Supplier Q & A Template
RFX Number: 46200-DNR0000284
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RFX Title: Marketing/Advertising Consulting Services
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Requesting State Entity: Department of Natural Resources
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Date: 11/13/2012
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Issuing Officer: Rhonda Henslee
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RFX Initially Posted to Internet: 10/16/2012
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eMail Address: Rhonda.Henslee@dnr.state.ga.us
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Telephone: 404-463-2062
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T
he purpose of this document is to provide answers to supplier questions. Please see Questions and Answers included herein.
Note: This document is intended for informational purposes only. Any changes to the RFX must occur through a published addendum (or through publication of a new version of the RFX in Team Georgia Marketplace™). If multiple Q & A documents are posted, the most recent Q & A shall govern in the event of a conflict.
QUESTIONS AND ANSWERS
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Questions
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Referenced RFX Section
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Answers
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1.
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How extensive does the Creative Assignment portion of the eRFP need to be? The issue is the amount of time and intellectual property we have to invest simply to answer the RFP. A full marketing approach with creative and a media plan is a considerable task with no guarantee of a return.
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Creative Assignment
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PRHSD does not want or expect potential bidders to invest undue time or resources into the Creative Assignment portion of the eRFP. The Creative Assignment is an important part of the process, but only a part of it. The 3 requested case studies will demonstrate the type of work the supplier can do. The creative assignment is intended to demonstrate to the evaluation team how the supplier would apply their skills to the PRHSD account.
PRHSD expects recommended strategies, creative concepts and suggestions for efficiencies in suggested media not a full blown, executable marketing approach and a comprehensive media plan. PRHSD recognizes that at this point most potential bidders will not have extensive knowledge of PRHSD operations and strategies. The Creative Assignment will not be evaluated on how extensively researched or how thoroughly presented the concepts are but on creativity, uniqueness, cost-efficiency with a limited budget, and appropriateness to the core values and mission of the organization as indicated in the eRFP.
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2.
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Can you explain what agency or agencies you currently work with, what their responsibilities/scope of work entails and if the selected agency for this RFP will continue to work with these firms? Understanding the dynamics and division of responsibilities across multiple agency situations helps us craft a response for the scenario.
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The agreement with the current marketing consultant agency ends on June 30, 2013. Their scope of work is similar to what is outlined in this current eRFP. There may be some overlap in timing with the existing agency while the successful bidder of this eRFP begins to develop the strategic marketing plan.
Under the existing agreement, PRHSD subcontracts with a PR consultant who assists with PR promotions and communications throughout the state. This relationship may or may not continue based on the outcome of the present bid process. Our in-house Public Affairs Coordinator works most directly with the PR consultant.
PRHSD also works with an independent web developer/maintenance agreement. This relationship is coordinated through our in-house Web Site and Graphics Coordinator and will be on-going.
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3.
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Is it possible to receive a copy of the current marketing plan, media buying schedule and advertising strategy? We assume that the estimated budget of $650k is inclusive of all media, but would like to understand the percentage of investment.
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The estimated $650,000 budget does include media placements. Media placements comprise about 30% of that amount.
Advertising strategies are implemented to secure the most extensive reach within the State of Georgia with the most cost-effective media buy. Some typical advertising vehicles include cable TV in markets such as Savannah, Macon, Columbus, Albany, Augusta and traffic &/or weather radio sponsorships in the Atlanta market. PRHSD has also employed outdoor advertising in Atlanta metro, geographically targeted free standing inserts in the AJC and digital paid advertising including Google AdWords and Facebook campaigns.
Other print advertising such as state, regional and local travel and tourism publications and site-specific local advertising are outside the scope of the $650,000 budget.
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4.
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Who is your current website agency for the consumer-facing website? When was the current version of the site launched? Is the website portion of the marketing strategy potentially a part of this scope in Year 2 or 3? If you can share any future plans for the website, that would be helpful.
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Per response to Q.2 above, PRHSD works with an independent web developer/maintenance agreement. This relationship is coordinated through our in-house Web Site and Graphics Coordinator and will be on-going.
This eRFP does not include web site development. Most of the content and design of the PRHSD web site is done in-house with limited input from an independent web developer and the marketing consulting agency.
