1. students pitched their ideas
to a panel of judges. These
judges then chose the most
innovative and implementable
ideas based on the following
criteria: strong community
involvement, most innovative
design, feasible concept,
and strategically innovative
solution. The audience also had
the opportunity to select the
applicable team for a people’s
choice award.
The winning teams received
an experiential award and,
supported with involvement
of a designated Calgary City
Hall coordinator, will work to
propose, consult, modify and
implement solutions into the
respective communities.
Sponsorships and
funding was provided by
Mount Royal University’s
Institutes for Community
Prosperity, Innovation and
Entrepreneurship, and
Environmental Sustainability,
participating post-secondary
institutions, and various
community sponsors. Without
these partners, the 2015 Vivacity
Challenge would not have been
as meaningful to our students,
universities or Calgary’s
communities.
Jayne McKay, CALGARY
The 2015 Vivacity Challenge
was a 24-hour sprint that
engaged students from various
post-secondary institutions
and disciplines to create
innovative solution which had
the potential to have a real and
direct sustainable impact on
Calgary communities. Students
were tasked with converting
unused spaces (abandoned,
vacant, and derelict areas) into
economically, socially, and
environmentally valuable spaces
for five different communities.
We were delighted to
welcome team participants from
post-secondary institutions
and disciplines of study across
the city. The post-secondary
institutions that were invited
to participate in this challenge
included: Ambrose University,
Bow Valley College, Mount
Royal University, SAIT,
University of Lethbridge Calgary
campus, and University of
Calgary.
The structure of this event
was to showcase ‘best-in-class’
awards for feasibility and
implementation, as opposed to
tiered competitive positioning.
Design4Change, an award
winning boutique marketing
agency, hosted the challenge on
Your City, Your Canvas campaign poster.
Professional Brands Calgary
WEDNESDAY, DECEMBER 09,2015 |
Vivacity YYC Event a Success
Teams of students come together for a 24 hour challenge
November 12th and 13th, 2015,
from 12:00 pm (Thursday) to
5:00 pm (Friday).
44 student participants
from the post-secondary
institutions were split into
teams of five to work overnight
at the Mount Royal University
campus. The students used their
personal skills, creativity, and
knowledge to work together in
generating and developing well-
rounded ideas. The challenge
took place in three different
locations around the Bissett
School of Business building
at Mount Royal University:
the Design4Change office, the
Slate co-working space, and the
International boardroom.
Each team was assigned an
unused space and a distinct
problem from one of Calgary’s
participating communities
-- , Bowness, Crossroads,
Montgomery, Scenic Acres, and
Currie Barracks. The students
were then tasked to find an
innovative, implementable
solution for their particular
community.
For the duration of the
challenge, students were
given coffee and food breaks,
mentor guidance (-- professors,
entrepreneurs, alumni,
coordinators, and industry
representatives), stress tests,
and collaboration periods
called “Milestones” to help
them improve and refine their
community ideas into a single
cohesive strategy.
Once the 24-hour portion
of the challenge closed,
Participating
communities....
Bowness,
Crossroads,
Montgomery,
Scenic Acres, and
Currie Barracks

2. Monica Elford, CALGARY
In 10 weeks, 24 Professional
Brand Studio staff created
materials, developed
connections and launched
the Vivacity brand in
Calgary, its purpose being
to revolutionize and rethink
how we view and better
use under-utilized spaces
throughout our beautiful
city. The Vivacity brand was
inspired by Vancouver’s
City Studio program, a third
space inside their City Hall
providing the opportunity
for collaboration between,
“staff, university students
and community members to
co-create, design and launch
projects on the ground.” They
do this by creating student/city
employee collaboration in a
one-year program that results
in a real world change in the
community. Vivacity also
included the ideologies and the
works of Pedro Inoue, Creative
Director, Adbusters to help
inspire and create memorable
pieces of work. Vivacity is built
off of four foundational pillars
those being: Community,
Justice, Exploration, and
Creation. Using these pillars,
we developed brand that has
inspired action through an
interinstitutional 2016 Vivacity
Challenge, which involved
proposed solutions for our five
unique Calgary communities.
Vivacity will now live on
through the Social Innovation
minor and concentration at
MRU, providing multiple
projects that deal with
sustainability and repurposing
underutilized spaces.
Ilana Derevyansky, CALGARY
Imagine creating a
miniature version of the
world you want to live in,
then letting it grow itself
into reality. This simple
but profound project was
given to the students in the
Fall 2015 Creative Brand
Intelligence classes to get
their ‘hands dirty’ while
also helping nature regain
a foothold in the most
neglected parts of their
neighbourhoods.
Each seed bomb was
created by researching
he unique and native
geographies and plants
in Calgary communities.
Each project contains its
very own seed bomb that
community members can
use to bring some nature to
some of the most neglected
areas in their community.
Tiny Acts of
Resistance!
Wilding Calgary
with Seed
Bombs
2
The Masses March
Viva la Jane’s Walk!!!
Kiara Marika, CALGARY
Walking conversations
are taking the city by storm.
Inspired by urban activists
Robert Moses and Jane
Jacobs, student teams from
Mount Royal University’s
Marketing Design Literacy
class were asked to prepare
a ‘visual narrative’ for their
neighbourhood -- taking
cues, aspects, interactions
and interpretations of specific
communities. With a flair for
the dramatic, some teams are
presenting interactive maps
via web applications, others
have chosen present their
Jane’s Walks as graphic novels,
and some are presenting
them in the form of an info
graphic. Other teams have
chosen to present their
walks as interactive mobile
applications. Whether you’re
a community super fan, an
urban enthusiast, or a local
expert, watch for Jane’s walks
to demonstrate our Calgary’s
pride of community starting
Spring 2016!
“Cities have the capability
of providing something for
everybody, only because, and
only when, they are created by
everybody.”
— Jane Jacobs, The Death
and Life of Great American
Cities
EVENTS
A Brand is Born
Tyler Massie, Patti Derbyshire, Scott Lockwood, and James Stauch Visit City Studio Vancouver, BCt
“A flower blossoms
for its own joy.”
— Oscar Wilde MKTG 3550 Seed Bomb

