Golf_Course_Marketing_Plan_RFP.pdf

REQUEST FOR PROPOSAL

CITY OF KINGMAN

Parks

2026-RFP-006

GOLF COURSE MARKETING PLAN RFP

ISSUE DATE: April 10, 2026

PROPOSAL DUE DATE: May 5, 2026, 4:00 pm (Arizona Time)

CONTACT PERSON:

Sherie Sixkiller-Wing, Administrative Assistant

(928) 692-3107 ssixkillerwing@cityofkingman.gov

RESPONSES MUST BE SUBMITTED ELECTRONICALLY TO:

https://secure.procurenow.com/portal/cityofkingman

PLEASE NOTE: Bidder is responsible for obtaining any addenda and acknowledging it through the procurement portal.

https://secure.procurenow.com/portal/%7bproject.government.code%7d

CITY OF KINGMAN

I. INTRODUCTION

II. SCOPE OF WORK

III. PROPOSAL INSTRUCTIONS AND REQUIREMENTS

IV. INSURANCE REQUIREMENTS

V. PRICING PROPOSAL

VI. PROPOSAL EVALUATION PROCESS AND CONTRACT AWARD

VII. EVALUATION CRITERIA

VIII. PREFERENCE IN PURCHASING

IX. VENDOR QUESTIONNAIRE

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1. INTRODUCTION

1.1. General Information

The City of Kingman, Arizona (City) is seeking a Golf Course Marketing Consultant

The City's goal is to Request For Proposal: Cerbat Cliffs Golf Course Marketing Plan

The City provides a full range of services including public safety, highways and streets, economic development, parks, golf, pools, recreation, water, wastewater, solid waste, airport, development services, and other administrative/support services. The City serves as the Mohave County, Arizona seat and has a population of more than 35,000. It employs 400+ full-time employees who provide services for 31 divisions. More detailed information on the City and its finances can be found in the City's Annual

Comprehensive Financial Report on the City's website at www.cityofkingman.gov.

1.2. Submittal Location and Details

Proposals must be submitted electronically through the City's procurement portal at https://procurement.opengov.com/portal/cityofkingman by no later than 4:00 pm, Arizona time, on

Tuesday, May 5, 2026. Any proposal received after the submission deadline will not be accepted.

The City anticipates selecting and notifying the selected Proposer by May 12, 2026 and requesting the award of the contract at the City Council Meeting on June 2, 2026 . There is not an expressed or implied obligation for the City of Kingman to reimburse responding Proposers for any expenses incurred in preparing proposals in response to this request.

Mailed, faxed, hand-delivered, and e-mailed responses will not be accepted. Mailed responses will be disposed of, unopened, and will not be returned to the Proposer.

During the evaluation process, the City of Kingman reserves the right, where it may serve in the City’s best interest, to request additional information or clarification from Proposers. At the discretion of the City of

Kingman, a selection of firms submitting proposals may be requested to attend interviews as part of the evaluation process.

The City of Kingman reserves the right to retain all proposals submitted and to use any ideas in a proposal, regardless of whether that proposal is selected. Submission of a proposal indicates acceptance by the proposer of the conditions contained herein.

The objective of requesting proposals is for the City to contract with the firm offering the highest quality of service at the best value possible.

1.3. RFP Schedule

The City anticipates the following general timeline of key events during the proposal evaluations and contract award period:

Issue RFP: April 10, 2026

Questions from Proposers Due: April 17, 2026, 4:00pm

Last Day for an Addenda: April 24, 2026 http://www.cityofkingman.gov/ https://procurement.opengov.com/portal/cityofkingman

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Proposal Due Date: May 5, 2026, 4:00pm

Evaluate Proposals: May 6, 2026

Notice of Intent to Award: May 12, 2026

Contract negotiations: 05/12/2026-05/18/2026

Council Contract Award: June 2, 2026

1.4. Terms of Engagement

The term of this contract will be one (1) year from the contract execution date, with monthly contract terms thereafter, and no requirement to renew for additional annual terms. The maximum overall contract term, including any optional renewals, cannot exceed five (5) years.

1.5. Questions

Questions regarding this solicitation must be submitted online through the OpenGov portal. Questions must be received by no later than the date and time specified in the timeline included in this RFP (Questions Due

From Proposers).

2. SCOPE OF WORK

2.1. Scope of Services and Work Plan

Scope of Services The City is seeking consulting services in order to evaluate the current financial and operational marketing practices at the Cerbat Cliffs golf facility as compared to the golf industry’s best management practices in operating an “open to the public” municipal golf course. The consultant will work with the community government, the Golf Leadership Team, and the City to provide the basic facts and data necessary to generate a report that addresses future marketing investment recommendations, reviews current operational data with specific recommendations for marketing changes to meet industry best practices for municipal golf courses, enhance the service level and that assesses the effectiveness of the future marketing programs.