There are no plans or budget allocations at the present time for future extensive web site development. However, web development could be an element to be included in the strategic marketing planning process along with funding recommendations.
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Do you currently have an email marketing program in place (consumer oriented for updates, inspirational content, etc)? If so, what is the size of your current list? How often are you launching emails to potential visitors? Is this handled in-house or by an agency?
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For the most part e-newsletters and direct mail for special promotions are handled internally with occasional input from the marketing agency. A monthly newsletter is sent out via GovDelivery to opt-in subscribers. It details upcoming events and news from Georgia State Parks.
Here is a summary of opt-in databases in the Gov Delivery system:
Accommodations & Discounts in State Parks 24,773
Georgia State Parks E-News & Events 11,780
Georgia State Parks Volunteer eNews 2,570
Press Releases 7,348
RV Club for Frequent Campers 8,260
State Park Golf Course News 16,575
Tons of Fun Fitness Challenge 6,323
Total unique subscribers in Parks categories: 41,475
Special promotions for lodges and restaurants, golf offers and packages, and occasionally site-specific promotions can be sent to select audiences from our reservation system database. This system stores over 230,000 customer emails of those customers who have made online reservations.
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In terms of the two lodges that are part of the Parks system, is the marketing and promotion of those properties included as part of this RFP?
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There are 5 lodge properties in the Georgia State Parks system. They are:
Amicalola Falls State Park & Lodge, Dawsonville
Unicoi State Park & Lodge, Helen
George T. Bagby State Park & Lodge, Fort Gaines
Little Ocmulgee State Park & Lodge, Helena
Reynolds Mansion, Sapelo Island
The lodges, cottages, restaurants and conference facilities at Amicalola Falls and Unicoi state parks are presently being transitioned to being managed by an outside hospitality management firm. Coral Hospitality has an existing relationship with the Department of Natural Resource through the North Georgia Mountains Authority. Coral Hospitality presently manages the resorts at Brasstown Valley and Lake Blackshear at Georgia Veterans State Park. There will continue to be cooperative efforts in marketing and advertising these properties with Coral Hospitality.
The 3 other lodge facilities fall under the Georgia State Parks system and are part of this eRFP.
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Do you have any major milestone events and/or initiatives in the next 5 years (for example, a commemorative event that is planned and executed over a longer period of time)?
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There will most likely be some sort of celebration of the Civil War Sesquicentennial during 2014 as Sherman’s March to the Sea ended at Fort McAllister State Historic Park in Richmond Hill. Other CW 150 events may also be promoted throughout the year. However, nothing is specifically planned at the present time.
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Regarding creative development/advertising and tracking methodologies, what has been PRHSD’s experience in developing marketing campaigns? What campaigns and tracking methodologies have been successful and why? Were these developed in partnership with outside agencies? Do you still have relationships with these agencies?
Can you explain what agency or agencies you’re currently work with, what their responsibilities/scope of work entails and if the selected agency for this RFP will continue to work with these firms? Understanding the dynamics and division of responsibilities across multiple agency situations helps us craft a response for the scenario.
Do you have any current corporate partnerships or sponsorships in place that need to be considered or integrated into your upcoming marketing plans (eg. Convention and Visitors promotions with specific cities, programs with rental car, airline, buses, etc., hotels or resorts? If any of these sponsorships align with your most important markets, should/could we integrate them into our speculative creative and planning approach?
Is there an affiliate marketing program with travel agents and/or travel planners in place?
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The agreement with the current marketing consultant agency ends on June 30, 2013. Their scope of work is similar to what is outlined in this current eRFP. There may be some overlap in timing with the existing agency while the successful bidder of this eRFP begins to develop the strategic marketing plan.
Under the existing agreement, PRHSD subcontracts with a PR consultant who assists with PR promotions and communications throughout the state. This relationship may or may not continue based on the outcome of the present bid process. Our in-house Public Affairs Coordinator works most directly with the PR consultant.
PRHSD also works with an independent web developer/maintenance agreement. This relationship is coordinated through our in-house Web Site and Graphics Coordinator and will be on-going.
PRHSD partners with the Georgia Department of Economic Development Tourism Division, the CVBs, State Visitor Centers, regional and local visitor and welcome centers and other DMOs. PRHSD has entered into program partnerships and sponsorships with a number of corporations and other organizations and is open to exploring any and all program opportunities that may involve corporate partnerships and sponsorships as long as they align with our Mission, Vision and Core Values. Partnerships and sponsorships should be an integral part of future marketing objectives.