3. 3
VIVACITY YYC TEAM PROFILES
Sherry Patone, CALGARY
The Guerrilla team had
the interesting job of creating
unique campaigns to peak
the interest of clients and
shareholders. These campaigns
would generate attention and
create traffic about the Vivacity
brand and 24 hour challenge.
The team was successful in
driving student involvement
and sparking excitement in
cities through a key number of
initiatives.
First, the Guerrilla team
tackled snow stamps/sidewalk
stamps that were a simple
yet innovative and affordable
guerrilla marketing idea.
Although there was little to
no snow in Calgary when the
team set out to implement the
stamps, they used Eco-friendly
sidewalk chalk to place stamps
throughout all of the different
communities and at the campus
of Mount Royal University.
The team also created five
distinct tea tags for the different
communities. Using the idea
that tea is a blend of unique
ingredients, the team worked
diligently to create a perfect cup
of tea for the neighbourhoods
through analyzing their
particular qualities as noted
below:
Scenic Acres Green
Blend: A freshly picked blend
of leisure filled with fondness
and festivity
Montgomery Rooibos
Blend: A fusion of urban talent
and flair with a hint of sweetness
Crossroad Chamomile
Blend: A subtle zest of flavour
with an air of relaxation
Bowness Strong Blend:
A powerful blend of resiliency
and adaptability, with just a bit
of kick
Currie Barracks Oolong
Blend: A combatant mix of
vibrancy and life balanced with
tranquillity.
Finally, the Guerrilla team
created interactive components
to their campaigns through
using tray liners and magnifying
glasses which were strategically
placed around Wyckham house
at Mount Royal University.
These tray liners piqued the
interest and attention of
students and helped to further
entice exploration of the
Vivacity brand.
Vinyl stickers also helped
to complement the brand.
Students were able to place
these stickers onto their own
personal items to promote the
brand, the Media team utilized
these stickers for their press
packets, and stickers were also
placed in information packages
for the individual participating
schools.
Overall, although the
Guerrilla team would have
liked to see more social media
engagement in their campaigns,
the team did an excellent
job in raising awareness in
corresponding communities,
engaging students, and sparking
the interest of communities.
Group Profile
Guerrilla
The team was successful in driving student
involvement and sparking excitement...
...Create...
Interactive...
Personal...
Interest...
Community...
Interactive: Tray Liner
The Vivacity YYC Guerrilla team.
The Vivacity YYC Logo at a local bus stop

4. Trent Davis, CALGARY
V: We have had the opportunity to speak
with each and every group and discuss
with them what their take on Vivacity was.
We would like to share with you now the
digital team’s final take on this multi-month
monumental task.
D: Executing The Vivacity Student Challenge
was definitely a challenge in itself; however, the
once-in-a-lifetime experience was well worth it.
Working towards the event allowed us to create
long-lived relationships with not only our
team members, but also our fellow classmates,
participants of the challenge and our client.
Given the opportunity to execute the Vivacity
campaign, has given us the skill set to work
better in a team-oriented environment, create
and maintain new relationships, and gave us
the motivation to be able to execute similar
campaigns in the future.
V: We asked the team to start off a bit
differently and to discuss with us what the
difficulties and challenges were. A project of
this magnitude is bound to have its rough
patches.
D: Like any large project with a tight
deadline, there were definitely struggles, not
only among our team, but with the other teams
and the client as well. Miscommunication
among each team was one of the main issues,
as it seems that the teams were not aware
of the expectations. One of the problems we
faced as the Digital team was making the
mistake of waiting for the other teams to send
us content and photos we required for our
social media platforms. Assuming the other
teams were aware they were required to send
us content and photos, we were left waiting for
these resources until someone from our team
reached out to the other teams asking for such
content.
V: That must have been a struggle. Was it
difficult to work with people who you may have
thought were just being lazy?
D: At first it was, but once we figured
out what was going on it was an easy fix.
Throughout the early stages of this project,
it seems as if all teams may have been so
focused on their own groups’ tasks that the
lines of communication between various
teams were broken down. We knew who all
the groups were in our class but for the first
few weeks of the project we didn’t have much
of an understanding as to what each team was
responsible for.
On future projects, it will be important to
specify clear definitions, responsibilities and
communication structures between each team.
V: It’s great to hear about the learning
process that goes on behind the scenes of an
event like this.
D: Planning and preparation for this
event was not as simple as we thought it
would be. The responsibility of executing and
maintaining social media and web content was
new to the majority of the team, and we had
to learn the process in a short time frame in
order to execute the content. We had to use
our creativity and knowledge in generating the
content and material that was posted on our
social media platforms for this campaign, but
we had to learn to be wise with the short time
frame we had.
As we progressed through the semester, the
Digital team really pulled through when we
began to curate and create content, successfully
reaching a lot of people. The amount of
students the Digital team talked to who knew
about the event was also tremendous, and
for this reason, we felt we had succeeded in
targeting various groups of people. Also, after
moving to a spontaneous delivery method of
social media content where we posted directly
into Hootsuite, we were able to move more
efficiently at collecting and curating more
content for the brand. After this was initiated,
we felt more willing to favourite and re-tweet
messages that corresponded with the Vivacity
brand, as it eliminated the approval process of
our content collection.
V: It sounds like you really pulled through
and grew as a team near the end of the year.
Well done! We’ve talked about the pre planning
process, now how about some juicy stuff. Tell
us about your role during the main event itself?
D: Speaking on behalf of the students
in the Professional Brand Studio capstone,
it is evident that we learned to effectively
communicate with one another to ensure
smooth execution for the event. The digital
team made sure each team member was aware
of their given tasks during their volunteer shifts
and briefed the member taking over the shift
on what was happening at the event and where
each team was located for accurate posting
reasons.
Throughout the event, Digital was
responsible for making sure the event message
was being shared on all social media platforms
at all times. When there was an exciting thing
happening amongst the various teams in the
challenge, Digital was there to share that story.
We made sure to cover all 24 hours of the event
and even had two members work double shifts
to make sure there was no gaps in content.
Through this initiative, we believe we were
effective in voicing the Vivacity brand during
the event execution. We even had communities
and corporations that sponsored the event join
in on the conversation on Twitter. Participants
and mentors also engaged in conversation on
social media to document their approval for
such a project.
V: I’m glad to hear you had such high
engagement levels. It’s not an easy task to
build a following on social media, let alone
get interaction. Great work once again. Would
you mind sharing with our readers your final
thoughts on this semester and this massive
undertaking?
D: We feel that we effectively achieved
our goal of creating buzz around the Vivacity
24-hour Challenge. With the exposure to
such a campaign, we believe we would be able
to execute similar campaigns in the future
given our learning outcomes and the various
feedback we received from the client and our
classmates.
When looking at the outcome of the overall
24-hour Challenge, it is very gratifying to say
that it was well done. For a group of students
who has never really experienced executing an
effective campaign, the turn out of the event
was very successful. We think that each team
did their very own part in the execution, and
came together at the end to lend a helping hand
wherever needed.
As a team, we were able to create brand
awareness with the work we put into our social
media. With sufficient and proper planning
of the content that goes into these social
media platforms, we believe the campaign will
continue to receive the awareness it requires to
become successful in the long-term. The key is
to run the planned content with the team and
ensure everyone is posting in a similar tone
to ensure a smooth transition of the content
posted.
V: Thank you so much for your time today.
We wish you the best of luck in your future
careers, and look forward to seeing your social
media baby mature, take wings, and fly!
Group Profile:
Digital and Social Media
Vivacity teams coming together in celebration
Live tweets from the Vivacity Challenge
4
VIVACITY YYC TEAM PROFILES

5. The digital team is the backbone of Vivacity.
The digital and social media team took all
Vivacity’s designs and ideas and made them
happen. Responsible for creating the website,
as well as generating and maintaining accounts
on Facebook, Twitter, and Instigram.
The team sought engagement from
participants, institutions, and audience
members through the social media platforms.
Although there were some hiccups involved
including the loss of content on the website and
a relatively short time frame for deliverables,
the team succeeded in developing brand
recognition with participating institutions,
friends, and family. The team worked to ensure
that all 24 hours of the Vivacity initiative were
covered in order to ensure that there were no
gaps in content and that there was a consistent
voice maintained throughout the journey.
The Digital team would like to thank
Nicole MacDougall, who proved to be
a great asset for this team in helping to
guide them throughout this process by
sharing her valuable knowledge and past
experience of working with social media
and campaign execution.
Digital and Social Media : The Web
VivacityYYC Website Landing Page
VivacityYYC Facebook Home Page
5
VIVACITY YYC TEAM PROFILES
Rose Safai Assadzadeh, CALGARY

