HomeMy WebLinkAboutWORK ORDER - RFP - 8425 ROAD TO 2020 CLIMATE ACTION PLAN COMMUNICATIONS & ENGAGEMENT SERVICESEXHIBIT A
WORK ORDER FORM
PURSUANT TO AN AGREEMENT BETWEEN
THE CITY OF FORT COLLINS
AND
PRR, INC.
DATED: 12/19/16
Work Order Number: 1
Purchase Order Number: TBD
Project Title: 8425 Road to 2020 Climate Action Plan Communications & Engagement
Services
Commencement Date: 1/3/17
Completion Date: 3/31/2017
Maximum Fee: (time and reimbursable direct costs):$91,990.00
Project Description: Per Scope of Services and Methods and Approach, attached.
The Professional agrees to perform the
services identified above and on the attached
forms in accordance with the terms and
conditions contained herein and in the
Professional Services Agreement between
the parties. In the event of a conflict between
or ambiguity in the terms of the Professional
Services Agreement and this Work Order
(including the attached forms) the
Professional Services Agreement shall
control.
The attached forms consisting of ___ (_)
pages are hereby accepted and incorporated
herein, by this reference, and Notice to
Proceed is hereby given.
PROFESSIONAL
By:_______________________________
Date:_____________________________
CITY OF FORT COLLINS
By:_________________________________
Project Manager
Date: ______________________________
By: _______________________________
Gerry Paul
Purchasing Director (over $60,000.00)
Date: ____________________________
DocuSign Envelope ID: F48A41B5-B93A-4156-B7D3-7691AEB6C8B4
12/20/2016
12/20/2016
12/27/2016
WORK ORDER #1
SCOPE OF SERVICES
SCOPE OF WORK
The key characteristics of this Scope of Work are:
1. Developing a strategic plan
2. Executing the plan with messaging and communications tactics
3. Working with the City on existing and potential engagement opportunities.
1. Strategic Plan Development will include:
o Inventory and Assessment/Research
Research into successful campaigns in other communities (taking existing work
already collected by Environmental Services staff and the City Manager graduate
intern). Research should focus on successful climate action campaigns as well as
other successful Colorado (or Mountain region) campaigns or campaigns in
communities that are more like Fort Collins in size and values such as health and
wellness campaigns.
Among the communities that have been discussed: Austin plan/Let’s Talk
Climate.org/Park City’s website.
Inventory of existing City engagement efforts around the Road to 2020 and the
Climate Action Plan.
o Identification of key audiences. The Professional will provide direction on the
following audiences identified by the City:
Further breakdown and understanding of Utilities Customer Segmentation study
Municipal organization employees
Renters vs. owners (e.g., As a homeowner, I’m more likely to be interested in on-bill
financing for home improvement as opposed to the renter who doesn’t have that
incentive).
Small businesses
Underserved populations (in tandem with CSU student study on underserved
populations)
Key outcomes of the strategic plan:
An emphasis on meeting 2020 goals by identifying multiple strategies at different levels
to involve the community (“meeting individuals where they are at”).
A listing of the highest impact strategies
An execution plan that outlines key roles and responsibilities and timelines
DocuSign Envelope ID: F48A41B5-B93A-4156-B7D3-7691AEB6C8B4
Prioritization of strategies – low, medium, high, etc.
2. A communications plan that executes specific actions identified in the Strategic Plan:
This communications and engagement work will include, although is not limited to:
o Direct messaging assistance
Any communications and engagement strategy must address:
Why do we need people to act?
What is it we want them to do?
Where do we need to be in the community with what message?
Who needs to hear from us?
What benefits can/should we articulate to different audiences?
What are the actions needed to meet the goals?
How will we measure how and whether individuals have helped achieve
these community goals?
When do we need people to act?
o Communications toolkit
Create a storytelling campaign and toolbox – visuals, newsletters, etc. – that will
communicate to a broad audience using specific examples of existing strategies
and offering specific actions (e.g., consumer product rebates (Ex: “ENERGY
STAR dishwasher rebates = something you are already doing to help accomplish
climate action goals. Here’s what else you can do.”)
Develop a clear path to connecting residents to their individual interests. (“What
is your primary interest for participating in City programs?”)