There is no affiliate marketing program with travel agents/planners at this time.
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Regarding the scope of services desired, is a strategic marketing plan currently in place and was this plan developed within the past three years in partnership with outside agencies? Do you still have relationships with these agencies?
May we review your most recent SWOT/Situation Analysis documents (i.e the ones that have informed your current campaigns and go-to-market strategies)?
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PRHSD does not have a current strategic marketing plan in place.
A 5-year Statewide Comprehensive Outdoor Recreation Plan (SCORP) is a guiding document coordinated through PRHSD for all outdoor recreation in the State of Georgia. This document can be accessed at http://gastateparks.org/SCORP The 3 strategic directions and priorities from the 2008-2013 SCORP are to:
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Promote Health/Fitness & Livability of All Georgia Communities
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Enhance Georgia's Economic Vitality
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Conserve & Properly Use Georgia’s Natural Resources
Business planning efforts currently underway focus on site-specific business management plans for all locations. These plans include operational and financial inventory and assessment, programming, revenue generation and expense management, partnership development and a marketing and sales component. All of the site-specific plans are nearing completion and PRHSD is now focusing on system-wide strategic and marketing planning. A 1-page overview of the business plan model (Direction 2015 or D15) is attached.
PRHSD anticipates that a SWOT/Situation Analysis will be part of the strategic marketing plan process
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In addition to the Marketing and Communications Manager, are there other parties, internal and external, that may influence the approval or decision-making process, and how will their input be weighted?
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In addition to the Marketing and Communications Manager, senior management of PRHSD and DNR may influence the decision-making process. This could include the Director, Assistant Director, and Chief of Operations of PRHSD and Commissioner, Deputy Commissioner and Senior Communications Staff of the GA DNR. As a general rule, any such input will come during the developmental process rather than at final approval
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Is it possible to receive a copy of the current marketing plan, media buying schedule and advertising strategy? We assume that the estimated budget of $650k is inclusive of all media, but would like to understand the percentage of investment.
Will you share any information about what media channels have worked (or proven ineffective) in the past for specific segments (eg. Pay-per-click is great at driving wedding venue rentals, public relations influences family reunions, etc.)?
Will you share past budget allocations from the past two years so we can more thoroughly evaluate your recent media spends and outreach strategies?
Has TV been used within the last 1-3 years as part of the marketing mix?
Is printing of collateral, direct mail, etc. included in the $650,000 budget, or is it separate?
If printing is included in the $650,000 budget, typically how much of that budget is allocated to printing?
May we have access to existing marketing collateral and advertisements to evaluate your current tools and messages?
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The estimated $650,000 budget does include media placements. Media placements comprise about 30% of that amount.
Advertising strategies are implemented to secure the most extensive reach within the State of Georgia with the most cost-effective media buy. Some typical advertising vehicles include cable TV in markets such as Savannah, Macon, Columbus, Albany, Augusta and traffic &/or weather radio sponsorships in the Atlanta market or statewide if TV placements are too costly (i.e. during the recent election time-period). PRHSD has also employed outdoor advertising in Atlanta metro, geographically targeted free standing inserts in the AJC and digital paid advertising including Google AdWords and Facebook campaigns.
Other print advertising such as state, regional and local travel and tourism publications and site-specific local advertising are outside the scope of the $650,000 budget.
Other printing and direct mail if included in specific programs or promotions may be part of the $650,000 budget and would be allocated on a per project basis. However there is additional funding for printing documents such as the annual Guide to Georgia State Parks & Historic Sites, brochures, trail maps, etc.
Evaluation of current tools is not considered a part of this eRFP. However, information about PRHSD programs and initiatives is available at www.gastateparks.org including an online version of the 2012 Guide to Georgia State Parks & Historic Sites. Hard copy of collaterals can be found at State Visitor Centers, most local Convention and Visitor Bureaus, and at state park and historic site locations.
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Who is your current website agency for the consumer-facing website? When was the current version of the site launched? Is the website portion of the marketing strategy potentially a part of this scope in Year 2 or 3? If you can share any future plans for the website, that would be helpful.