The consultant will:

1. Evaluate the future viability and profitability of Cerbat Cliffs golf course.

2. Conduct a comprehensive review and evaluation of the golf facilities as outlined and specified below in the Work Plan.

3. Provide an overview of the current national and local golf market including demographics and a summary review of the competition.

4. Provide an analysis of the Food and Beverage operations to include maximizing the profit and guest satisfaction of the Grill. This includes how many weddings are booked annually as well as maximizing any

Banquet usage through tournaments and local groups.

5. Provide recommended course(s) of action to increase exposure in local and non-local areas.

6. Provide recommendations regarding strategic initiatives that would be beneficial towards formulating a 10-Year Golf Marketing Plan.

7. Provide an analysis of current rates, passes, trail fees, discounts and primetime tee times and recommend any changes.

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8. Present an executive summary and supporting documentation of the recommendations to the Cerbat

Cliffs Leadership Team.

9. Compare Resident vs. Non-Resident rounds and provide an analysis.

The City will oversee the direction and quality of work of this consultant. The consultant will work with and have access to necessary City staff, the financial and golf course records and reports. It is the City’s intention to use in-house resources to the full extent possible. Golf Course employees may be assigned by, or requested from the various departments to assist the Consultant in the assembly of documents related to the Project.

The City should be made aware of any tasks outlined in the Work Plan below necessitating the Consultant to outsource certain tasks pertaining to Golf Course Marketing Plan. If outsourcing is requested, the

Consultant shall prepare a proposal for these services and submit it to the Department Director prior to outsourcing. The City reserves the right to participate in the selection process of any outsourced service provider.

Work Plan To achieve these outcomes the consultant will be expected to complete the following tasks. The consultant may include additional elements and/or tasks consistent with the above Scope of Services but may not delete any task element listed below.

Task 1: Financial Analysis of Golf Operations

a) Conduct a review of current rate structures and pass holder levels. Assess how fees, fee structures and pass holder levels may be modified to maximize revenue streams. Provide opportunities or recommend changes to strategically implement rate and pass holder structure changes.

b) Identify financial goals and objectives that the Golf Leadership Team should expect to achieve in formulating a 10-year Marketing Plan.

Task 2: Golf Course Asset Analysis

a) Evaluate the physical assets (buildings) of the golf facilities. Identify strengths and weaknesses of each facility with recommendations for improvements that provide for a welcoming atmosphere for users and guests of the golf courses.

b) Evaluate the equipment assets of the golf facilities. Identify optimal and any excess level, of equipment necessary to adequately maintain the quality of the course play. Identify strengths and weaknesses of participating in an equipment fund, a leasing program or a combination of both. Provide opportunities and recommendations that optimize asset values and minimize equipment maintenance expenses.

c) Identify strengths and weaknesses of the golf facilities in relation to the “public value” local market.

Provide opportunities and recommendations on course conditioning and maintenance practices that the City may consider that would change the market segment of some or all the golf courses to “public premium”.

d) Provide strategic recommendation that the City may consider in developing a 10-Year Master Plan

Task 3: Golf Course Management Analysis

Evaluate the management, programs, services, policies, procedures and daily operations of the golf facility and benchmark to like industry facilities and competing facilities within the local market that share similar rate structures and compare to industry best practices for municipal golf courses. This analysis shall include, but is not limited to the following:

• Golf Course Hours of Operation

• Customer Service Practices

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• POS System and Integration

• Tee Time Reservation System and Integration

• Course Policies and Procedures

• Staff Analysis including optimal staffing levels, roles, responsibilities and training

• Evaluate the benefits/detriments of existing or potentially new league play programs including marketing and services offered or needed

• Evaluate benefits/detriments of golf school and instructional programs including review of existing programs, profitability and opportunities for additional services.

• Determine the opportunity to host Tournaments including marketing and services needed, benefits of hosting as well as cost expected to be incurred.

• High School/Collegiate Golf Programs including marketing and services offered

• Complete a comprehensive analysis of historical golf rounds and benchmark the golf facilities performance to like industry facilities and competing facilities within the local market that share a similar rate structure. Analyze historical daily play including utilization rates as they pertain to the day of the week and time of the day. Provide an in-depth analysis benchmarking performance to like industry facilities and competing facilities within the local market that share a similar rate structure and compare to industry best practices. • Analyze daily and season pass rate structures including specials offered at the golf facility. It should include a benchmark to like industry facilities and competing facilities within the local market that share similar rate structures and compare to industry best practices for municipal golf courses. This analysis shall include, but is not limited to the following:

• Daily Green Fee Rate Structures - peak, non-peak, and prime times.

