
The following outlines our brand development process.
DISCOVERY PHASE
Our first effort in the formation of a brand is the Discovery Phase. Here we begin to establish the foundation for
the “story.” This phase involves looking inside the Town to gain a better understanding of who and what you are
as a whole and how you are positioned.
During this phase, we will seek to confirm and clarify our understanding of the Town, including who you serve,
environment, history, culture, resources, key offerings, growth opportunities, challenges and the essence of
the community. This will provide information necessary for the creation of an appropriate, consistent and
sustainable identity.
Working Session with Project Staff, Leadership Team and Stakeholders
A two-hour working session will be designed to create an environment of total immersion.
Topics for discussion and exploration include:
• History of the Town of Fountain Hills and its setting and how that impacted identity
• Community values—What qualities make up the character of the Town?
• Significant milestones, offerings, changes within the Town, past and current visitor statistics, resident,
and business profile
• What opportunities are offered that are unique to the Town for tourists, businesses, and residents?
• What characteristics describe the visitors; how has that changed over time? Why do they come?
Why would they come?
• Competitive set profile – What communities and areas compete for the same audiences as the Town?
How do they compare?
• How has the Town of Fountain Hills communicated with the public over time, and what are the
intentions for future communications?
• How does your message differ by the regions you target?
7.2.4 THE APPROACH
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Community Stakeholder Focus Groups
Gordley will conduct three focus groups with stakeholders, including representatives from targeted industries,
business leader groups, various attractions, hotels, retailers and residents. This will help us define tourism
motivators as well as further integrate strategies that enhance your image and strengths to ensure that the
brand attributes are fully articulated to maximize its benefits. In addition, we work to uncover misperceptions
or missed opportunities.
Web Survey
An electronic survey implemented digitally and/or through social media will be used to validate the research and
garner community understanding and support. Participants would include Town residents, business owners and
employees of the Town.
The survey could explore:
• Images associated with the Town among out-of-town visitors
• Likes/dislikes of the Town experience
• Evaluation of slogans/phrases to attract future visitors
• What could the Town do to improve the visitor experience?
Communications Audit
We will perform a communications audit to evaluate how marketing materials used in the past have effectively
communicated their image. Knowing what marketing strategies attracted current and past audiences is vital.
In addition to gauging the effectiveness of past marketing efforts, this initial research can also identify potential
markets, motivators, missed opportunities and new distribution vehicles that until now may not have been
recognized. This research will also serve as a baseline of data to gauge the effectiveness of future campaigns
and marketing materials.
Brand Report
Gordley will provide the Town of Fountain Hills with a State-of-the-brand Report that includes our Discovery
Phase findings both distilled down and as raw data. This report, once approved by the team will become the
foundation for the Development Phase.
DEVELOPMENT PHASE
During this phase, Gordley will distill, define, evaluate, advise and develop an appropriate and lasting
brand message. Brand attributes and assets will be fully articulated to maximize their benefits, enhance
community support and change existing perceptions. Gordley will thoroughly examine the role of the
Town and their key audiences in the current market and present key information.
7.2.4 THE APPROACH
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Evaluation and Formation
The data compiled in the previous phase will be analyzed and evaluated as it pertains to the Town.
We will provide the project staff with an overview of the information relative to the process and use this
information, both objective and subjective, as the backbone of the formation process.
The formation of the brand includes an articulation of the brand position and messaging points, including:
• Core purpose—The reason for implementing a brand
• Unique selling promise—The promise made to audiences and stakeholders
• Tagline options—Statements that incorporate a single, compelling idea behind the brand
Gordley will collaborate with the project team regularly to keep you informed on findings to make sure the
direction resonates appropriately. Tactical recommendations will be made that reinforce the brand position,
setting the stage for the implementation phase. The process and these deliverables will become the basis
for all decisions regarding marketing.
Creation
At this point, we will create the elements of the brand identity, including the brand name and architecture.
This will constitute the primary way the brand and the culture of the Town of Fountain Hills are communicated.
We will begin by exploring and evaluating name and visual identity options that reflect the positioning
statement. These options will be evaluated against the positioning statement and the core values to
ensure the verbal and visual solutions are appropriate to the brand position. We will work closely with the
project team through the entire creation process to gather input and present options. We will also explore
and ensure that the brand will complement and not conflict with other community marketing efforts and
identify how the brand will integrate within the Town’s Vision Statement. Once the final direction has
been approved, the final identity mark will be developed, and again tested against the core values for
appropriateness. At this time, the need for a verbal brand tagline will be evaluated and if beneficial,
developed. Finally, a visual vocabulary will be developed (color palette, fonts, visual image structure),
as well as guidelines for verbal expression (tone, style, key message points).
Feedback and Support
To be effective, a brand must involve a sense of ownership on the part of the community and stakeholders.
This ownership is achieved by providing opportunities for input and keeping the community informed. It is
also particularly important to obtain the broadest possible sampling of responses so that there is the best
representation of community sentiment.
Gordley’s approach will be diverse, thorough and widespread, while seeking the highest efficiency. We will
look at a variety of feedback tools including surveys and three focus groups. These methods would provide
opportunities for the participants to provide feedback on the concepts including logos and taglines.
Refinement and Approval
At this stage, all necessary revisions and refinements are completed and submitted to the Town for
final approval and presentation to the Town Council.
7.2.4 THE APPROACH
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IMPLEMENTATION PHASE
The next phase in the brand creation process is the Implementation Phase. At this time, the results of the
brand development are used in the creation and execution of the marketing strategies and plan. A consis-
tent creative campaign is vital to communicating a brand. During the implementation phase, we will work
closely with the project staff to develop a theme for the communications and collateral material that is
consistent with the new brand identity, with a clear call to action that will support the marketing plan. Brand
imagery and messages will be carefully managed and developed to articulate the Town of Fountain Hills
attributes and elicit the desired action on the part of the target audiences.
The items addressed in this phase include, but are not limited to:
• Marketing plan— The marketing plan will offer strategies and options for enhancing the community’s image,
educating audiences, and raising awareness about the assets of the Town of Fountain Hills. Actionable tasks
to promote the Town will be outlined, along with needed resources, metrics for measurement and schedule
• The items addressed in the plan will include, but are not limited to:
» Breakdown of the market research and findings gathered from the Discovery Phase
» Target Audience and Customer segments
» Outline of Marketing Goals and Strategies
» Outline of Marketing Tactics
» Key Messages
» Brand Rollout Strategies
» Measurement Plan
• Creative development—advertising themes for the collateral material, including brochures, websites, etc.,
will be created and defined to reinforce the brand
PROJECT SCHEDULE & PRICING
7.2.5 & 7.2.6
7.2.5 & 7.2.6 PROJECT SCHEDULE & PRICING
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Pricing
Based on projects with similar scope, the estimated budget would be $20,000.
Project Schedule
PROJECT SCHEDULE & PRICING
7.2.5 & 7.2.6
7.2.5 & 7.2.6 PROJECT SCHEDULE & PRICING
gordleygroup.com | 22
Pricing
Based on projects with similar scope, the estimated budget would be $20,000.
Project Schedule
EXHIBIT B
TO
PROFESSIONAL SERVICES AGREEMENT
BETWEEN
THE TOWN OF FOUNTAIN HILLS
AND
GORDLEY DESIGN GROUP, INC.
[Quote or Work Order]
See following pages.