6. Group Profile: EventsGarron Rinkel, CALGARY
V: We have asked all of our
teams to come forward and
share with our readers their
experiences with running the
Vivacity Challenge last month
at Mount Royal University
(MRU). The Events team was
a huge part of making sure
this went off without a hitch.
Lets explore what it took to
make the event a reality in the
teams’ own words.
E: Creating and
establishing the Vivacity
brand was a challenge but
it really made us think
outside the box and use
the tools provided to us to
execute this event. Being a
part of the events team, we
were striving to create an
experience that encompassed
the brand of Vivacity. We felt
that through this journey we
learned a lot of new skills that
we can take away into our
future careers. One critical
element of our success was
our strong team dynamic.
Our team had a strong level
of trust, commitment, and
accountability to this project,
which made the amount of
work required to be of higher
quality. This project took a
significant amount of time,
effort, and coordination
within our agency. The
ability to stay organized and
communicate with agency
members, agency director,
and the client, was key in
creating deliverables and
meeting deadlines. We will
reflect on the entire process
by looking at what happened
pre-campaign, during the
event, and post event in order
to identify where our key
successes were and areas for
improvement.
V: What did it take to get
this event off the ground?
E: To get this project
started we first met with our
client Tyler Massie to learn
what his expectations and
requirements were for this
24 hour challenge. We also
recorded the key due dates
for each of these expectations
and requirements. From
this meeting Tyler further
explained to us what the
overall mission and goal of
Vivacity was and how we
can apply it to the upcoming
event and the future of the
Vivacity Brand. Based on the
information and new found
knowledge we received from
this meeting, our first task
was to create a time line
with specific tasks and due
dates that we had gathered
from our first meeting with
Tyler Massie. Then our first
main focus for the event was
to get workable spaces for
participants in the Bissett
School of Business. Once this
was completed we directed
other teams on what needed
to be started on immediately.
Then the last few items we
needed to work on for the
event was to find suitable
mentors, judges, and awards,
plan the catering needs, come
up with verbiage for save
the dates, and finally recruit
Mount Royal University
students for the event.
6
VIVACITY YYC TEAM PROFILES
V: You’ve mentioned
several key components of
putting on this event, can
you share with us more detail
about each of those parts?
The Good, The Bad, and The
Ugly if you will.
E: In creating the content
for the save the dates to send
out to community networks
and the post secondary
institutions we created the
verbiage that incorporated
Vivacity brand pillars and
what the ultimate goal of
Vivacity is. We chose the
archetypes, universals, and
rhetoric selected by our
class in an earlier project,
as they speak to the mission
and goal of Vivacity. We
used our knowledge gained
from previous marketing
classes such as The Science of
Persuasion, Creating Brand
Intelligence and Managing
Marketing Relationships
to help us with those three
components. Through this we
learned the key components
of the brand and how to keep
the brand message consistent
throughout all of our work
to accurately encode and
deliver our message to our
stakeholders.
E: The process of getting
mentors and judges to be a
part of the event involved
us first deciding who we
thought would be the right
fit to be a mentor or judge
for the event. We based this
criteria on people who have
background knowledge on
either three of the milestones,
community knowledge or
had any prior experience in
doing something similar. In
order to make this event a
success we gathered together
a variety of mentors and
their contact information
by networking with our
professor and client to utilize
all of our resources. The
skills that we used to network
with these individuals were
established in the Managing
Marketing Relationships
class. Before we started
contacting the mentors and
judges we created a Vivacity
email account that we then
utilized to send out all formal
emails and organized all of
our points of communication.
To maintain our brand
image, prior to contacting any
mentors we first wrote up a
simple and detailed script to
be used as a template when
emailing the mentors and
judges. We started contacting
each mentor to see if they
would be interested in being
apart of the event and which
milestone they would like
to speak on. We made sure
to keep in touch with the
mentors and judges leading
up to the event in order to
create strong relationships,
which was a key lesson
in Managing Marketing
Relationships.
V: How do you feel the
awards part at the end of the
event went?
E: Hosting a challenge
such as an overnight 24
hour challenge, we felt the
awards would be something
given to participants to both
entice participation and
to reward all of their hard
work. We wanted to choose
awards that would align with
the archetypes of the brand
to help further promote
the brand. The first step in
gaining awards was to create
an official donation form for
both digital and print use.
Once the form had been
created and approved, we
then started going door to
door to our local businesses
and spoke to many managers
about the 24 hour student
challenge and sought their
partnership. We found that
face to face conversations
were the most effective
strategy in gaining donations
and building rapport... We
felt that we were able to
build a strong relationship
with brands that seek to be
involved in the community
that the Vivacity brand can
carry forward with them into
the future.
V: I heard there were some
difficulties trying to recruit
a team from MRU, can you
shed some light on this
rumour?
E: It wasn’t too difficult
actually, mostly a big time
crunch to get the invites out.
To find MRU students who
would want to participate
in the event we reached out
to our classrooms and our
peers to see if they would be
interested in participating.
We did this through using
various techniques that we
learned from Science of
Persuasion such as scarcity to
say there is a limited amount
of spots in the event. We
were able to achieve our goal
of finding MRU students to
participate in the event with
the help of the Science of
Persuasion marketing class
by incorporating ideas and
techniques of that course to
help us.
V: It’s nice to hear you
were able to integrate your
classroom learning while
working on this project. Well
done!
E: Thank you, it was 100
percent a team effort.
V: That’s great to hear! Is
there any closing remarks you
would like to make?
E: Sure thing, one of the
most important things we
learned through creating
this event is how vital it
is to remain in constant
communication with the
client and the agency director.
Throughout working on this
event we met with our client
to get feedback on the work
we had accomplished and to
see if there was anything else
that needed to be worked on
before the event. This was
a key factor in helping with
the success of the event. The
goal behind doing this was to
help ensure that we always
remained on brand and that
we constantly were able to
meet and exceed the client’s
goals.
V: Thank you so much for
your time, it was great to get
such an insight into what your
team did and what it took to
bring everything together in
the end.
Students Gather for the 2015 Vivacity Challenge Presentations