• Season Pass Rates Structure

• Cart Rental Rate & Private Cart Trail Fees Structures

• Program Rate Structures - including leagues and lessons

• Tournament Rate Structure

• Miscellaneous Service and Rental Rate Structure

• Current Specials Rates (Veterans Seniors)

• Prime Time Tee Time Rates including Monday through Friday Rates and Weekend Rate Differentials

• Resident vs. Non-Resident rounds on an annual basis

• The possible reduction of existing rates to simplify them • Analyze pro shop operations and procedures at the golf facilities and benchmark to like industry facilities and competing facilities within the local market that share similar rate structures and compare to industry best practices. This analysis shall include, but is not limited to the following:

• Selection, adequacy, quality and appropriateness of the resale merchandise provided at the facilities, including both hard and soft goods

• Pricing strategies for resale golf merchandise

• Inventory procedures and controls of resale golf merchandise

• Display, rotation and appearance of resale golf merchandise

• Management decisions on promotions, sales and clearances of resale golf merchandise

• Review procedures that ensure resale merchandise is being purchased at lowest possible cost that meets industry best practices for municipal golf courses

• Analyze food and beverage operations and procedures at the golf facilities and benchmark to like industry facilities and competing facilities within the local market that share similar rate structures and compare to industry best practices. This analysis shall include, but is not limited to the following:

• Daily operational practices, including policies and procedures that pertain to the safe serving of food and beverages and minimize spoilage

• Hours of operation vs. revenue earned

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• Food options that can be served by Pro Shop personnel while the Grill is closed

• Selection, adequacy, quality and appropriateness of the resale food and beverage items at the facilities

• Pricing strategies for resale food and beverage items

• Inventory procedures and controls of resale food and beverage items including daily and weekly rotations to minimize spoilage

• Display and appearance of resale food and beverage items

• Management decisions on daily food and beverage promotions

• Adequacy and functionality of kitchen and serving equipment

• On course food and beverage service operations

• Maximize annual weddings and banquets revenue opportunities and limitations

• Potential leasing of the Restaurant to a 3rd party Restaurant Company

• Customer demographics and appeal of the golf course restaurant facility

• Marketing opportunities or requirements necessary to draw customers, both golfers and casual diners, to the facility

• Proper vendor selections for food and beverage to minimize cost of good and maximize profits

• Evaluate the Capital Improvement Program (CIP) of the golf facility and benchmark to like industry facilities and competing facilities within the local market that share similar rate structures and compare to industry best practices. This analysis shall include, but is not limited to the following:

• Current facility layout adequacy and limitations

• Future CIP for banquet facilities

• Future CIP investment opportunities that enhance revenue or decrease expenses

• Provide strategic recommendation that the City may consider in developing a 10-Year Master Plan

• Evaluate the use of technology at the golf facilities and how that technology compares with like industry facilities and competing facilities within the local market that share similar rate structures and compare to industry best practices for municipal golf courses. This analysis shall also include a review of how the technology deployed at the golf facilities interfaces or should interface with the players. • Provide strategic recommendations for the City to consider in formulating a 10-Year Golf Marketing Plan.

Task 4: Marketing Analysis

1. Provide an overview of the current golf market (US and Arizona) including demographic trends and how they impact the local golf industry. Provide analysis on opportunities to grow market share, revenues, and provide different and alternative programming based on local demographic trends.

2. Provide an overview of key competitors in the Arizona market including benchmarking key results from the Cerbat Cliffs golf course operations to similar municipal golf operations. Provide analysis on opportunities to increase revenues, or provide different and alternative programming bases that takes advantage of local industry demands and grows market share.

3. Evaluate current marketing strategies and procedures at the golf course and benchmark to like industry facilities and competing facilities within the local market that share similar rate structures and compare to industry best practices for a municipal golf course.

This analysis shall include, but is not limited to the following:

• Marketing Budget Review

• Website

• Social media sites

• Website Search Optimization

• Print Materials

• On-line Registration

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• E-Mail Marketing

• Couponing

• Print Advertising

• Website Advertising

• Partner Links

• Database Management

• Newsletters

• Current Promotions

• Effectiveness of Campaigns

• Promotion Tracking

• Result Management

4. Determine the benefit or detriment of cross-marketing, promoting and coordinating golf course operations with Cerbat Cliffs Golf Course or other community owned and non-owned enterprises.

