HomeMy WebLinkAboutdeNovo Marketing, LLC 02.01.21Thank you for requesting this proposal!
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Planning for Success
PREPARED FOR:
Wendy Bowman
The City of Waterloo
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Jennifer Neumann
de Novo Marketing
09/30/2020
LEITER OF INTEREST
September 30th, 2020 d e c v10
To the City of Waterloo City Staff g Council:
Thank you for the opportunity to share our experience, interest,
and approach to community development and planning for the City of Waterloo.
Over the years weve developed abit of a reputation for combining data -based information
with sound communications practices and award-winning creativity to help communities
and organizations set and achieve their goals. Our experience across communities and
organizations provides context and experience to the strategies and initiatives we help to put
in place. We are excited for the opportunity to put our methodology into play for Waterloo
and make meaningful changes by setting attainable yet impactful changes to help your
community achieve its potential.
We have big plans for you. By combining our knowledge of your community with our
objective perspective and inventive processes for gathering community input, we will help
you find and articulate a community vision that will propel Waterloo forward. Once weve
established that, well work to develop aplan to get you there by aligning community
resources with what we learn in the input process. We envision a set of goals to be achieved in
your eight-year time frame that will grow and better Waterloo, while leveraging the great
talents, passion, and the attributes that underpin your city.
Were experienced, effective, responsive and aheckuvalot of fun to work with. While our
entireteam of 16 will at some point be apart of this campaign, the following two
representatives willbe integrally involved.
Your main point of contact and account manager will be:
Jill Mast, VP, Director of Client Service. jill@thinkdenovo.com 319.200.4405
Community facilitation and analysis will be administeredby:
Jen Neumann, CEO. jen@thinkdenovo.com 319.200.4901
This letter officially indicates our (extreme) interest in serving as your partner in visioning
and planning, and is valid for 90 days from the date of submission. Let's roll!
Jennifer A. Neumann Signed: 9.29.2020
CEO, de Novo Marketing
When a community decides to work with de Novo, theVre usually looking for a different
approach than the standard focus group and foam core on a tripod approach. It's in our name
after all — de Novo is Latin for "new' or "fresh" It can also mean "again, but in a different way."
At de Novo, our processes and plans center aroundyour goals. We start with them in mind
and workbackward from that point to develop a plan that is intrinsic to your community and
no one elses.
Since 2007, weve grown from two people working in a closet -sized room to a full-service
marketing& communicadonsagencywith a large open office to accommodate our growing
staff. Our offices also contain a full video and photography studio, an audio suite, and
conference rooms to meet the growing needs of our clients and provide both staff and clients
with meeting space optimized for collaboration.
Just as the community and economic development landscape has changed over the last 13+
years, so have we. But we've never let go of our core philosophy —by seeking first to
understand, by diving deep into the collective hopes and dreams of a community, and by
merging that with a deep understanding of human behavior and realistic yet ambitious
planning, we help communities plan for their successful future.
Our Collective Creative
At de Novo, our team is your team. We work closely with you
to develop the strategies and tactics that help you meet your
goals. Weve always worked in abig open office, conducive to
collaboration, but made a natural switch to remote and
hybrid office presence in March. We collaborate across
Slack—and other services to keep our communication and
communication levels high and share the occasional meme.
One of the benefits of working with our team is that you get
the best of our collective experience and creative. It's
something that sets us apart and gives our clients a
competitive advantage.
Meet our team and learn about our departmental structure below:
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The de Novo Team
Leadership
Jen Neumann / Owner & CEO
Jen Neumann is the creative fulcrum and behavioral design nerd
of the team. She blends usability, effective communications,
industry standards, and cutting edge technology to create tactics
that work and is the person we lean on to lead community
conversations and develop a vision for our clients. Her experience
across multiple community-based projects and industries
provides context and balance to our projects.
