SR 02-14-2017 7E
Ci ty Council
Report
City Council Meeting : February 14, 2017
Agenda Item: 3.E
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To: Mayor and City Council
From: Debbie Lee, Chief Communications Officer , City Manager's Office, Office of
Communications
Subject: Strategic Communications and Community Outreach Services
Recommended Action
Staff recommends that the City Council:
1. A ward RFP# 89 to GOOD Worldwide Inc., a California -based company for
strategic communications and outreach services ;
2. Authorize the City Manager to negotiate and execute a three -year agreement
with GOOD Worldwide Inc. in an amount not to exceed $350,000 , with future
year funding contingent on Council budget approval.
Executive Summary
To maximize public awareness and engagement in three of the City’s five Strategic
Goals (i.e. Inclusive and Diverse Community, Homelessness, and Learn + Thrive), staff
reco mmends securing a contract with GOOD Worldwide Inc. for strategic
communications and outreach services for a three -year term with a total not to exceed
$350 ,000.The project would include development, implementation, production, and
reporting of an overarch ing, integrated communications and outreach campaign that
would include community outreach, community education, general
promotion/advertising, experiential marketing, PR/earned/social media, and government
and community relations.
Background
In August 2015, the Santa Monica City Council considered twelve possible policy and
project initiatives and ultimately prioritized five strategic goals that are expected to
have the greatest affirmative effect on community safety, wellbeing, prosperity,
quality of l ife and sustainability. The goals include:
1. Maintaining an Inclusive and Diverse Community;
2. Establishing a new model of mobility;
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3. Closing the Santa Monica Airport when legally permissible;
4. Taking a leadership role in regional efforts addressing homelessne ss; and
5. Fostering a community partnership to Learn + Thrive
The Five Strategic Goals inform and help prioritize the work of City staff over the
coming years, as they continue to provide essential City services and programs. The
recommended firm would work closely with staff to develop an integrated
communications and community outreach plan. The goal is to better integrate and
elevate the work happening city -wide related to these strategic goals resulting in
broader awareness and to more proactively engag e residents, employers, and
employees of Santa Monica in current and future efforts that support and further the
Homelessness, Inclusive and Diverse Community , and Learn + Thrive Strategic
Goals.
Discussion
O ver the next six to 24 months, staff and the r ecommended firm, working in
consultation with internal subject matter experts and community members, would
identify and implement communications , outreach, and educational strategies for an
overarching campaign focusing on the initial goal of ensuring that Santa Monica’s
residents, workers, students, and visitors are informed , educated, and engaged in the
work happening city -wide to support these strategic goals.
Strategic Goal 1: Homelessness
For the more than 700 homeless individuals in Santa Monica an d over 44,000 living in
Los Angeles County, life is a year -round struggle. Santa Monica has long been a leader
in providing resources and assistance to the most vulnerable members of society , yet
local government cannot address this issue alone. Now is the time to raise the level of
awareness among residents, businesses, and visitors about local and regional efforts to
address homelessness, and build new public -private partnerships. Specific
communications and outreach efforts for this strategic goal would also include
identifying and promoting innovative collaborations and behavior changes that support
solutions.
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Strategic Goal 2: Inclusive + Diverse Community
The focus of this goal is to maintain an inclusive and diverse community, through efforts
like increasing affordable housing, celebrating diversity, raising workers’ incomes, and
helping Santa Monicans stay in their homes. Specific communications and outreach
efforts for this s trategic g oal would also focus on having the public gain an
understanding of the City’s commitment and efforts to ensure Santa Monica is an
inclusive and diverse community.
Strategic Goal 3: Learn + Thrive
Lifelong learning has been a priority in Santa Monica for many years, shaped through
the City’s collaboration with schoo ls, service providers, residents and community
leaders. Learn + Thrive builds upon the work already accomplished by the Santa
Monica Cradle to Career Initiative (SMC2C), and through the wide range of cultural, art,
educational and recreational classes, sto ry -times and workshops offered by the City’s
Community and Cultural Services Department and our five -star public library system.
Specific communications and outreach efforts for this s trategic g oal also include a focus
on the availability and integration o f services to ultimately increase use of the C ity
services and ensure residents and employees have an environment to learn and thrive
in Santa Monica.
Vendor/Consultant Selection
On October 24, 2016, the City issued a Request for Proposals (RFP) for Marke ting
and Community Outreach Services . The RFP was posted on the City’s on -line
bidding site, and notices were advertised in the Santa Monica Daily Press in
accordance with City Charter and Municipal Code provisions. A total of 87
prospective vendors downlo aded the proposal and eleven firms responded.
Responses to the RFP were reviewed by a selection panel of staff from the City
Manager’s Office, Community and Cultural Services, and Housing and Economic
Development.
Evaluation of the proposals was based on the following selection criteria:
Experience; References; Work Plans and Timelines; Project Team; Cost; Sample
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Material; and Flexibility, Creativity, and Responsiveness. Four short -listed firms
were also invited to provide the selection panel with a presen tation/ demonstration.
Following the presentation phase, the top two applicants were asked follow up
questions to better understand their team’s skillsets and related costs as well as
local grassroots marketing capabilities. The final applicant was asked to submit its
final and best offer and revise rates to be competitive with other firms which aided in
selection of the recommended firm.
GOOD Worldwide Inc. is experienced in campaign development including strategy,
messaging and design, market research, grassroots and digital marketing, and metrics
and reporting. GOOD provided strong marketing expertise and creative abilities as the
City’s partner and creative lead for “GoSaMo”, the City of Santa Monica’s mobility
campaign launched in May 2016 resulting i n broader community awareness and use
of integrated transportation options in and around Santa Monica. GOOD has shown
leadership and continued flexibility while integrating messaging and deliverables
across complex stakeholders, managing end to end implem entation of the campaign
including development of digital and print deliverables that make complex topics much
more approachable, and leveraging local PR/earned and social media expertise to
broaden visibility to Santa Monica residents, employers and emplo yees. Its national
marketing expertise combined with its unique ability to see and implement local
opportunities on behalf of the City of Santa Monica makes it the best candidate to
partner with on this new stream of work. Reference checks indicate the f irm is a
strong partner, highly creative, and has expertise with outreach programs that make a
positive difference across a variety of industries.
Staff recommends GOOD Worldwide Inc. as the best qualified firm to develop an
overarching campaign focusing on Homelessness, Inclusive and Diverse Community ,
and Learn + Thrive within Santa Monica, including a full outreach and implementation
plan, development of outreach tools, and supporting measurements.
Financial Impacts and Budget Actions
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The agreement to be awarded to GOOD Worldwide Inc. is for an amount not to exceed
$350,000. Funds of $350,000 are available in the FY 2016 -17 budget. The agreement
will be charged to account SO015601.589000. Future year funding is contingent on
Council budget approval.
Prepared By: Kathy LePrevost, Administrative Services Officer
Approved
Forwarded to Council
Reference:
Agreement No. 10426
(CCS)