5. Provide recommendations that can be incorporated into a 10-Year Golf Marketing Plan

Task 5: Current and Future Economic/Trend Analysis

a) Analyze the current and future economic trends that may impact the golf facility both locally and nationally. Analyze and recommend changes that the City may consider to capitalize on such trends.

b) Analyze the current and future social trends that may impact the golf facility both locally and nationally.

Analyze and recommend changes that the City may consider to capitalize on such trends.

c) Analyze the current and future supply of golf course facilities both locally and nationally. Analyze and recommend changes that the City may consider to capitalize on such trends.

d) Analyze the current and future demand of golfers both locally and nationally. Analyze and recommend changes the City may consider to capitalize on such trends.

e) Provide recommendations that can be incorporated into the 10-Year Golf Marketing Plan along with the potential financial impact of such recommendations.

Task 6: Recommendations for Golf Marketing Plan

Based on the analysis conducted in Task 1 through Task 5, provide to City and Staff recommendations to be considered in formulating a 10-Year Golf Marketing Plan. In providing such a plan, the consultant shall consider the following:

a) Continued operation of the golf facilities as they currently exist within the local “public value” market

b) If deemed appropriate, recommended changes of current golf facilities.

c) Strategic changes to the golf course that allows for a mixture of “public value” and “public premium” course that will improve the financial viability and profitability of the facility.

d) Identify strategies to increase profitability of the facilities while maintaining or improving the quality of services and course conditions without adding additional wear & tear.

e) Identify potential future issues and opportunities at the golf facility with specific recommendations that address preventative measures that may be undertaken that help us to market our course.

f) Minimize issues from occurring and recommendations that capitalize on potentially identified opportunities at the facility.

g) Provide in-depth analysis of recommendations that establishes a strategic year by year schedule that produces a 10-Year Golf Marketing Plan. The plan shall include descriptive in-depth recommended changes in facility assets, service levels, and programming with current costs identified for those recommended changes that include inflationary cost adjustments based on the future year recommendations.

h) Provide pro forma financial analysis that would support all recommendations to be incorporated into a

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10-Year Golf Marketing Plan. Include cash flow analysis as well as cost/benefit analysis for revenue enhancement and cost saving recommendations. The City recognizes that the consultant cannot guarantee the results of their recommendations; however, the City insists that any and all recommendations be supported by reasonable and verifiable data/analysis.

Task 7: Final Report

Provide 10 printed copies, 3 electronic copies, and 1 master copy on a thumb drive of the final report including detailed analysis of Task 1 through Task 5 and detailed recommendations on Task 6 for the golf facility no later than August 15, 2026. Present findings and recommendations to the City Staff, the Golf

Executive Leadership Team and the Golf Commissioners on dates to be mutually agreed upon between the staff and the Consultant.

PROPOSAL FORMAT AND REQUIREMENTS

In Response to the RFP, the Golf marketing consultants should provide a detailed written presentation on the consultant’s ability to provide the services outlined in SCOPE OF SERVICES AND WORK PLAN above. The proposal is to identify key tasks, milestones, project status reporting, performance metrics, and deliverables within an identified timeframe. A cost proposal for the proposed work must be included with the project proposal. The proposal must include the names of all personnel, including the lead consultant, expected to be assigned to the project, including relevant experience and education. The proposal shall include the number of years that the firm has been in existence and the primary markets served. Include the history and experience in meeting the objectives of similar projects. The proposal shall include a minimum of 5 references for work of a similar nature completed by the consultant. An original and four (4) copies of the Consultant’s response to this RFP shall be presented to the Department Director by the date and time stated in the schedule below. Any communications and/or inquiries by the consultant during this RFP process must be submitted in writing to the individual and address stated below.

3. PROPOSAL INSTRUCTIONS AND REQUIREMENTS

3.1. Proposal Format

The City will follow the evaluation process and selection criteria described in this RFP. In order to provide each Proposer with an equal opportunity for consideration, adherence to a standardized proposal format is required. The format of each proposal must contain the following elements organized into separate chapters and sections, in an order determined by the Proposer:

A. Cover letter;

B. Sample contract with terms and conditions;

C. Detailed response to all requirements;

D. Description of the experience and knowledge base of the proposer;

E. Proposer Signature Page;

F. Proposer Guarantees and Warranties;

G. References (a minimum of three (3) must be provided);

H. New Vendor Application;

I. IRS W-9 Form; and

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J. Optional - Vendor EFT Form

All requested items must be included with the proposal or it will be considered non-responsive and will be rejected. The City is not responsible for failure to locate, consider and evaluate qualification factors presented outside of this format.