Jill Mast /VP, Director of Client Service & Waterloo Native
For nearly 20 years, Jill has worked with clients from almost every
industry under the sun—from tourism to transportation,
healthcare, finance, and entertainment—you name it, she s done it.
She loves the fast pace of the marketing world, and enjoys helping
clients figure out ways around their challenges to help them meet
their goals. She loves any chance she gets to rally her team to solve
your marketing problems.
Account Management and Administration
Our account team works with everyone on staff to make sure your project/s run smoothly
and meet your needs.
Lydia Sax/ Director of Operations
Lydiakeeps the wheels on! She brings over 10 years of media
buying, account management, and operations experience to the
table. In addition to running the day-to-day operations of de Novo,
she worksbehind the scenes with your account manager,
making sure your needs are communicated to the rest of the team,
and ensures that your campaigns and projects are running
smoothly.
.Z
Alicia Anderson / Account Manager + Digital Strategist
Aliciabrings her experience with both digital and traditional to the
team, and an infectious energy, too! Experienced in multiple
industries, Alicia builds and deploys strategies, relying on deep
industry knowledge and creativity to help clients succeed in an
over -saturated world of advertising.
Jennifer Shaddox / Account Manager
With more than 20 years of account management experience to
guide her, Jennifer knows what it takes to deliver thoughtful,
effective and refreshingly creative marketing solutions. Working
within your specifiedbudget and schedule, she assembles our A -
team to produce outstanding strategies, websites, logos and more.
Need some collateral? The A -Team is on it. How about new
branding? Yep, they're on that too. (We dont believe in B -teams.)
Ryan Shenefelt /Account Manager + Digital Strategist
A digital native, Ryan builds and leads strategies that help our
clients reach their goals. As an account manager, Ryanbalances
clients needs with implementation, combining creativity, strategy
and innovation to bring client campaigns to life.
Kelly Stapella / Writer+ Communications Manager & Waterloo
Native
Kelly blends creative writing with fact -based strategy to create
honest, original content that both informs and entertains.
Using natural curiosity and a drive for life-long learning, she will
delve into your audience, competition, strategies, and most
importantly—your bran8s voice. Also, need alimerick on the fly?
Shes got you covered.
The Creative Team
Our creative team works to make your project visually effective - while staying true to your
brand. Our award-winning designers work with our team to apply their talents to your
project and help you reach your goals.
Rebecca Skalsky / Director of Creative Services - Design
Department
Beccabrings home the bacon when it comes to award-winning
design.
In the time she s been on our team, her work has won multiple
awards and resulted in countless happy clients. Her clean, visually
striking designs bring life to your brand and entice viewers to take
a closer look. An artist across many mediums, Beccabrings an
artistic eye to every process: branding, design work, signage, street art, and painting are just a
few ways Beccabrings her art to life for our clients.
Chris Moore /Art Director
You may have never met our Art Director, Chris, but we bet yotive
seen his work. For over 20 years, Chris has helped countless area
businesses and organizations create recognizable graphic
identities, including Downtown Cedar Rapids, ImOn
Communications, Lion Bridge Brewery, Short's Whiskey and the
Cedar Rapids Public Library, just to name a few.
Javier Ducker / Multimedia Specialist
Javier, Javi—or just plain Jav—comes to de Novo with more than a
decade of experience in graphic design, photography and visual
storytelling. Over the course of his career, hes worked with iconic
brands like Coca Cola and UNICEF across avariety of mediums,
from magazines to digital ads to video. Hes got apassion for
editorial design and photo portraiture, but dont put Jav in abox—
as our master of Mixed Media, he can do it all.
The Digital Team
This powerhouse team connects creativity and logic to make yourbrand perform well in the
digital realm andbeyond. They combine perfectly created content with data to drive results,
measure performance and constantly make adjustments to better inbound and outbound
marketing performance.
Taylor Gehrls / Director of Data & Digital Services
Taylor Gehrls brings dual experience in digital strategy and data
analysis—and a track record for analyzing and interpreting data to
help clients gain insight. Data serves as our foundation for
decision malting at de Novo.
