SR-080610-1E~-+ Supplemental
sanfta nion.es City Council Report
City Council Meeting: June 10, 2008
Agenda Item: ~_~
To: Mayor and City Council
From: Donald Patterson, Assistant to the City Manager, Management Services
Subject: Non-Smoking Ordinance Outreach Campaign
Executive Summary
At its May 27, 2008 meeting, Council requested additional information regarding the
selection process used that resulted. in the committee's recommendation that selected
Southard Communication as the best proposer. Consistent with numerous other
consultant solicitations by the City, the Request for Proposals (RFP) for the non-
smoking outreach campaign was developed in a manner and issued. to allow many firms
to present their approaches and qualifications to meet the needs of the City. The City's
RFP process is deliberately designed to provide some. flexibility in determining the best
overall proposer based on the factors outlined in Santa Monica Municipal Code Section
2.24.073.. The RFP process is also intentionally designed to spread the widest
reasonable reach so that.the City obtains the benefit of receiving as many potentially
qualified proposals as possible. While after initial review clearly unqualified proposers
are culled from further consideration, there is ample room at the beginning of the
evaluation process to consider firms whose initial proposals meet every possible
qualification as well as City, discretion to consider those from firms whose proposals
substantially meet all criteria and whose proposals appear to present only minor
deviations. As an example, if all the criteria, including the 5:00 p.m. deadline were
stringently applied to the proposers, all of the finalist would have been eliminated. It is
therefore believed that all respondents were treated fairly and equitably and that we
best responded to the intent of the competitive process to solicit proposals. The City can
and will review its practices and make any recommended changes as appropriate.
For this RFP, recognizing the importance of developing a campaign that was supported
by and developed with diverse stakeholders, the selection committee was broadened to
include representatives from all affected City departments including the City Manager's
Office, the City Attorney's Office; the Big Blue Bus and Community and Cultural
Services, as well as representatives from affected stakeholder groups, such as the
Convention and Visitors Bureau, the Pier Restoration Corporation and. the Bayside
District. Each stakeholder separately evaluated each proposal and all of the scores
were tabulated. The factors and qualifications outlined in the RFP disqualified plainly
non-qualified firms but in keeping with the desire to maintain as broadly competitive pool
as possible, all firms whose proposals met all or virtually all of the initial criteria and who
received high overall scores from the stakeholders were requested to provide additional
information. In the end, the final scores reflected strengths and weaknesses in the
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various factors from all companies and the selection committee's recommendation for
the best overall proposal is consistent with the competitive RFP process.
Background
The City frequently utilizes a RFP process to select firms that are ultimately contracted
with to provide professional services. The RFP process is used to ensure a fair,
competitive selection process and to provide all interested parties the opportunity to
present their ideas to accomplish the goals of the project. RFPs typically are designed
to provide enough flexibility for interested parties to propose approaches and methods
thaf can meet the needs of the City. RFPs are also designed to solicit the best ideas
from a company and are meant to be flexible enough to allow firms to demonstrate their
abilities in a variety of creative ways. Scopes of work and minimum qualifications are
designed to be broad enough to ensure that firms have experience in the given field and
know the areas of expertise that should be focused on in the submitted proposal. These
qualifications are used to screen out proposers that do not demonstrate basic ability to
provide the service. However, if a firm demonstrates overall ability and qualifications
required to deliver the project but does not specifically address one aspect of the scope
or qualifications, they are routinely continued in the selection process to be evaluated
against all proposers in order to determine the overall best proposer. Following initial
screening, RFPs are reviewed by a selection committee of Staff and sometimes non-
staff stakeholders. The selection committee's role is to review all proposals against the
outlined scope, goals and qualifications and determine rankings utilizing the criteria set
forth in the RFP and the municipal code. Following the initial screening process, top-
ranked firms based on review and scoring of all criteria are invited to an interview which
is used. to ask specific questions about the firm and it also provides the opportunity for
the proposers to provide additional information. The committee makes its
recommendation based on review of .all criteria and material provided in the written
proposal, the interview and any additional materials provided.