Each Proposer must demonstrate a clear understanding of the work to be performed and must provide detailed specific qualifications and prior working experience.

Unsigned proposals will be considered non-responsive and will be rejected. Proposals must be signed by a duly authorized representative of the Proposer. If a Proposal is signed by an agent of the Proposer, a Power of Attorney showing the authority of the agent to sign must be submitted with the proposal or the proposal will be rejected.

The City will not be liable for any cost incurred by Proposers in preparing and submitting proposals.

Proposers may not collect proposal preparation charges from the City as a result of cancellation of this RFP.

In the case of error in the extension of prices in the proposal, the unit price will govern. No proposal shall be altered, amended or withdrawn after the specified RFP closing date and time.

It is the responsibility of the Proposer to examine the entire request for proposal package and seek clarification for any item, service or requirement that may not be clear.

It is the responsibility of the Proposer to check the proposal for accuracy before submitting a proposal.

3.2. Minimum Qualifications

Firms shall possess the qualifications and Arizona licenses as required by law, in addition to having extensive knowledge, expertise, and a minimum of 5 years of experience.

3.3. Periods of Time

Periods of time, stated as a number of days, shall be calendar days unless otherwise specified.

3.4. Proposal Withdrawal

Any proposal may be withdrawn at any time prior to the specified date and time for RFP closing. The City will not accept late proposals, late requests for modifications, or late withdrawals. All proposals shall be irrevocable for one hundred twenty (120) calendar days from the day of RFP closing.

Delays in submitting your proposal will not be considered excusable to the time requirements contained within this RFP.

3.5. Subcontractors

Proposer must include in their submittal a list of any subcontractors that will be utilized in the performance of the work awarded under this procurement. Proposer must describe the subcontractors qualifications in detail in their response.

3.6. Addenda

All addenda shall be issued no later than five (5) business days prior to the RFP closing date.

It is the responsibility of the Proposer to ensure that they have received all Addendums. Solicitation

Addenda will be posted to the RFP on the City's OpenGov procurement portal where the RFP is posted.

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Vendors that have registered at https://procurement.opengov.com/portal/cityofkingman and who also follow the City of Kingman will receive email notifications of addenda.

3.7. Copies

Proposer may obtain copies of current or past procurement documents through the OpenGov procurement portal. If a document is not available through the procurement portal, Proposers may request copies through the City Clerk's office. The charge per copy is payable in advance. Please contact the City Clerk’s Office for a current per copy cost.

3.8. Late Delivery of Proposal

Late proposals will not be considered under any circumstances. Delays in submitting your proposal will not be considered excusable to the time requirements contained within this request for proposal.

3.9. Extension of Time

Prior to proposal opening, the City shall have the authority to extend the deadline for the submittal of proposals when unforeseen circumstances arise. If this occurs, the City will post an addenda at a minimum of five (5) business days prior to the proposal’s original opening date.

3.10. Collusion

Upon evidence that collusion exists among Proposers, none of the proposals of participants in such collusion will be considered. All involved proposals shall be rejected. Proposals in which prices are unbalanced may be rejected. The Proposer will be required to complete, notarize and submit a "No-

Collusion Affidavit" upon request by the City. Failure of the Proposer to submit a properly executed affidavit upon request by the City shall be grounds for rejection of the proposal.

3.11. Conflicts of Interest

A. Notify. Prior to taking an action in connection with a City contract, every employee shall, in writing, notify the employee's supervisor, the City Attorney, and Purchasing Officer of any actual or potential conflict of interest of such employee. City employees shall comply with A.R.S. Title 38 regarding conflicts of interest in the purchasing of and contracting for goods, services, and construction for the City.

B. Review potential conflict of interest. Upon receiving notice of an actual or potential conflict of the interest, the City Attorney or designated representative shall review the purchasing procedures for compliance with applicable laws and regulations.

C. Determination of conflict of interest. If the City Attorney determines that an employee has an actual or potential conflict of interest in connection with a purchase, no contract shall be awarded without City

Council review and approval.

3.12. Rejection of Proposals

The City reserves the right to waive technical defects, discrepancies and minor irregularities in a proposal.

The City reserves the right to re-seal any proposal that was opened prematurely; the City has determined this event as a minor irregularity. The Deputy City Manager/Finance Director shall be notified and shall log the event and place it in the procurement file.

The City reserves the right to award any alternatives set forth in the RFP documents at its sole discretion.