Unwilling to shy away from the next challenge, shell jump in to
tackle any project on any platform, from visualizing volumes of
appended data, to email, AdWords, and social media. When it
comes to your digital strategy, count on Taylor to deliver successful advertising campaigns
that captive your audience, and engage them in ameaningful conversation about your
brand.
Brooke Ruckdaschel / Web Developer
Art & Science. left-brained/Right-brained. As aweb developer,
Brooke uses her educational background and expertise in design
and code to create award-winning websites that are as functional as
they are beautiful. She strives to stay ahead of the technological
curve in order to build and maintain sites that look current and
fresh, with the underpinnings of tech to allow for customized
functionality.
The Video Team
MaraSwenson/ Web Developer
As a Web Developer, she works onboth the front-end and server -
side to build modern, high -performing websites for our clients.
Shes an advocate for accessibility in design and custom
solutions forbusiness needs, and works to anticipate changes to
keep sites functioning at their best, and secure for users.
Matt Browning/ Digital Strategist
Matt joined de Novo as a digital strategist after a career as ahigh
school English teacher. If he survived that, he can do anything.
Building on his intuitive knowledge of digital marketing, Matt
ensures our campaigns are effective and help our clients meet their
goals. On top of helping our clients engage with their audiences on
social media, Matt is Google AdWords Certified, and is ablack belt
in digital jujitsu.
Our team of producers and photographers work strategically to plan and capture your
message and combine it with compelling visuals, voice, music and animation to tell your
story in away that resonates with your audiences.
Annie Sexton -Stewart / Director of Creative Services- Video
Department
As the head of our video department, Annie works with you to give
your community, brand, or product a new life on screen with eye-
catching imagery and compelling messaging. Shes alover of visual
media and storytelling and enjoys putting the puzzle pieces of a
great video together. Shes a masterful producer who excels at
finding the story and telling it in a compelling way.
Andrew Ravera/ Video Producer
Andrew is a visual artist who is committed to the highest quality
capture of photo, video, and audio. He listens for the story, looks
for the unique perspective, and pulls together and captures the
perfect blend of footage and imagery that leaves the viewer with a
great understanding of the subject. His attention to detail,
commitment to excellence and to project goals is what makes his
work amazing. Hes also a total geek when it comes to AV
equipment. Dotit get him started. Please.
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Let's start with a couple of philosophies. First thing's first,
we start with your goals.
Not the big community goals that come from the planning
process (that comes later) but your goal of setting Waterloo
on a path to meet the potential that lies within Iowas most
diverse city. Yourgoals become ourgoals. That's how we
work
•
JU`
OUR,
Next, it is setting the understanding that we believe that
every community has its own DNA And that DNA is what
is special about the community. If youre seeking aplan that
turns you into Austin, Texas, or somewhere that isiit Waterloo, you should probably stop
reading now.
S0 with us7Good. We think Waterloo is an amazing community and weve done the research
through previous community projects that show the grit and grace this community has in its
DNA Our mission will be to find those instances, history, passion for a shared community
vision of inclusive success, and map that to resources and strategies that the City of Waterloo
and its community partners can make happen over the next eight years andbeyond.
Proposed Project Work Plan
Make no mistake: this is an ambitious plan, but were ambitious people here at de Novo. Weve
adapted our process to your timeline and have mapped out the planned approach.
Because it's 2020....
It should be noted that all events and interviews will be designed to meet the safety standards
of the community. We are prepared and experienced for a mix of in-person meetings and
virtual events and will work to make access and voices equitable in all formats. We will rely
heavily on the tools of digital engagement but are also willing and able to meet in-person
with all precautions taken. This will be determined in our initial internal meeting and will
pivot and flex as required by the times were all living in.