What framework is the current site built upon? It seems to be a custom-developed application; will part of the assignment be to redesign the www.gastateparks.org <http://www.gastateparks.org> site to be mobile friendly?
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PRHSD works with an independent web developer/maintenance agreement. This relationship is coordinated through our in-house Web Site and Graphics Coordinator and will be on-going.
This eRFP does not include web site development. Most of the content and design of the PRHSD web site is done in-house with limited input from an independent web developer and the marketing consulting agency.
There are no plans or budget allocations at the present time for future extensive web site development. However, web development could be an element to be included in the strategic marketing planning process along with funding recommendations.
The gastateparks.org is a custom-developed web site and PRHSD currently has a mobile app through iPhone and Android platforms and a mobile web site.
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Do you currently have an email marketing program in place (consumer oriented for updates, inspirational content, etc)? If so, what is the size of your current list? How often are you launching emails to potential visitors? Is this handled in-house or by an agency?
Is there a Customer Relationship Management (CRM) tool in place? If so, what is application? How is it being used to drive loyalty and/or recurring visits?
If there is no CRM tool, how/where is customer information (contact info, transaction history, etc.) being stored and in what format?
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For the most part e-newsletters and direct mail for special promotions are handled internally with occasional input from the marketing agency. A monthly newsletter is sent out via GovDelivery to opt-in subscribers. It details upcoming events and news from Georgia State Parks. Here is a summary of opt-in databases in the Gov Delivery system:
Accommodations & Discounts in State Parks 24,773
Georgia State Parks E-News & Events 11,780
Georgia State Parks Volunteer eNews 2,570
Press Releases 7,348
RV Club for Frequent Campers 8,260
State Park Golf Course News 16,575
Tons of Fun Fitness Challenge 6,323
Total unique subscribers in Parks categories: 41,475
Special promotions for lodges and restaurants, golf offers and packages, and occasionally site-specific promotions can be sent to select audiences from our reservation system database.
PRHSD customer reservation system stores over 230,000 customer emails of those customers who have made online reservations. The Division is presently preparing for a conversion to a new customer reservation system that will have a more robust CRM application with the availability of gift cards and loyalty programs.
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What are your top three metrics for measuring success for our program (eg. Room nights, # of visitors, revenue, etc.)?
Will you share existing market research on customer attitudes & awareness, or Customer Satisfaction surveys about their experiences with your venues that we can reference to inform/influence our creative approach?
You mention tracking effectiveness of your digital initiatives; what metrics are you currently using to evaluate efficacy?
What do you see are the most significant barriers to customers using/accessing your venues? Distance, price, awareness, quality of venues, competitive offerings (eg., Myrtle Beach has a great brand with regional Golfers)
Within the State of Georgia, can you provide a breakdown of visitors per city (on a yearly basis)?
Can you provide data or research that indicates percentage of visitors yearly from Georgia versus other states?
Can you provide any historical data or research that shows from what geographical areas within the State or outside the state has come from for group business – reunions, weddings, hobby groups, spiritual retreats, golf packages, or other?
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The top 3 indicators of success are:
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Increased revenues
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Increased revenues
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Increased revenues
The primary source of PRHSD revenues comes from camping and cottage overnight accommodations.
PRHSD has an online Customer Comment Card survey that is sent every month to anyone who made a reservation the previous month. There are presently over 11,000 responses in the database. Survey results may be viewed at https://commentcards.formbin.com/admin/report/view/190828?share=8NSHjATx6j
Digital tracking efforts focus on search (paid and non-paid), visits/traffic, mentions, and join activity such as club memberships, direct mail opt-ins and social media including Facebook (GA State Parks, RV Club, Geocaching, Golf), Twitter, and YouTube. Paid search is evaluated by impressions, clicks, and cost. Where possible we attempt to link media placements to online activity. We also track online reservations and tee times.
While, economic drivers are perceived to be primary barriers to park visitation, PRHSD expects that a situation analysis as part of the strategic marketing plan process will identify and verify key barriers and suggest methodologies to overcome them.
Between January 1, 2012 and July 23, 2012 (roughly 7 months), PRHSD had 551,939 reservation nights listed for all campsites, cottages, group camps, group lodges, and pioneer camping for the entire system. Roughly 33.4% (184,315 reservation nights) were from ZIPs that are outside of Georgia.