Proposals may be rejected if there are any alterations to the required forms, additions not called for, Request for Proposal #2026-RFP-006, Golf Course Marketing Plan RFP 12 conditional proposals, incomplete proposals, or irregularities of any kind. The City reserves the right to reject any proposal not in compliance with the RFP documents, or prescribed public proposal procedures and requirements. Written notice of rejection of all proposals shall be sent to all Proposers. ALL

UNSIGNED PROPOSALS SHALL BE REJECTED.

3.13. Rejection of All Proposals and Cancellation of Award

The City reserves the right to reject all proposals or to cancel award of the contract at any time prior to the execution of the contract by both parties if rejection of all proposals or cancellation of the award is deemed to be in the City's best interest. In no event shall the City have any liability for the cancellation of award.

3.14. Reissuance of RFP

The City reserves the right to re-issue a subsequent procurement for this service at any time if deemed to be in the best interest of the City.

3.15. Protest of Award

A protest of award must be physically delivered to the Purchasing Officer within seven (7) business days of the notice of award date. Our office is open Monday through Thursday from 7:00 am to 6:00pm (closed on holidays). Packages containing protests shall be marked as follows:

RFP Award Protest, RFP - 2026-RFP-006

City of Kingman

Attn: Tina Moline

310 N. 4th Street

Kingman, AZ 86401

3.16. Vendor Registration

Prior to the execution of a Contract, the successful Proposer must properly fill out and complete a City

Vendor Application and IRS W-9 Form, and include the documents with the proposal.

3.17. Licenses

Proposer will maintain, in current status, all Federal, State, and local licenses and permits required for the operation of the business.

Pursuant to the Kingman Municipal Code, Chapter 8, Article 1.5, Business Licenses, Vendors conducting business within the City of Kingman with a permanent or temporary physical business location within the city limits must apply for a business license and pay the applicable license fee, unless exempted under section 8-13. The full municipal code can be found on the City's website or at the following link:

https://www.codepublishing.com/AZ/Kingman/.

https://www.codepublishing.com/AZ/Kingman/

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For details regarding how to submit an application, pay the license fee, etc., please visit our website at:

https://www.cityofkingman.gov/government/departments/city-clerk/business-licenses.

3.18. Disputes

In the event any doubt or differences of opinions exists as to the items or service to be furnished hereunder, or from evaluation and/or testing of substitutes, or the interpretation of the provisions of this procurement, the decision of the City of Kingman shall be final and binding upon all parties.

3.19. Confidentiality

A. All documents, reports, proposals, submittals, responses, or other materials submitted to the City by

Proposers shall become the sole and exclusive property of the City and become a public record.

B. Proposals shall be opened publicly at the time and place designated in the RFP. The name of each

Proposer and such other relevant information as is specified by rule shall be publicly read and recorded.

The proposals shall be open for public inspection after contract award.

C. To the extent the Proposer designates, trade secrets or other proprietary data contained in the proposal documents shall remain confidential. The City of Kingman is subject to the Arizona Revised Statutes, Title

39, Chapter 1, relating to public records.

3.20. Transaction Privilege Tax (TPT)

The City is not exempt from Transaction Privilege Tax (TPT); Proposer must include tax in the pricing proposal, when applicable.

4. INSURANCE REQUIREMENTS

4.1. Required Insurance Policies

All insurance, with the exception of Workers Compensation and Professional Liability, must name the City as additional insured before a final contract can be executed. The City reserves the right to request a copy of the full policy for review. A copy of additional insured endorsement will be required prior to contract execution. Insurance must be be primary and include a waiver of subrogation. Proposer agrees to obtain and maintain the following insurance coverage from insurers licensed to do business in the state of Arizona that have an "A.M. Best" rating of not less than "A-VII" with the following minimum insurance required:

4.2. Commercial General Liability

Policy must include Bodily Injury, Property Damage, Personal Injury and Broad Form Contractual Liability with coverage limits of not less than:

A. Each Occurrence: $1,000,000

B. General Aggregate: $2,000,000

4.3. Commerical Automobile Liability

$1,000,000 Commercial Auto (can be waived, depending on circumstances)

4.4. Worker's Compensation

Per Occurrence: statutory requirement https://www.cityofkingman.gov/government/departments/city-clerk/business-licenses

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4.5. Other and Professional Liability

$1,000,000 - Applicable to design services (architects or engineers).

Pollution, where necessary.

Builders Risk (for new construction). Bid bonds may be required and if awarded, payment and performance bonds. All bonds must be verified before work can begin.

4.6. Minimum Limits

The City in no way warrants that the minimum limits contained herein are sufficient to protect the firm from liabilities that might arise out of the performance of work under this contract/agreement. The firm is free to purchase such additional insurance as may be determined necessary.