Starting at the beginning, meeting with your internal team to affirm timelines and
deliverables, we will then move to kick-off the project with identified community
stakeholders. Stakeholders arent strictly defined by who is in office, or who runs abusiness,
but rather a cross-section of the community. Certainly elected officials and representatives
of business and non-profit industries are a part of this initial meeting, but we also need to
hear from those who represent in obvious and non -obvious ways, different segments of the
community and share apassion for the community and genuinely want to work toward a
collective community vision that they can see themselves and the different parts of the
community they represent, as apart of
In the Stakeholder Kick Off Meeting we will -
1. Begin the discussion on what each persons hopes and dreams for Waterloo look like -
beginning to build a future vision.
Of note, when we do survey work within a community, we expect a fair amount of negative
feedback, but we also seek to find what people are passionate about, or hope to see improved
upon. Our goal istit to sugar coat anything, but we seek to find the positives among the
community instead of building surveys designed only to determine what people are unhappy
about.
2. Begin to get a feel for some of the ideas and projects that can help transform the
community. We will be collecting these throughout the entire process and ensuring that we
balance them with the level of community support for each, and the available resources over
the nem eight years.
During this part of the process, we will also begin to categorize goals based on community
partnerships and who each goal, when achieved, benefits, to ensure that we are working
across the entire community.
3. Provide an overview of how we work and what our next steps will be, and how we will keep
this group informed.
Community Input - Sparking Ideas!
In recent years weve worked with Waterloo entities to gather data and help them to articulate
their mission. WeM begin with that data, as well as other data that is available, as our
foundation as we see community input. Well do that in the following ways:
1. A community -wide survey designed to identify sentiment within the community (dont
worry, we bring the Kleenex), but to also pull out the ideas, big and small, that exist within
your own populace. Upon completion of the incentivized survey (we typically hold a drawing
for participants in order to boost participation) is alink to an opportunity to share either
their "Waterloo Story" or a "Big Idea:' (Or both)
• Please note, that we will work with Waterloo to provide paper and translated versions to
be distributed within your various communities, as identified in our internal meetings.
2. By collecting those stories and ideas, we begin to find patterns and inspiration. Sure, we
find complaints, that's the nature of this work, but we also find those elements that give us
insight into the future.
Traditionally, this is where we would curate those ideas and plan a "Spark Event:'
Spark Events are a chance for the community to come together and share ideas. Because of
the challenges of the pandemic, we propose identifying stories and ideas, and interviewing
and recording them via digital channels (and in-person with precautions if needed due to
barriers). We will compile these into online "Spark Videos' of up to 10 stories/ideas for the
City to share and allow for voting and input, which will be ongoing as we perform our
internal and external scan of resources.
See our examples for the in-person Spark Event we held for North Liberty. Obviously, a
virtual presentation of the ideas and stories is less than ideal - and we may be able to "screen'
this for a small audience, but the output of the event will still be an important facet of
communitybuy into the Strategic Plan.
3. The results of this work will be to identify mutual goals across the community. Some of
these may be partnerships that form as a result of this work, and some of them may stand
alone.
Time to bring the Stakeholders back together
Finally, we will meet with the initial stakeholder group to go over data, and show how certain
ideas, goals and initiatives from the community input process and Spark align with the initial
work, and have a discussion on how we shape those into a Strategic Plan to be achieved in the
next eight years. At this point we will begin to outline the major goals in ahigh level format.
Mapping Resources to Ideas
de Novo will perform internal and external assessments of current andprojected resources
and development plans, in order to gain an understanding of what exists and what is
currently planned for the future, and map that to the goals for the community that will be
laid out in the final Strategic Plan.
This will include:
Reports or discussions from City department staff on current and future state/plans
Economic data compiled from local and national resources to identify strengths in
industry, identified yet under -represented industries, and opportunities for new
industries, as well as an assessment on how many new opportunities should be in -
progress or realized over the course of the eight-year plan to realize success, and how
that process is actualized.