7. 7
VIVACITY YYC TEAM PROFILES
Kayla Pearcey, CALGARY
The Design team worked
tirelessly to ensure all of the
Vivacity resources and visuals
were on brand. The team created
materials such as stunning logos,
stickers, and posters which were
used consistently throughout the
first stage of the Vivacity brand
execution and greatly assisted the
work of the inter-agency teams.
Informative community,
institutional, and student
packages were also compiled
containing details like a general
overview of the Vivacity
Challenge, the sustainable
involvement of the communities,
the itinerary of the event, FAQ,
contact information, and social
media platform details.
Design:
A Piece of the
Puzzle
Ian Buchanan, CALGARY
The Design team worked
relentlessly on many
different projects starting
on day one. Responsible for
many of the visuals used
through out the Vivacity
campaign, their work is
visible everywhere. We had
the chance to steal away
several team members
from their work to ask
them for more detail and
insight into what they did
and how they did it.
One of the really cool
things they did was
participate in button
creation and production.
The Buttons were a
simple project which
brought the key icons
designed to life.
With the icons already
designed in circular forms,
a simple resizing and
printing allowed them
to be transformed into
buttons. These buttons
were used as images which
aligned with the colour
palette to create a portable
single representation of
the Vivacity Brand. The
buttons can be seen on
backpacks and jackets
around campus, and the
brand Vivacity grows
hopefully they will be seen
city­wide.
One of the more visible
projects that the Design
team took on was the
plotter poster. It ended up
being one of the largest
pieces of creative design
that Vivacity produced. The
design team gave us some
insight into what it took to
make this project happen.
The plotter poster was
similar in design to the
smaller “Save the Dates”,
This was to help bridge the
gap between the message
and invitation that was
received and our bigger
brand. The similar design
also helped to connect
everything to the overnight
event. The poster used
two colors from the color
palette to help bring focus
to and highlight our
city and our brand. The
plotter poster also had
a slogan, representing
how an average student,
has the power to make a
difference in their city.
The biggest challenge we
faced was trying to work
remotely on a 200mb
file using an online cloud
storage service. The large
size made uploading
and downloading a real
challenge, especially when
working under a time
crunch.
One of the largest
challenges that the team
identified for themselves
was keeping everything on
brand. Very few chances
are given to students to
build a brand from scratch,
so everyone can sometimes
try to add their own flair
above and beyond what
the basic brand profile
says. Sometimes it worked,
sometimes not. The design
team said it was one of the
best learning experiences
they’ve had to date.
Watch for these people
in the future, we will be
sure to see them and their
work again soon! Look
below this article to see
the plotter poster that was
created by the design team.
We celebrate the design
team as their foundational
work will continue to be
used and implemented in
the future of the Vivacity
brand.
Group Profile: Design
Another exclusive look behind the scenes
with one of the Vivacity teams
“Your City,
Your Canvas”
Snapshot of the Vivacity Colour Pallate

8. Dani Christoper, CALGARY
The media team had
the unique challenge of
generating media coverage
in the campaign despite
no prior experience or
instruction in the field.
Through meeting with
the client to determine
what exactly was
required, utilizing all
available resources, and
conducting extensive
background research
into the appropriate
media personnel, the
Media team was able to
deliver work that went
above and beyond the
client’s expectations. After
garnering a better idea of
the client’s demands, the
team met with Mackenzie
Cann, Marketing and
Communications
Strategist for the Bissett
School of Business, to
ask for guidance and
help in reaching out to
the media and compiling
an appropriate Media
Kit. Emails were sent
to different outlets
throughout the city asking
for coverage of the 24
hour event including
print, radio, and television
stations. Individual post-
secondary institutions
were also targeted.
The Media Kit was a
huge undertaking for the
members of the team and
included information
such as a one-page
press release, details
regarding the 24 hour
challenge, the participating
communities, the history
of the challenge, the event
itinerary, and future
implementation of the
Vivacity brand through the
Social Innovation minor at
Mount Royal University.
Once the press packet
was approved by the client,
the team set out to compile
swag bags which would
be hand-delivered to all
targeted media outlets. The
bags contained USB’s with
full media kits, stickers,
t-shirts, media passes,
bookmarks, buttons, and
other fun items to deliver
a personalized touch to the
Vivacity brand.
Differentiation of the
Vivacity brand proved to
be effective. On the day
of the event, a member
from the events team
conducted an on-air
interview with Patti
Derbyshire, the Agency
Director, on CJSW. Metro
News and SAIT’s student
publication, the Weal,
also made an appearance
during the event. Through
being comfortable with
ambiguity and reaching
out for assistance, the
Media team was able to
succeed in their goal of
generating media coverage
for Vivacity.
One unique aspect of
the media team process
was that they focused on
building and maintaining
their team dynamic.
They were one of the few
groups to dedicated time
to socialize and get to
know each other in a non
academic environment.
With the help of Tyler
Massie, Design4Change,
the team worked with the
Five Dysfunctions of a
Team Model.
• Trust
• Healthy Conflict
• Commitment
• Accountability
• Results
They worked on these
things both within their
groups and when building
rapport with external
clients and developing
sources of information and
assistance.
It is truly remarkable
just how much work and
effort each group put into
making this event happen
while at the same time
building an entire brand
from scratch.
In speaking with
the design team, it
was apparent they are
proud of what they have
accomplished and will
graduate from Mount
royal University better
prepared for the workforce
than perhaps even they
understand.
8
Group Profile: Media
VIVACITY YYC TEAM PROFILES

9. Kamal Omar, CALGARY
The goal of the Leadership team
was to champion Mount Royal
University’s Bissett School of
Business as leaders in community
initiatives and social innovation by
overseeing the development and
launch of the Vivacity brand. The
Leadership team was also in charge
of developing the brand pillars which
were community, exploration, justice
and creation.
Leadership supported the
different teams within the agency
with a roster of diverse goals, actions
and outcomes. Leadership also
monitored and ensured that criteria
of reputation were defined, measured
and tracked as the Vivacity project
unfolded. During the event, the
Leadership team distributed surveys
to participants and to insure the
goals of the event and brand based
on predetermined goals were being
realized.
The team also engaged different
external partners, sponsors, and
supporters of Vivacity in the short-
and medium-term. Leadership
sought out other organizations in
Calgary, those who share Vivacity
values and a passion and vision for
creating sustainability throughout
Calgary.
The partnerships includes:
Grow Calgary, an organization
based on the outskirts that believes
in growing food through sustainable
methods
Attainable Homes, a non-profit
organization and wholly owned
subsidiary of the City of Calgary that
works to deliver well-appointed,
entry-level homes for Calgarians who
have been caught in the city’s growing
affordability gap
Federation of Calgary
Communities, a member based
support organization for over
220 not-for-profits in Calgary
including more than 150 community
associations.
The interagency teams consistently
reported that they felt supported and
appreciated by the leadership team.
Attention for the brand was created
and stayed on-point through the
launch of Vivacity and the execution
of the 2015 Vivacity Challenge.
On Leadership
9
VIVACITY YYC TEAM PROFILES
“The single biggest problem in
communication is the illusion that it has
taken place.” - George Bernard Shaw
Vivacity expresses gratitude and acknowledges that all of our project contributions to Calgary communities would not be possible without
Treaty 7 Nations, including the Blackfoot Confederacy - the Siksika, Piikani and Kainaiwa; and Treaty 7 member nations, the Tsuutina- Sarcee
Nation, and the Stoney Nation - the Bearspaw, Chiniki, and Wesley Goodstoney. We also know and understand our Treaty 7 neighbours live in
Calgary and as such, our work in communities must be accomplished together through continuous inclusion, engagement, and consultation.
On Gratitude
Photo credit to: Making Treaty 7 Cultural Society
For more information on our partners and sponsors, see page 19.