PRHSD can supply attendance data by park. Attached is this information for Fiscal Year 2012. A vast report of reservation statistics including reservation nights by city and by zip code is also available and can be shared with the successful bidder. The report is over 1,000 pages.
PRHSD does not have data to track in-state vs. out of state group business
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In terms of the two lodges that are part of the Parks system, is the marketing and promotion of those properties included as part of this RFP?
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There are 5 lodge properties in the Georgia State Parks system. They are:
Amicalola Falls State Park & Lodge, Dawsonville
Unicoi State Park & Lodge, Helen
George T. Bagby State Park & Lodge, Fort Gaines
Little Ocmulgee State Park & Lodge, Helena
Reynolds Mansion, Sapelo Island
The lodges, cottages, restaurants and conference facilities at Amicalola Falls and Unicoi state parks are presently being transitioned to be managed by an outside hospitality management firm. Coral Hospitality has an existing relationship with the Department of Natural Resources through the North Georgia Mountains Authority. Coral Hospitality presently manages the resorts at Brasstown Valley and Lake Blackshear at Georgia Veterans State Park. There will continue to be cooperative efforts in marketing and advertising these properties with Coral Hospitality.
The 3 other lodge facilities fall under the Georgia State Parks system and are part of this eRFP
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Do you have any major milestone events and/or initiatives in the next 5 years (for example, a commemorative event that is planned and executed over a longer period of time)?
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There will most likely be some sort of celebration of the Civil War Sesquicentennial during 2014 as Sherman’s March to the Sea ended at Fort McAllister State Historic Park in Richmond Hill. Other CW 150 events may also be promoted throughout the year. However, nothing is specifically planned at the present time.
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Will you integrate multi-lingual elements into your marketing?
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PRHSD would consider this as a marketing strategy as applicable in certain instances.
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How extensive does the Creative Assignment portion of the eRFP need to be? The issue is the amount of time and intellectual property we have to invest simply to answer the RFP. A full marketing approach with creative and a media plan is a considerable task with no guarantee of a return.
For the speculative creative portion of the RFP, should we prioritize/emphasis a particular target audience (say large groups that rent lodge space versus wedding parties, or weekend golf excursions) in planning our hypothetical $100,000.00 budget? Or, are you looking for a broad campaign applicable to all audience segments?
Will we be able to access your image library for use in our speculative creative?
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PRHSD does not want or expect potential bidders to invest undue time or resources into the Creative Assignment portion of the eRFP. The Creative Assignment is an important part of the process but only a part of it. The 3 requested case studies will demonstrate the type work the bidder can do. The creative assignment is intended to demonstrate to the evaluation team how the bidder would apply their skills to the PRHSD account.
PRHSD expects recommended strategies, creative concepts and suggestions for efficiencies in suggested media not a full blown, executable marketing approach and a comprehensive media plan. PRHSD recognizes that at this point most potential bidders will not have extensive knowledge of PRHSD operations and strategies. The Creative Assignment will not be evaluated on how extensively researched or how thoroughly presented the concepts are but on creativity, uniqueness, cost-efficiency with a limited budget, and appropriateness to the core values and mission of the organization as indicated in the eRFP.
PRHSD is looking for evidence of the bidder’s ability to apply the skills and expertise of their organization to be cost-effective and creative. How the assignment is executed and presented is at the discretion of the bidder.
Contact PR Coordinator Kim Hatcher kim.hatcher@dnr.state.ga.us or Graphics Coordinator Linda Patrick linda.patrick@dnr.state.ga.us for specific PRHSD images. However, no questions can be asked of them, only requests for images.
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Please clarify that (a) respondents should attach/upload individual documents for each line item that answers the specific requirement, and note in "Response by Offeror" section that the attached answer/attachment meets the requirements, or (b) write a small narrative that goes along with attachment in the space provided, Section 4.4 Mandatory Scored Questions
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As long as responses are clearly identified by question, you can scan and upload 1 document for the technical part only. Cost must be separate.
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Can you provide the outline worksheet for the Cost Proposal? We do not see it in the Bid information with the other worksheets., Section 5 Cost Proposal
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The Cost Proposal was a separate attachment in the eRFP. It was loaded on the line level.
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Revised 02/11/11 SPD-SPR004
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