5. PRICING PROPOSAL

Line Item Description Quantity Unit of

Measure Unit Cost Total

1 Golf Course Marketing Consulting

Service 1 @

TOTAL

6. PROPOSAL EVALUATION PROCESS AND CONTRACT

AWARD

6.1. Evaluation Process

An Evaluation Committee, comprised of a minimum of three (3) City team members will be assigned to evaluate each proposal received. Proposals will be evaluated using the criteria specified in Section 7:

Evaluation Criteria of this RFP.

For purposes of evaluation, when provided for in the solicitation, the using department may award the contract based on:

a. Solely the ranking of offers based on criteria developed by the City.

b. Selection committee discussions leading to the best and final offers, in which the using department may not disclose private discussions leading to the best and final offers or information derived from proposals submitted by competing proposers.

c. Serial negotiations, beginning with the highest ranked offeror.

d. Competitive simultaneous negotiations.

e. Multiple-tiered competition designed to identify, at each level of review, a class of offerors that fall within a competitive range or to otherwise eliminate from consideration a class of lower ranked offerors.

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f. A multi-step solicitation first requesting the submission of unpriced technical submittals, which are evaluated and ranked based on criteria created by the using department, and then requesting prices from only the highest ranked and qualified offerors of the unpriced technical submittals.

g. Any combination of methods described in this subsection.

The successful Proposer shall submit all required information and documents as a condition of final award of the contract.

6.2. Interviews

The City may interview some or all of the Proposers at any point during the evaluation process. Information provided during the interview process will be taken into consideration in the evaluation process.

6.3. Other Information

Information that Evaluation Committee Members have regarding a specific proposer, aside from what is provided in the response, may be taken into consideration during the evaluation process.

6.4. Special Conditions for Submitting a Response

Submission of a proposal indicates acceptance by the Proposer of the conditions contained in this RFP.

The contents of the proposal and any clarifications distributed by the City shall become part of the contractual obligation and incorporated by reference into the ensuing contracts.

6.5. Notice of Intent to Award a Contract

The firm selected to move forward with contract negotiations will be notified in writing (either by email or other formal means), which serves as the Notice of Intent to Award, on May 12, 2026. A Notice of Intent to Award does not create a contract. Contracts are not considered executed until formal award by the City

Council and signature of the selected Proposer.

RFP results will be posted on the City of Kingman's OpenGov portal.

6.6. Contract Negotiations

Within fourteen (14) days after the Notice of Intent to Award a Contract, Proposer shall submit all documents necessary for the successful execution of the contract, such as insurance or performance and payment bonds, if required.

Negotiations may be considered in person, in writing, or by telephone.

Terms, conditions, prices, methodology, or other features of the fee proposal may be subject to negotiation and subsequent revision. As part of the negotiation, the Proposer may be required to submit supporting financial, pricing, and other data in order to allow a detailed evaluation of the feasibility, reasonableness, and acceptability of the fee proposal.

The mandatory requirements of the RFP shall not be negotiable and shall remain unchanged unless the City determines that a change in such requirements is in the best interest of the City.

In the event the City is unable to negotiate terms it deems acceptable, the City may withdraw its selection and select another firm. It is anticipated that negotiations will be concluded and a contract for Golf Course

Marketing Plan RFP will be presented for consideration and approval by the City Council on June 2, 2026.

Request for Proposal #2026-RFP-006, Golf Course Marketing Plan RFP 16

Additionally, if the City and the Proposer are unable to agree on final contract terms by the end of the negotiation period (as set forth in the RFP Schedule) , the City may withdraw its selection and move forward with contract negotiations with another Proposer.

6.7. Commencement of Work

Proposer will not perform any billable work, provide any material or service under this contract until the

Proposer receives a purchase order, or is otherwise directed to do so in writing by the City of Kingman.

7. EVALUATION CRITERIA

No. Evaluation Criteria Scoring Method Weight (Points)

1. Professional Qualifications, preference given to team and individual background and technical experience

0-100 Points 20 (20% of Total)

2. Past Involvement with Similar Projects and verification of the references.

0-100 Points 30

(30% of Total)

3. Proposed Work Plan Specifications in the

RFP represent minimum performance necessary for response.

0-100 Points 30 (30% of Total)

4. Fee Proposal 0-100 Points 20 (20% of Total)

8. PREFERENCE IN PURCHASING

Preference in Purchasing (City of Kingman, Procurement Code, 2-349):

A. Resident bidders. When evaluating a bid, except for procurement of construction services, the applicable amount of the City’s transaction privilege taxes shall not be included when the City is evaluating an award to be made between a City of Kingman bidder and an Arizona based non-City of Kingman bidder. This section may be utilized for non-bid purchases as well.