10. Chloe Wong, CALGARY
History of Bowness
In the mid-1890s, the
Bow River and surrounding
river valley attracted the
community’s first rancher
settlers. The iconic railroad
twin bridges were the only
structures in the pastoral
landscape until a real estate
boom in 1911, when John
Hextall’s subdivision became
the framework for the village.
Today, Bowness Park and
the Bowness streetcar are
closely associated with this
legacy. Between the First
and Second World Wars
development stalled, however,
following WWII Dutch and
German veteran immigrants
settled in Bowness. Some of
the earliest aviation activity
in the Calgary area occurred
in and around the Bowness
Flying Field, from 1914 to
1929.
The Flying Field was
located in the area of Bowness
High School. Bowness grew
into a village in 1948 before
becoming a town in 1952 and
was finally absorbed into
the city of Calgary in 1964.
The leisure areas of Bowness
Park, Bowness Golf and
Country Club, the Alberta Ice
Company, and others shaped
the identity of Bowness.
The Challenge
The Vivacity Challenge
team for Bowness was
assigned an under-utilized
space located adjacent to
the Bowness Community
Association. A fairly large and
unique space, the student
group had to consider the
diverse history, challenges,
and identity of this vibrant
and active neighbourhood.
During the 24-hours the
group created several
solutions and additions
that promoted community
engagement and social value.
The plan included building
a story telling nook, which
would complement an
existing free library.
The next addition was to
add sharing benches, and
adding an aesthetic element
that reflected the theme of
gathering.
Another element of the plan
was to create a mural near the
entrance of the community
center which showed the
history of Bowness, starting
with Treaty 7 First Nations
who utilized and cherished
the land. The plan presented
provided a sustainable,
inclusive, arts and literature-
rich concept.
The project was budgeted
at $3,792.97, and earned the
Most Functional award at the
2015 Vivacity Community
Challenge.
10
Bowness
COMMUNITY PROFILES
Proposed Solution from 2015 Vivacity Challenge - Bowness
2015 Vivacity Challenge - Community Tea Tag

11. Janelle Forrester, CALGARY
About Crossroads
Crossroads consists
of the communities
of Mayland Heights,
Belfast and Vista
Heights. Both the
Mayland Heights
and Vista Heights
communities are zoned
for industrial and
residential use.
Although the area was
absorbed by the city in
1910, development did
not begin until 1962.
Crossroads has public
and separate schools,
churches, restaurants,
strip malls, a city owned
golf course, and a
children’s golf course.
The community
enjoys excellent views
of both the Rockies
and downtown. The
Crossroads community
association is very active
in their community.
The community’s
Fifty Plus Club engages
in tours, potlucks, and
dinner theatre activities.
The community holds
several fundraising
bingos each year. And,
the community center
is home to meetings
for Girl Guides, Boy
Scouts and Block Watch.
Crossroads offers a
number of courses
such as crafts, soccer,
babysitting, and parent
and tot time to name a
few.
Each year community
pride is evident at
special events such as
their annual Stampede
Breakfast.
The Challenge
This space assigned
for the Vivacity
Challenge is the gateway
to the community from
the west. A bridge across
Deerfoot Trail joins
Renfrew community to
Crossroads and vista is
the first space seen when
entering the community.
The space is currently
used for temporary signs
for events and elections.
This the student group
team had to design for
a large green space that
has been under-utilized
for the entire history
of the community.
The solution created
needed to honour the
heritage, and unique
demographics of this
vibrant NE community,
encouraging both a
sense of welcome and
a reflection of the
activities of the residents
of the community.
In 24-hours, the
student team created
and promoted a
solution in form of
community garden.
The plan includes
the construction of
16 planter boxes,
four of which are
dedicated to local pre-
schools. Programs will
educate the children
and residents about
horticulture and the
native plants and
grasses of the area.
Shade sails, canopies
visible from Deerfoot
Trail, will capture
rainwater and be used
for irrigation when
needed.
In respect of and
recognizing the
namesake of the Siksika
long-distance runner
that Deerfoot Trail is
named for, the shade
sails are proposed to be
red, yellow, white and
black. The space will
also feature fire pit for
community gatherings.
The plan promotes
social and economic
value and is budgeted
at $4,467.92. The team
earned the 2015 Vivacity
Challenge award for
Financial Consideration
for their proposal.
11
Crossroads
COMMUNITY PROFILES
2015 Vivacity Challenge - Community Tea Tag
Proposed Solution from 2015 Vivacity Challenge -Crossroads
Icons representing the
alignment with the City of
Calgary’s Strategic Plan

12. Ariane Izzoti, CALGARY
Currie Barracks
The original land
where the Currie
Barracks are situated
were traditional trade
routes for the Blackfoot
and other Treaty 7 First
Nations in southern
Alberta. In 1911, Currie
Barracks lands were
designated for military
use during the First
World War. Currie
Barracks was named
after Sir Arthur William
Currie who was a highly
decorated Canadian
military figure. The area
surrounding Currie
Barracks remained
undeveloped until the
Department of Defense
purchased the lands for
the construction of the
Currie Married Quarters
in 1948. Currie Barracks
remained part of CFB
(Canadian Forces Base)
Calgary for the next fifty
years.
The Federal
Government announced
plans to close CFB
Calgary in 1995. The
CFB West Master Plan
area was defined to
include Currie Barracks,
Lincoln Park Permanent
Married Quarters
(Garrison Green),
Mount Royal College,
ATCO, and West Mount.
Canada Lands Company
(CLC) purchased the
land in 1995. At the
time, this area was
one of the largest
underdeveloped areas in
Calgary’s core.
Today, Currie
Barracks neighbourhood
development is well
underway. With early
residents living in the
community, Currie is
envisioned as a vibrant,
mixed-use, sustainable
community on the edge
of the inner city where
people can live, learn,
work and play.
The Challenge
Currie Barracks
was approved for
redevelopment in
2006. The first phase is
complete and consists
mainly of single family
homes. Since this plan
was approved, the area
around Currie Barracks
has seen a significant
increase in housing and
jobs. This inner city
community continues
to be gentrified, and will
see a mix of residential
and commercial spaces
continue to develop.
This amount of
construction through
phased implementation
has created an
interesting challenge
for the community
especially in relation
to public use spaces
located directly within
temporary construction
sites, road use
changes, and various
development activities.
The challenge for
the Vivacity Challenge
student team was to
create a solution which
showed how to best
ensure safe access to
spaces like playground
and parks for the
public, while balancing
the on-going needs
of construction and
development.
The team’s proposed
solution is to create a
natural amphitheatre
utilizing existing
dirt and fill from
construction.
The solution is
sustainable and cost
efficient, optimizes
the use of existing
machinery in the area
for construction, and
utilizes community
members to program the
space.
The amphitheatre
transforms a risk into a
resource, a liability into
an asset. It provides a
space for the community
to gather and connect.
It provides developers
an alternative for
the transportation
of soil. This group
focused highly on
sustainability, social,
and environmental value
to create a cost efficient
long lasting solution.
For their proposal, the
team earned the Most
Innovative award at the
2015 Vivacity Challenge.
12
Currie Barracks
COMMUNITY PROFILES
Proposed Solution from 2015 Vivacity Challenge - Bowness
2015 Vivacity Challenge - Community Tea Tag

