SOURCES SOUGHT
R -- Sales & Marketing Services - RFI
- Notice Date
- 10/17/2019
- Notice Type
- Sources Sought
- NAICS
- 541613
— Marketing Consulting Services
- Contracting Office
- Department of the Treasury, Bureau of Fiscal Service, Bureau of the Fiscal Service, Avery 5F, 200 Third Street, Parkersburg, West Virginia, 26106-5312, United States
- ZIP Code
- 26106-5312
- Solicitation Number
- 20342320R00001
- Archive Date
- 11/15/2019
- Point of Contact
- Sara Camacho, , Paul White,
- E-Mail Address
-
purchasing@fiscal.treasury.gov, purchasing@fiscal.treasury.gov
(purchasing@fiscal.treasury.gov, purchasing@fiscal.treasury.gov)
- Small Business Set-Aside
- N/A
- Description
- RFI REQUEST FOR INFORMATION Public Affairs Program Office, Sales and Marketing Services 1.0 Description 1.1 The Armed Forces Retirement Home, is an independent entity in the Executive Branch of the Federal Government. The Office of the Chief Operating Officer is seeking information on how an interested contractor could support and fulfill the goals and strategies of the Armed Forces Retirement Home in its need to expand sales and marketing outcomes and expand brand recognition. On a backdrop of historical richness and national significance, combined with an endearing mission, the AFRH is experiencing unprecedented vacancies. Although there existed valid reasons for declines in occupancy over the past several years, we have learned that so many, including the active military who's every paycheck withholds and contributes 50 cents to our operations, don't know the opportunity that this place represents for them in their retirement. We need to increase and stabilize occupancy to sustain the future of this landmark treasure, its Trust Fund, and for those who do and will call it "home". In addition, in FY2019, Congress gave AFHR the ability, through legislation, to actively recruit and engage the donor community and seek gifts to support the long-term strategies, growth, and sustainability for the future. The absence of good branding, advertising, print and digital media, national and local news, communications, sales, and other elements of sales and marketing and a plan that will give us the coverage and results we seek will keep us in the dark. Without a plan and an action, those who need us will not be able to find us, and those who want to contribute and support our veterans will also not be able to find us or recognize what we represent. We are not the experts in this Sales and Marketing arena, so we are trying to gather information associated with sales and marketing services so that the AFRH can map to a results oriented, time-sensitive effort to make tomorrow happen today. 1.2 THIS IS A REQUEST FOR INFORMATION (RFI) ONLY. This RFI is issued solely for information and planning purposes - it does not constitute a Request for Proposal (RFP) or a promise to issue an RFP in the future. This request for information does not commit the Government to contract for any supply or service whatsoever. Further, the Agency is not at this time seeking proposals and will not accept unsolicited proposals. Respondees are advised that the U.S. Government will not pay for any information or administrative costs incurred in response to this RFI; all costs associated with responding to this RFI will be solely at the interested party's expense. Not responding to this RFI does not preclude participation in any future RFP, if any is issued. If a solicitation is released, it will be synopsized in accordance with the FAR and the appropriate acquisition strategy. It is the responsibility of the potential offerors to monitor these sites for additional information pertaining to this requirement. 2.0 Background The Armed Forces Retirement Home (AFRH) is a small, independent agency in the Executive branch of the United States Government. AFRH provides residences and related services for certain (reference Exhibit 1) retired and former members of the Armed Forces (24 U.S. Code 10, Subchapter 411), with two Campuses for residents in Gulfport and DC. Washington DC Campus: Intended to be a sanctuary for our soldiers, the facility was known as the U.S. Soldier's Home from 1859 to 1972 and as the U.S. Soldiers' and Airmen's Home from 1972 to 2001. It has been known as the Armed Forces Retirement Home-Washington since 2001. Founded by General Scott (1786-1866) who said, "If there is anyone who deserves to have his pathway made smooth and pleasant, it is the old soldier who was ever ready to sacrifice his life in defense of his country." The DC location is on a 272-acre historic campus in the heart of Washington DC and is also home to President Lincoln's Cottage. The Naval Home in Gulfport, Mississippi: Overlooking the Mississippi Sound and its beaches, is also part of the AFRH, and at its origin, intended as a safe haven for our seamen: "A comfortable harbor will be secured, where he may safely moor and ride out the ebb of life, free from the cares and storms... " Commodore William Bainbridge, (Naval Home cornerstone laying, April 3, 1827). The United States Congress established the Armed Forces Retirement Home (AFRH) as a separate federal agency in 1991 when it enacted the Defense Authorization Act, Public Law 101-510. Although AFRH is a Federal Agency it does not generally receive tax payer funds to operate the Home. AFRH's source of income flows from the enlisted men and women of the Armed Forces of the United States through a small payroll deduction and fines or forfeitures, from the residents themselves at a subsidized price, and from other sources of revenue like property leases and revenue-sharing. In 2019, Congress gave the Agency the ability to directly solicit funds through gifts and donations to help ensure the sustainability of its Fund and the future of the Home for America's soldiers, the defenders of our Freedom. While the total number of residents varies from month-to-month, AFRH is able to provide a home for approximately 937 (at capacity) former enlisted personnel in their retirement years in independent living quarters at both the Gulfport and Washington campuses. Approximately 200 other residents are cared for and housed in Assisted Living through Long Term Care. A 95% occupancy goal means that we are able to accommodate a home for about 180 additional retired veterans, between both DC and Gulfport, who can be supported in independent living. Full occupancy is our objective. The AFRH provides retired veterans with the common daily living needs such as: private rooms, bank, chapel, convenience store, mail room, laundry facilities, barber/beauty shop, dining facility, and a 24-hour security and staff presence. In addition to these core needs, AFRH offers social, recreational, and occupational activities to address the diverse needs and interests of the residents who live here. AFRH also