Discussion
In February 2008, an RFP was issued to develop and implement the public outreach
campaign. The primary goal of this campaign will be to increase awareness of the
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Santa .Monica smoking ordinances and reduce smoking in restricted public areas and
be effective among several target audiences, including residents, domestic and foreign
tourists, and regional visitors. The RFP defined the primary goal of the project as to
increase awareness of the Santa Mohica smoking ordinance among all target
audiences and reduce smoking in restricted public areas. In order to accomplish this,
the firm was expected to-work closely-with the-City and-otherstakeholders to-create-a
program that .will be effective in several target audiences, composed of residents,
tourists (domestic and foreign) and regional visitors who take day trips to Santa Monica
to work, shop and/or recreate. The RFP specified minimum qualifications exactly as
follows:
All applicants should have demonstrable qualifications in the following areas:
• Experience designing and implementing social marketing campaigns and
programs.
• Experience Creating campaigns that are effective across diverse cultures and
cultures and backgrounds.
• Ability fo translate, literally and culturally, into other languages including Spanish
and Japanese:
• Experience working with public agencies.
Staff reviewed proposals. against the criteria outlined above and found that Southard
Communications complied with the terms of the RFP: Specifically related to the ability to
translate into other languages, staff found that Southard provided demonstrated
experience in reaching diverse audiences through their work with U.S. Military Academy
at West Point where they outlined an outreach effort targeting the Spanish speaking
community. Additionally, throughout their proposal, staff felt that Southard demonstrated
the ability to develop programs that targeted diverse groups; such as families, kids,
businesses and other targeted diverse stakeholder groups. As the RFP was intended to
outline the goals of the program and to be broad enough to allow the selection
committee to consider all relative factors, the lack of a specific example in Japanese
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was determined to be a minor irregularity and not an initial disqualifying factor and that
the RFP would be further evaluated by the entire committee and ranked with other
proposals received based on all information provided. In other words in the initial
screening of proposals, the phrase "including Spanish and Japanese" was considered
to be illustrative of the need of each proposer to demonstrate wide ranging language
skills.. It was not intended to be limited exclusively or even primarily to just these
languages.
In order to ensure a broad representation of stakeholders in the evaluatioh process for
the non-smoking outreach campaign, staff sought representatives from all affected
departments and major stakeholder groups.- This resulted in a large- evaluation
committee that had representatives from 'the following departments and stakeholder
groups:
City
City Manager's Office
City Attorney's Office
Big Blue Bus
Community and Cultural Services
Stakeholder Groups
Convention and Visitors Bureau
Pier Restoration Corporation
Bayside District
Each evaluator was asked to review the proposals independently and to provide a score
based on the structure and experience of the firm, the proposed program capabilities,
program logistics and documentation. The specifics under each section were developed
to be consistent with Santa Monica Municipal Code Section 2.24.073, "Professional
Services Contracts."
Following the independent evaluation of all factors, average scores were calculated..
The top three firms, Southard, Pathways Communication and Healthier Solutions were
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invited to interviews: During the interview process firms were provided the opportunity to
present additional information and were asked questions to verify or expand on their
proposal and qualifications. The evaluation committee .discussed the results of the
interview and considered additional information received with that provided in the written
response. The committee unanimously agreed that Southard Communication
presented the best overall proposal. Specifically, Southard:
• Demonstrated experience designing and implementing social marketing
campaigns and programs through their work with Hooked on Phonics and PBS
and a campaign aimed at helping people quit smoking entitled "Smokebusters."
• Demonstrated ability to create campaigns that. are effective across diverse
cultures and backgrounds and their experience working with various non-profit
and private companies.
The. campaign approach presented by Southard was comprehensive and
innovative. They proposed a research-based approach to effectively target
diverse audiences that was based on developing a baseline measurement of
awareness of the non-smoking regulations and awareness/recognition of the
existing "Fresh Air Santa Monica" campaign. Examples of campaign ideas
include development of a toolkit for businesses, targeted media and business
outreach, targeted stakeholder and smoker outreach, developing partnerships
with various affected groups to design a comprehensive campaign that quickly
gains support from the various affected stakeholders and groups and logo and.
brand development.
With respect to language, during the review process Southard demonstrated to the
satisfaction of the evaluation committee that it had broad language skills, including
Japanese. Specially, Southard presented information on the individual who would
provide the services to translate the program into Japanese.