13. Christina Reid, CALGARY
About Montgomery
The community
of Montgomery was
initially settled by O.A
Critchley, a British
Rancher. He purchased
the land in the 1880s for
$3.00 an acre. Critchley
became one of the
founding members of
the Ranchmen’s Club in
Calgary. In 1906, James
Shouldice purchased
Critchley’s 480 acres,
which was located six
miles south of Calgary at
the time. Mr. Shouldice
moved to Alberta
with his wife and nine
children from Ontario
and in 1910 he donated
10 acres along the Bow
River to The City of
Calgary for a park.
The community
grew and was named
Shouldice Terrace. The
Shouldice family initially
lived in a wood shack
on the river but soon
upgraded to a 25 room
brick mansion on top of
the hill in the area. The
Shouldice family farmed
on a large ranch east of
Calgary. James was one
of the first Albertans to
breed Hereford Cattle
and is known as a
pioneer of agriculture.
In 1937, Shouldice
House was made into
a crematorium, which
was then demolished
in 1974 due to slope
destabilization. In
1943, issues arose
with the post office
due to Shouldice
Terrace and the town
of Shouldice being so
similar in name.There
was a request for a
name change and the
Shouldice family chose
Montgomery.
It was named
after Bernard Law
Montgomery of Alamein,
who is a celebrated
military leader from
Great Britain who
played an important role
in both world wars.
The Challenge
The underutilized
space for the
Montgomery challenge
is located in a busy
intersection between
Bowness Road and
Home Road NW. The
park space is newly
built and is part of
Montgomery’s business
redevelopment zone
(BRZ). The Montgomery
student group were
challenged to create a
solution that produced
economic, social, or
environmental value.
After a long 24-hours,
the team created a
unique solution which
offered both education
and social opportunities
to this vibrant area.
The solution includes
an outdoor library,
with planter boxes and
activities to engage the
whole community. In
the first year, this space
will support K-12 school
field trip programming
for ecological and
horticultural educational
sessions, community
box building events,
a decorative book
nook competition,
LED lighting for main
signage, monthly events
and a farmer’s market.
The total cost of
the project launch
is estimated to be
$3000 for materials.
By 2018, the space will
incorporate a memorial
to Chief Crowfoot,
additional lighting,
and permanent toilets.
By 2020, the student
envision that this space
will include a fully lit
garden, illuminated
sidewalks and mature
trees to provide a
pleasing visual aspect
and sense of place for
this vibrant community.
This team earned
the Community Award
at the 2015 Vivacity
Community Challenge.
13
Montgomery
COMMUNITY PROFILES
Proposed Solution from 2015 Vivacity Challenge - Montgomery
2015 Vivacity Challenge - Community Tea Tag

14. Christine Burke, CALGARY
Scenic Acres
The Scenic Acres
Community Association
formed in 1985, early
in the community’s
history. Active from the
outset, the association
worked with their City
Counsellor and the
developer to create
significant changes to
the community design.
The Community
Association successfully
negotiated to have
the site of the Nose
Hill Drive LRT station
moved 200 meters to
the west and a land-
swap was negotiated to
permit safe access from
LRT parking. The public
voiced their concerns
about noise from Stoney
Trail, resulting in both
the grade of Stoney Trail
being lowered and the
berm built higher to
reduce the noise.
The SACA has done
its best to develop the
lands as per the needs
of the community as
a whole. This started
with the building of
the community centre
in 1997, an extension
of the centre in 2004,
the addition of the
Volleyball courts in
2006, and the creation
of temporary ice rinks in
2007/2008.
The association also
landscaped with a berm
of trees, creating a
natural buffer between
the community lands
and residential homes
in 2008. The plans for
the next phase is to
build a permanent base
for the larger of the two
temporary rinks. Scenic
Acres is a peaceful
community with parks
and pathways away
from any commercial
development. The
community boasts one
the best Stampede
Breakfasts in the city.
The Challenge
The Vivacity student
team was assigned an
under-utilized park
space located on Scenic
Acres Dr. NW. The
park has very unique
and historical features,
built around the same
time as the community
itself, including a stone
circle monument and a
wooden structure.
It is underutilized
and an unattractive
site for community
residents. The team that
worked on this space
was challenged as they
considered the identity
and history of this
vibrant community.
They called their
project The Heart
of Scenic Acres, the
proposed solution
featured building
permanent fitness
challenges and a walking
path, creating an inviting
and open space to
engage the community.
The goal was to create
the heart of community,
and a place which
promotes health and
social connection.
In respect and
recognition of Stoney
Trail, named for one of
the three tribes which
make up the Nakoda
First Nation, the design
includes fixturing places
in the four directions
and finished with the
colours red, yellow,
black and white.
The cost of the
project is budgeted
at $5000. The return
on investment is an
estimated 1% increase
in property value. For
their proposal, the
team earned the Most
Feasible award at the
2015 Vivacity Challenge.
14
Scenic Acres
COMMUNITY PROFILES
2015 Vivacity Challenge - Community Tea Tag
Proposed Solution from 2015 Vivacity Challenge - Bowness

15. VIVACITY, CALGARY
Dear Readers,
As I was thinking about and reading
through our agency teams’ set of deltas
following the 24-hour challenge, a
common theme emerged ...well a
couple did, but let’s start with this one.
Communication breakdown…no this is
not about Led Zeppelin or Chilliwack, it
is about leadership lessons.
Communication is the one word that
screams in your head at 12:30am, but
why? What does this word truly mean?
I’ve spent the last few days reading over
all of the groups’ work for our portfolio
and in every single piece of writing there
is one word that speaks out above all
others, “communication” and not in a
good way. After I finished reading the
pieces, I realized this communication
thing might have been a problem. Now
if you know who I am, I have often been
quoted by saying “I get anxiety at the
best of times”, so when you find out that
as part of the leadership team you have
been failing at the one single thing you
are supposed to be good at, it kind of
makes your heart race.
I think what makes things
even more ironic is that we are all
marketing students, near graduates,
and communication is who we are,
who we are supposed to be. Like
yeast is for bread. So let’s travel back
to the beginning, as leadership, we
were responsible for communicating
between our agency and the client.
This very simple task is actually harder
than you might think, especially after
having several discussions and sending
numerous emails explaining to your
peers what the communication and
client approval procedures are for
agency functioning and the client
approval cycle.
There are always one or two people
who choose not to follow the rules,
which might work when you are
working with a group of six, or not
working for a client. But, if you add 18
more to the group, the cc button on your
email starts to have an ever important,
essential function. As is the feeling of
responsibility for the client and project.
George Bernard Shaw said,
“The single biggest problem in
communication is the illusion that it has
taken place.” Somewhere along the way,
a stranger thing happened. We seemed
to have gone from communicating a
process about the client approvals, to
becoming gatekeepers within the agency
and among teams, a role we did not
intend to take.
It happened somehow, something
morphed, we didn’t even realize it, and
it was confusing and overwhelming.
When one group had to ask another
group a question they would request,
for example that we send the message
instead of direct communication with an
email cc the leadership team.
The complexity of Intergroup
communication will be one of my
greatest takeaways. And, checking in on
process. I will always think of the act of
listening as an act of respect, the act of
respecting professional process as an
act of trust, and of being accountable for
action -- the good, the bad, and the ugly
-- as an act of leadership. Some want
leaders to take ambiguity away, to guide
with absolute certainty, to tell us what
to do. This is especially true in creative
acts. Some might say we failed, at least
that’s what the delta reveals, but I think
I got the lesson. Through the struggles,
it turns out we’ve picked up a few more
keys to success. I hope you feel the
same.
Sincerely,
Sheldon
Sheldon Semmler
From the Editor Mentor Thank You
FROM THE EDITOR AND THANK YOU
Devin Orosz, CALGARY
At Vivacity, we know the importance of
collaboration and inspiration, so in order to make the
community challenge a success, we gathered together
a variety of mentors and judges to help guide the 2016
Vivacity Challenge teams in the right direction. We
spoke with many local industry professionals in many
different fields to gain the very best set of mentors
that our networks could provide.
We looked for individuals who have background
knowledge of any of the milestone ‘moments’,
community knowledge, or had any prior experience
in an area that would drive our teams to memorable
outcomes. Once the mentors were chosen, we then
asked them to pick a milestone during the event
where their experience would best benefit the groups.
The options were team development and idea
generation, stress testing, and presentation.
Vivacity also sought out professionals to be
judges for the final community plans presentations.
Vivacity was lucky enough to have a group of local
professionals that provided not only their time, but
valuable experience and feedback that was shared
with the post-secondary student teams. Vivacity has
strengthened relationships with local professionals
that are passionate about community development
and sustainability. Vivacity can now partner with
these inspiring individuals in future.
Warm Thanks:
Jamie Findley - Attainable Homes
Wendy Hennel - Attainable Homes
Marissa Toohey - Attainable
Homes
Bernie May - Results Canada
Alana Mancini - Green Building
Initiatives/MRU Alumni
Tyler Massie - Design4Change
Chelsea DeHoop – Benevity
Design4Change Alumni
Grant Lahring - Habitat for
Humanity/MRU Alumni
Ashley Carpenter - PTI Housing
Megan Zimmerman - Calgary
Economic Development
Dustin Paisley - Institute for
Community Prosperity/MRU
Alumni
Craig Elias - Entrepreneur-in
Residence/Bow Valley College
Ben Jeffery – Kiss 95.9
15