provides for residents' overall health care needs including on site primary care, medical care, and a continuum of long-term care services as residents transition away from independent living. Our residents found it to be an honor to serve our country. AFRH finds it to be an honor to serve them now. 2.1 Plans and Strategies: a. Retired enlisted service members and more. The landscape is changing and so should we. The expectations of our World War II veterans and what home looks like is different than the expectations from younger residents who come from other war theaters of service, so our marketing audience is changing. Resident demographics is included as Exhibit 2 to this document. AFRH is the only Federal entity operating what is known in the private sector senior living industry as a continuing care retirement community (CCRC), meaning residential facilities with a continuum of care levels so residents can "age in place" as their physical and health needs change. Our vision, however, is that rather than a traditional Continuing Care Retirement Community (CCRC) which focuses on senior living, AFRH hopes to evolve to become a living community for enlisted veterans of all ages, including those recently completing the Wounded Warrior program, that come to live a vibrant, active life, with services and amenities for all adults and their visiting families. In FY19 we added a policy to enable and incentivize the inclusion of spouses to help revitalize the community. b. Occupancy The impact of Hurricane Katrina at Gulfport and multiple other factors since that time have contributed to reduced occupancy levels over time, particularly at the DC Campus. Although we have picked up momentum by focusing on advertising and marketing our objective is to increase current levels of around 70% to 95% occupancy within one year at both Campuses. We need to optimize media to maximize results. c. National and Local Visibility - our Brand The AFRH is a historic national treasure, by its presence in the community, the historical significance of its buildings and locations, and through those it serves. Each Campus even includes its own museum and Hall of Honors. If you ask those who now work here, they will tell you "I have driven past and had no idea what this was and how special this is". And if you ask so many that serve in the military, they will say "I did not know what the 50 cents charged on my paycheck was for". And when you ask those residents that are here, they will tell you "I am home". So many do not know AFRH exists. An organization as indebted to and founded on a legacy of service, AFRH represents a tremendous opportunity for partnerships and sponsorships as we build National presence and visibility. We believe in the power of what and who we represent. d. Marketing Strategy: We currently run advertisements through print media advertising in major veterans' magazines (VFW, American Legion, Vietnam Veterans of America, etc.), we have published brochures and are in the final stages of updating our website. We also recently added Facebook as another tool. We intend to combine our efforts in print media to include a digital presence, television, news, etc. to not only market the opportunity that this Home represents to former enlisted military to fulfill the goals to increase occupancy, but to also create brand identity/awareness, and to inform/make aware the larger donor community about who we are and what we represent. We need to move from traditional print media to emerging media. e. Target Audience: A resident can only enter under the independent living category and must pass medical eligibility requirements. The average age of residents as of last year was 83; however, this is already starting to change. Staff has estimated that our current approach targets age populations at 78 to 82, and we wish to move the age demographic down ideally at 68 to 78, optimistically as we continue to evolve at 60 to 68, and beyond if we succeed in removing the minimum age requirement of 60 through legislation. We are also seeking to make the Home a safe haven for wounded warriors and others that have defended our freedom by their service and sacrifice. We need to move from yesterday to tomorrow. f. Customer relationship management (CRM): It is important that the technology used by a sales and marketing partner supports, integrates or otherwise provides or supports CRM requirements and objectives. We have to learn how to integrate what we currently do with following up on and engaging with ‘sales leads". We need to organize, automate, and synchronize every facet of customer interaction through sales and marketing in order to increase occupancy. That likely involves the analysis of customer interactions from marketing through eligibility and admission and perhaps beyond in a way that can support our occupancy goals. We need to ensure a calculated path and demonstrate quantifiable success as stewards of our funding resources. 2.2 Delivery Period: TBD Options may include demographic goals (lowering age requirements if approved by legislature, for example) or occupancy objectives like generating a waiting list. 3.0 Requested Information 3.1 Business Entity: Name, contact info, website, etc. 3.2 Background and Affiliations For more complete information, please see attachment. 3.3 Provide the following information about how you could/would/might support AFRH's endeavors and strategies and for each response include the following: 1. Intentions/ 2. Objectives/ 3. Success Stories/ 4. Good Fit in association with the requirements of this RFI. 3.4 Provide information about how your agency's Customer Relationship Management (CRM) tools, actions and activities might integrate with your client's processes and people to ensure strong, measurable results using your agency's creative media strategies. 3.5 How would you describe the use of traditional to emerging media given the facts and objectives defined about AFRH in this RFI? 3.6 How does your agency promote fluid course correction to ensure sales/marketing outcomes and results and seize opportunities as they happen. 3.7 Provide information on your business size/Socio-Economic business classification. It is the intent of the Government, to provide maximum opportunities to Small Businesses. For more information, see complete attachment.
- Web Link
-
FBO.gov Permalink
(https://www.fbo.gov/spg/TREAS/BPD/DP/20342320R00001/listing.html)
- Place of Performance
- Address: 3700 N Capitol St Nw, Washington, DC, Washington, District of Columbia, 20011-8400, United States
- Zip Code: 20011-8400
- Zip Code: 20011-8400
- Record
- SN05476930-W 20191019/191017230725-09ff5d09cf2a3b174a4b90485b38c37b (fbodaily.com)
- Source
-
FedBizOpps Link to This Notice
(may not be valid after Archive Date)
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