B. Non-resident bidders; award of identical offers. When a department receives offers identical in price, fitness, availability, and quality, and chooses to award a contract, the department shall award the contract based on the following order of precedence:

1. The department shall award the contract to the offeror among those submitting identical offers that is offering goods and/or services that have been manufactured or produced in

Arizona.

2. If 2 or more offerors submit identical offers, and they offer goods and/or services manufactured or produced in Arizona, the department shall award the contract by drawing lots among the identical offers offering goods and/or services that have been manufactured or produced in Arizona. The department may request either in the solicitation document, following closing of the solicitation or at any other time deemed appropriate, any information needed to determine if the goods and/or services in the solicitation are manufactured or

Request for Proposal #2026-RFP-006, Golf Course Marketing Plan RFP 17 produced in Arizona. The offerors that submitted the identical offers subject to the drawing of lots shall be given notice and an opportunity to be present when the lots are drawn.

3. If the department receives identical offers, and none of the identical offers offer goods and/or services manufactured or produced in Arizona, and then the department shall award the contract by drawing lots among the identical offers. The offerors that submitted the identical offers subject to the drawing of lots shall be given notice and an opportunity to be present when the lots are drawn.

C. Determining if offers are identical. A department shall consider offers identical in price, fitness, availability, and quality as follows:

1. Bids received in response to an invitation to bid (IFB) or request for quotation are identical in price, fitness, availability, and quality if the bids are responsive and offer the goods and/or services described in the IFB or request for quotation at the same price.

2. Proposals received in response to a request for proposals (RFP) are identical in price, fitness, availability, and quality if they are responsive and achieve equal scores when scored in accordance with the evaluation criteria set forth in the RFP.

3. Evaluating each offeror’s performance of previous work history for the City.

D. Procedure for drawing lots. In any instance when this section calls for the drawing of lots, the department shall draw lots by a procedure that affords each offeror subject to the drawing a substantially equal probability of being selected, and that does not allow the person making the selection the opportunity to manipulate the drawing of lots to increase the probability of selecting 1 offeror over another.

If the solicitation is for the procurement of goods for less than $50,000, the offeror shall include a statement as to qualification for any preference in purchasing pursuant to CC 2-349.

9. VENDOR QUESTIONNAIRE

9.1. Proposal Package*

The proposal package shall include at a minimum, in this order:

A. Cover Letter: Provide a cover letter that confirms the Proposer’s understanding of this RFP, and provide an overview of the history and qualifications of the firm.

B. Sample Contract with Terms and Conditions

C. A detailed response to all requirements (as listed in Section 3. Proposal Instructions and

Requirements).

D. A sufficient description of the experience and knowledge base of the Proposer to show the

Proposer’s capabilities should be included in the proposal. At a minimum, the description of the experience and knowledge base of the Proposer included in the proposal should include:

Request for Proposal #2026-RFP-006, Golf Course Marketing Plan RFP 18

1. A brief description of the history and mission of the Proposer, the length of time the Proposer has been in business, a description of the Proposer’s organizational culture and a description of the Proposer’s customer make-up;

2. A statement of how long the Proposer has provided services similar to the Services requested herein;

3. A general description of the Proposer’s experience and background in providing services similar to the Services requested herein;

4. Any other relevant information about the experience and knowledge base of the Proposer which is deemed to be material; and,

5. Disclosure of any past or pending litigation.

*Response required

9.2. Proposer Signature Page*

Please download the below documents, complete, and upload.

• PROPOSER_SIGNATURE_PAGE.pdf

*Response required

9.3. Proposer Guarantees and Warranties*

Please download the below documents, complete, and upload.

• PROPOSER_GUARANTEES_AND_WAR...

*Response required

9.4. For the purpose of applying 2-349 Preference in Purchasing, is your company/agency located within the City of Kingman city limits?* ☐ Yes

☐ No

*Response required

9.5. References*

Please download the below documents, complete, and upload. Proposers shall provide a minimum of three

(3) references.

• REFERENCES.pdf

*Response required

9.6. Proposer Addenda Confirmation*

Proposer hereby acknowledges it is the responsibility of the Proposer to ensure they have received all

Addendums and responses to questions. Solicitation Addenda will be posted to the RFP on the City's

OpenGov procurement portal where the RFP is posted. Vendors that have registered at https://procurement.opengov.com/portal/cityofkingman and who also follow the City of Kingman will receive email notifications of addenda.

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