Identification of useful marketing tools and materials that could include:
Social media strategy
Website (within scope of existing site(s))
Carbon calculator
Bus benches/shelter ads and bus benches
Videos that tell community stories (in tandem with ClimateWise)
Social networks
E-newsletters
Fact sheets:
DocuSign Envelope ID: F48A41B5-B93A-4156-B7D3-7691AEB6C8B4
o For an external audience: Articulate the implementation strategies and
individual roles residents and businesses can play.
o For an internal audience: Align existing City programs with the
corresponding strategic initiative teams.
Templates for internal Strategic Initiative Teams to update the CAP
Messaging and Engagement Team on public engagement opportunities
and challenges
Other innovative communication tools that would effectively reach
audiences listed above
Key outcomes of the execution plan:
Pilot implementation and a report with assessment of results.
This execution plan will build excitement for citizen engagement with the CAP, leverage
largely existing programs to build that excitement and develop and pilot new and
innovative marketing strategies to engage the public and specific audiences in Plan
implementation.
Metrics to evaluate the success of the plan and the outreach campaigns. The plan
should result in individuals and business leaders seeing themselves in the Road to 2020
and giving people choices about actions.
Any messaging and engagement plan should not directly advocate for the Plan or a
specific individual action.
Communications and engagement will focus on BENEFITS and ACTION relationships
and how City programs support these actions – empowering, inspiring and engaging
people to take actions that align with their personal values and interests.
Furthermore, this focus should highlight that these actions are relatively easy and will get
the community to its 2020 goals or make life better for them as the goals align to their
personal values or interests.
DELIVERABLES
Based on the needs identified above, the following will be considered key deliverables:
A strategic document that takes an inventory and assesses the City’s current marketing,
communications, and engagement efforts around the Road to 2020;
Identification of the critical strategies needed to fill the gaps identified in the inventory
and assessment;
Translation of these critical strategies into a two-year communications plan for
community engagement that includes the following:
o A detailed execution plan (that includes social media and other methods to reach
multiple audiences)
DocuSign Envelope ID: F48A41B5-B93A-4156-B7D3-7691AEB6C8B4
o Key messaging by a minimum of 4 audiences that includes pilot testing with
municipal employees and engaged citizens (boards and commissions, etc).
o A series of campaigns, i.e., quarterly, that can be targeted to different audiences
to include messaging and collateral marketing materials
o Assistance with specific metrics – in tandem with the CAP Performance
Measurement team – that will help residents and the business community
understand how they fit into the CAP and its implementation
Identification of community engagement strategies with City staff and partners to allow
community deeper dive into specific strategies (transportation, energy, Ritter event in
August 2016, etc.)
o Giving residents/businesses/other audiences additional opportunities for input.
o Alignment with the City’s work with the CSU Department of Political Science and
the Center for Public Deliberation.
o Lead coordination of Innovation Summit to be held by the end of the first quarter
of 2017.
TIMELINE
A draft Strategic Plan (Work Order #1) will be completed by the end of the first quarter of 2017
followed by implementation of the plan (Work Order #2) beginning in the second quarter of
2017.
DocuSign Envelope ID: F48A41B5-B93A-4156-B7D3-7691AEB6C8B4
WORK ORDER #1
SCHEDULE OF RATES & COSTS
Estimate of the Cost and Hours Required
ACTIVITY HOURS COST
Discovery
Workshop 34 $9,867.00
Literature Review 82 $13,068.00
Audit 40 $6,196.00
Objectives refined and
metrics developed
24 $4,450.00
Audiences identified and
prioritized
12 $2,773.00
Plan
Write Plan 133 $22,332.0
Innovation Summit 34 $9,867.00
Evaluation
Monitoring and course
correction
24 $5,029.00
Project Management
Client calls and coordination 40 $8,382.00
Reports 48 $7,511.00
Coordination meetings 12 $2,515.00
Project Total (not to exceed) 483 $91,990.00
DocuSign Envelope ID: F48A41B5-B93A-4156-B7D3-7691AEB6C8B4
DocuSign Envelope ID: F48A41B5-B93A-4156-B7D3-7691AEB6C8B4
DocuSign Envelope ID: F48A41B5-B93A-4156-B7D3-7691AEB6C8B4