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Vivacity YYC
Find the hidden words.
BISSETT BOWNESS CALGARY
COMMUNITY CREATOR CROSSROADS
CURRIEBARRACKS DEVELOPMENT EXPLORER
INNOVATION MENTORS MONTGOMERY
MOUNTROYAL POSTSECONDARY SCENICACRES
SOCIAL STUDENTS SUSTAINABILITY
TEAMWORK VIVACITY YYC
Y H K R T K L F B V X K R O W M A E T S C E N I C A C R E S
T W B S Y T M T X A G Q S M Q F R S P U R E F B P K C Z W Z
I Q S N I T O N K X S K C A R R A B E I R R U C E W L C M B
L P D V D E F E U Y R A D N O C E S T S O P X F E U R E B G
I C L J G S N M Z V C X B S Y H P O G U W I W A C N W B X O
B B X R P S C P I K B B I C R Y C G M O U N T R O Y A L N U
A L S E G I L O W N B U E A E W R V H U X B H P M F B S Y G
N D S V L B Q L I K O C F A M C E I Z W U S O H M O F L U W
I F C S X K O E G K O W Z G O Y A F M S F R Z W U Y Q M C G
A B J W P T A V K Z J N V C G W T Y G T R O U T N T R M M H
T X M C E I N E I N N O V A T I O N H V Y T M I I E X I Q G
S Q S S T N E D U T S V A O N Y R J V M M N Z L T Y S M Y Z
U F E M C R N O C R O S S R O A D S F T O E H U Y S N S T A
S R B H H V E S W N T E Z C M H B X K A S M H C T Y I S E G
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Z W E Q X O S E T W D N R L R D W T D C G B D A I O Y S L Q
B P R G S U C D K K Z G E Q P U A J N D L N F O V M E P V O
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MichaelYoung, CALGARY
16
Fun Times
FUN TIMES
24 HOUR SUDOKU CHALLENGES WINTER 2016 SUDOKU CHALLENGES

17. Kelsey Pringle, CALGARY
Inspired by Adbusters, this assignment
started with first researching and ranking
each student’s ecological footprint at:
http://www.earthday.org/footprint-
calculator
From there we were then tasked with
choosing topics that involved environmental
impact and energy consumption in our
communities. The final piece was to produce
a podcast. We invite all our readers to listen
to our podcasts by going to vivacityyyc.ca and
clicking the links on the right-hand side of
the page.
The full Adbuster Media Lit Kit assignment
is outlined below.
Writing the Podcast First, have your class
choose an issue they feel passionately about.
Next, have them decide who the target
audience is. Then have students decide the
bottom line message that they want to get
across, and brainstorm how that would best
be achieved.
Once your students have some ideas, it
is time to write the script. Choose a podcast
length (under five minutes is best) and then
write together as a class. (Alternatively, the
class could be organized into three podcast
groups: writing; producing; and publicity, or
into smaller groups who will be responsible
for making their own podcasts).
If your writers get stuck, check out
podcasts like This American Life, Democracy
Now and Radiolab for sonic and issue-related
inspiration.
Here are some other writing tips for your
students:
• The message is going to be heard not
seen. Think of words, sounds and music that
would be appropriate for the message.
• Make the podcast as simple and
striking as possible. Don’t overpower the
message with sound effects.
Producing the Podcast: It is relatively
inexpensive to produce a podcast. If you
have access to a Mac, then Garage Band
(which comes as an included application) is
a good way to both record and produce your
podcast; if you have access to a PC, then
Audacity (http://audacity.sourceforge.net/)
is your best (free!) option. Both apps are easy
to learn and use.
Hosting your Podcast There are a variety
of inexpensive and free podcast hosting sites.
Check out thepodcasthost.com, podbean.com
and buzzsprout.com. Sharing your Podcast:
Now it’s time to make the podcast go viral.
Get students to publicize the podcast
using their favourite social networking sites
– Facebook, Twitter, Tumblr, etc. They can
even start pages and accounts for the podcast
if they’d like to make it an ongoing project.
Have your students encourage listeners to
engage with them, and start a discussion
about the issues the podcast covers. Send
press releases to local newspapers and radio
stations.
Thank you to Pedro Inoue, Creative
Director, Adbusters for kicking off this
semester with his presentation to the
Professional Brand Studio class.
FROM THE EDITOR AND THANK YOU
17
Podcasts