Prepared by:
Donald Patterson, Assistant to the City Manager
roved:
Donald Patterson v amont Ewell
Assistant to the City Manager ity Manager
Mariagement Services
Forwarded to Council:
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~;tYOf City Council Report
Santa Monica
City Council Meeting: May 27, 2008
Agenda Item: l -K-°'
To: Mayor and City Council
From: Donald Patterson, Assistant to the City Manager, Management Services
Subject: Non-Smoking Ordinance Outreach Campaign
Recommended Action
Staff recommends that Council authorize the City Manager to negotiate and execute a
contract with Southard Communications in an amount not to exceed $150,000 to design
and implement a comprehensive branding and public education program for Santa
Monica's non-smoking ordinances.
Executive Summary
The City of Santa Monica has passed a series of ordinances that prohibit smoking at the
beach, parks, most of the pier, outdoor dining and bar areas, Third Street Promenade,
waiting areas, farmer's markets and within 20 feet of any door or window of a building
open to the public. Each ordinance was followed by a specific public education
campaign targeted to the new regulations. Mr. Butts was used for the beach campaign
and Fresh Air Santa Monica was used for the most recent campaign. Signage and
messaging continues to be location specific. During the midyear budget, Council
allocated $150,000 to create a branding program and educational outreach campaign
that will inform the public of where people can and can. nofsmoke.
Background
The City of Santa Monica hasenacted a number of ordinances to expand smoke-free
areas in Santa Monica. At the April 8, 2003 meeting, Council adopted an ordinance
adding section 4.44.040 to the Santa Monica municipal code, which prohibited smoking
in city parks. The code was amended by Council in 2004 to prohibit smoking on Santa
Monica beaches and the Pier, except in designated areas. On October 24, 2006, the
municipal code was further expanded to ban smoking. in all outdoor dining and service
areas, areas within 20 feet of entrances, exits or opeh windows of buildings open to the
public, the Third Street Promenade, and Farmers Markets.
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Each time the municipal code was updated, a campaign was developed to implement
signage and inform the public of the new restrictions: It is clear that a unified approach
to signage and public information is preferred to avoid confusion among residents and
day visitors and tourists.
Discussion
During the mid-year budget report this fiscal year, Council allocated $150,000 to create
a public education and signage campaign that will unite all of the smoking ordinances
into one cohesive brand and provide assistance to public areas (such as the
Promenade, Pier and parks) and private businesses in enforcing new ahd existing
smoking ordinances. In February 2008, an RFP was issued to develop and implement
the public outreach campaign. The primary goal of this campaign will be to increase
awareness of the Santa Monica smoking ordinances and reduce smoking. in restricted
public areas and be effective among several target audiences, including residents,
domestic and foreign tourists, grid regional visitors.
The Request for Proposals was advertised online, and proposals were solicited from
individuals and organizations that had previously worked with the city on social
marketing campaigns (including smoking and panhandling). Eight proposals were
Yeceived that met the requirements outlined in the RFP. A reviewteam comprised of
representatives from the Big Blue Bus, Convention and Visitors Bureau, Community and
Cultural Services, Pier Restoration Corporation, Bayside District, City Attorney's Office
and City Manager's Office individually reviewed and scored each written proposal. The
top three candidates were invited to give a presentation for the review team: Selection
was based on elements of the written proposal, the quality of the presentation and the
candidates' responses to the review team's inquiries regarding the proposal. After
viewing the three presentations, the review team unanimously .chose Southard
Communications.
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The RFP review team unanimously recommends Southard Communications as the
vendor for this project based on their experience designing and- implementing social
marketing campaigns and programs; demonstrated ability to create campaigns that are
effective across diverse cultures and backgrounds and their experience working with
various non-profit and private companies. The. campaign approach presented by
Southard- was comprehensive and innovative. They proposed a research-based
approach to effectively target diverse audiences. Examples of campaign ideas include
development of a toolkit for businesses., media and business outreach, developing
partnerships with various affected groups and logo and brand development:
Financial Impacts & Budget Actions
Funds in the amount of $150,000 are available at account
Prepared by:
Rachel Waugh, Publications Manager
Approved: Forwarded to Council:
Donald Patterson P amont Ew II
Assistant to the City Manager ity Manager
Management Services
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Reference Contract
No. 8932 (CCS).