18. Justin Brown, CALGARY
Science of Persuasion (MKTG 3150):
The Science of Persuasion course helps the different inter-
agency teams develop a stronger campaign. Through the
teachings of this course, the Design and Media teams were able to
incorporate elements of pathos, logos, and ethos. For the design
team, pathos was incorporated into various elements of their
designs. The colour palettes, bold designs, colours, and verbiage
were chosen specifically to capture the attention of the audience
and activate involvement.
The Media team also used these concepts to reach out to the
media in the following ways:
Ethos was used in appealing to post-secondary institutions
through mentions that the Vivacity campaign is heavily supported
and championed by Mount Royal University and award-winning
marketing boutique, Design4Change. Logos, or logic was used to
emphasize the success of the Vancouver City Studio campaign.
Furthermore, Ethos, or an ethical appeal was used to create
economically, socially, and environmentally sustainable solutions
for underutilized spaces in Calgary’s communities. The long-term
goals of Vivacity and alignment with the Social Innovative minor
were also incorporated using pathos, or an emotional appeal.
Through this course, the Events and Leadership team were
able to encourage and persuade student participation and gain
partners who volunteer their reputation to the Vivacity brand.
Evidence-Based Marketing (MKTG 3258):
Evidence-Based Marketing helped the teams in several
different ways. For instance, the Design team was able to use
cause-and-effect scenarios in their brainstorm to analyze design
decisions in an effort to stay on brand.
The Media team built long-term and trusting relationship with
shareholders. Swag bags from the Media team were also hand
delivered in an effort to encourage face-to-face communication,
to build relationships, and tangibility in the Vivacity campaign.
Leadership used the teachings of this course to develop cause
and effect ideas throughout the development of Vivacity. These
ideas were developed by testing theories and asking individuals
outside of our agency what a brand like this would mean to
them. They collected, interpreted and utilized data collected to
set the baseline for Vivacity’s brand reputation. Evidence-Based
Marketing also helped the team foster an environment in which
the great Vivacity story was developed, built, and sustained.
Marketing Design Literacy (MKTG 3450):
Marketing Design Literacy had a huge impact on the agency.
The Design team relied on this course to portray the message of
Vivacity effectively. This was done through choosing appropriate
colour palettes, typefaces and balance in images which would
help produce and promote the brand.
The Digital team also relied heavily on this course to guide
them through the building of the Vivacity brand. This dependence
was especially noted in the visual composition of pictures that
the agency gathered. Through dabbling in Adobe Photoshop, the
Digital team was able to enhance their work particularly in their
photo taking skills. The grid system, correct angles, symmetry
and dimensions were all used in taking pictures and necessary to
intrigue an audience.
The Guerrilla and Media team also boosted the innovation
and creativity in their ideas. Beautiful, well-informed, and
imaginative visual solutions and media kits were brought to life.
Specifically, in the media kit, grid rule, rule of thirds, selective use
of bolding, brand colours, spacing, photographs, staying on brand
and developing our meaning systems.
Managing Marketing Relationships (MKTG 3458):
The Managing Marketing Relationships course helped the
agency in identifying and focusing on various stakeholders. In
the case of Vivacity, these include targeted sponsors, students,
institutions, media personnel, mentors, and communities.
Through engaging the friends of Vivacity through social media,
the Digital team set out to transform passive viewers of Vivacity
into advocates instead.
The Events, Media, and Leadership team also placed particular
emphasis on utilizing ties and resources to find and form
new connections in terms of mentors, judges, students, and
journalists. Once these relationships were developed, the teams
sought to maintain these new partnerships through several follow
up emails and phone calls which aided in strengthening these
new bonds.
Creating Brand Intelligence (MKTG 3550):
Towards the beginning of the semester, the Vivacity agency
worked to identify the archetypes, universals, and rhetoric
used in the brand. This helped to ensure consistent messaging
and designs to all stakeholders. Having a concise image of the
brand in mind helped Vivacity to target different audiences and
speak clearly about the missions and goals of the agency which
strengthened audience attention and interest.
The Guerrilla team stayed on brand with archetypes and
universals through creating creative and emotional campaigns
to engage audiences. The process in identifying and developing
universals, archetypes, and rhetoric was learned through the
notions of the Creating Brand Intelligence course.
18
BBA Marketing Curriculum
Achieving Final Portfolio Excellence
SPECIAL FEATURE
BBA Marketing Curriculum Scales to Final Portfolio Excellence
As near graduates, fourth year Professional Brand Studio students were asked to reflect on how earlier courses influenced their final
capstone in creativity.

19. Jeff Chiew, CALGARY
Attainable Homes Calgary
Corporation (AHCC) is Vivacity’s
major Sponsor for the community
challenge and their contribution
was extensive and greatly
appreciated. Attainable Homes
Calgary Corporation (AHCC) is a
not for profit enterprise and wholly
owned subsidiary of The City of
Calgary that partners with builders,
developers, lenders, lawyers and
others to bring down the upfront
costs of ownership to a $2,000
down payment.
AHCC has developed and
sold over 650 well-appointed,
entry-level homes for Calgarians.
AHCC is there to help those
who are currently in Calgary’s
housing affordability gap. AHCC
homeowners are not allowed to
rent out their housing units as part
of the Attainable Home
Ownership Program. AHCC
homeowners not only gain
stability, but you also help another
family in the future. The longer
you keep your home, the more
of its appreciation you keep to
a maximum of 75 percent after
three years. When you eventually
decide to sell your unit, a share
of the appreciation goes back
into the program to fund more
developments that will help
more Calgarians get into home
ownership.
Vivacity would like to thank
Jamie Findley, Wendy Hennel,
and Marissa Toohey from AHCC
for their time and expertise in
mentoring our post-secondary
student groups, as well as Jamie
Findley for sitting in as a judge.
19
Event Sponsorship and Partners
SPONSORSHIP AND PARTNERS
The Federation of Calgary
Communities is a member
based support organization
for over 220 not-for-profits in
Calgary including more than
150 community associations.
We offer our members
support in organizational
development, financial
services, urban planning,
crime prevention and safety,
engagement, and more.
We work to support board
members and volunteers who
improve neighbourhood life in
Calgary. We provide programs
and services that help them
build capacity to support
and mobilize residents,
identify and provide services,
and be on the front lines of
important issues affecting
their organizations and
neighbourhoods.
Along with our city’s
community associations we
make up the largest collective
volunteer movement in
Calgary, with more than
20,000 volunteers strong!
Grow Calgary is a 100%
volunteer-based urban farm
that is committed to donating
fresh produce to the local food
bank and promoting healthy
food programs in the city.
We are one of a few farms
like this in the world. Grow
Calgary is proud to have
grown to be the largest urban
farm in Canada in under two
years, and we are the ONLY
producers to contribute to
Calgary’s Compassionate
Food System, an initiative
dedicated to providing
affordable, accessible food to
vulnerable Calgarians.
By producing locally
grown food, we are ensuring
that fresh, nutritious,
healthy meals are accessible
to all Calgarians. The
Compassionate Food mission
is important to thousands
of Grow Calgary volunteers
because we believe access to
healthy, nutritious food is a
right, not a privilege.
Wild Rose:
Wild Rose Brewery Basket
and Wild Rose Brewery
Gift Certificates
The Flight Company
International:
Discovery Flights
Massage Heights:
One Hour Massages
Cineplex:
Movie and Popcorn Passes
Red Bull:
Red Bull and tickets
The Bare Moose:
NHL Onsie
Montana’s Steakhouse:
Certificates & BBQ Sauces
Calgary Hitmen:
Hockey Tickets
Yard House:
Yard House Gift Cards
Torch Motorcycles Inc:
Headphones, Portable
Speakers and Keyboard
Practical Managers:
Breakfast with Bernie
May and Business
Coaching
THANK YOU TO OUR
SPONSORS
Photo Credit: Metro News Calgary

20. Ariane Izzotti
Chloe Wong
Christina Reid
Christine Burke
Danielle Christopher
Devin Orosz
Garron Rinkel
Ian Buchanan
Ilana Derevyansky
20
SPOTLIGHT
Janelle Forrester
Jayne McKay
Jeff Chiew
Josh Sinfield
Justin Brown
Kamal Omar
Kayla Pearcey
Kelsey Pringle
Kiara Marika`
Michael Young
Monica Elford
Rose Safai Assadzadeh
Sherry Patone
Sheldon Semmler
Trenton Davis
Professor
Patti Derbyshire
Tyler Massie
The Vivacity Team
Fall 2015
Josh Sinfield, CALGARY