Compilation of current data from the City and outside organizations and groups on
community issues, including but not limited to racial inequity and justice,
homelessness, food insecurity, and achievement gaps, and how they relate to the stated
goals of stakeholders and the community
Strategic Plan - Working Title:
8 x 8 (Eight by Eight) Waterloo
Given that yonve established an eight -yew time frame for the Community Strategic Plan to
be implemented and measured, we could po tentiaHy frame our planning work around the
idea of framing eight goals that are identified through community input and assessed for fit
with the community, whether they will make ameasurable and desired difference, and by
level of difficulty in achieving them. (This is aworking title only, to show how we can frame
the goals for partners and the public to easily grasp the plans main ideas.)
We anticipate that some goals, around community partnerships or expansion of current
programs, plans and initiatives, will be easier to achieve, and others,such as diversifying
business through a specified number of economic development projects, will be more
difficult. We will work closely with City staff to ensure that goals can be achieved and that the
City will be able to identify and allocate the partnerships and resources to achieve them.
Potential Framework:
8 z 8 Waterloo: Eight Big Ideas in Eight Years
As we frame each goal and map resources to each, we will build each goal out in a format that
identifies the following:
GOAL- Each of the (proposed eight) main goals for the community
PARTNERS & RESPONSIBLE PARTIES: This outlines the staff, departments and
partners responsible for the line item activities and the high level expectations for how
each objective under the main goal will be achieved. It provides accountability and
identifies the team that will be supporting each goal. Each goal will have a "champion'
responsible for seeing the process through to fruition.
OBJECTIVES: These are the major milestones andbenchmarks that need to happen (and
when) to achieve each goal.
SPECIFIC ACTIVATES: The activities are the initially identified and agreed upon tasks
that support the completion of each objective. The timeline built around these
activities drives the completion of each goal.
MEASUREMENT & REPORTING: The internal facing document allows for
communication and completion of tasks and activities and helps the team understand
whether they are on track for completion or need intervention or assistance.
CELEBRATION: It is important that as main goals are completed that abuilt in
announcement and celebration of the achievement is a part of the process and shared
with the community.
The internal document will be in a collaborative format, such as a shared document or a
project management program.
External Coy mutdcations of the Vision and
Plan
Our work will conclude with a public facing document that easily communicates and
visualizes the plan in simple and clear terms. It should convey the following:
1. A community vision statement that everyone can understand, remember and embrace
3. An easy to understand format for the strategic plan, such as a title like 8x8, or another
potential slogan/name that communicates optimism and intent
3. Avisually engaging format that provides top-level information on goals, time frames,
partners and intended outcomes.
4. Links to resources, additional data used and the full plan
Action Items and Final Deliverables (Scope)
Phase 1: Community Vision
• Internalkick-off
• Stakeholder kick-off
• Community Survey/Interviews (plus up to 5 group interviews/focus groups)
• Collection of Waterloo Stories and Ideas for Spark Video (remote capture of participants
- up to 10) and includes one on-site video capture of the Mayor or another spokesperson
for inclusion at the beginning of the video
• Production, editing, and screening of Spark Videos for public distribution on City
Website
• Final meeting with Stakeholders to assess direction for goal
• Development of Community Vision Statement to frame Strategic Action Plan
Phase 2: Strategic Action Plan
• Internal and external scan of resources -included in the report appendix
• Final selection of ideas and goals to be included in the Strategic Action Plan
• Naming of Strategic Action Plan for Community and Partnership Communications (see
working title example)
• Development of graphic identity and name for Strategic Action Plan
• Mapping of resources and partnerships to the Strategic Action Plan
• Development of sub -objectives and activities, measurements and identification of
involved and responsible parties for each goal identified in the plan
• A final detailed Strategic Action Plan including collaborative documents for
communication and tracking, benchmarks and milestones, presented to the City of
Waterloo
• Apublic-facing version of the document to include high-level goals and planned
outcomes
This process will lay the groundwork for abrand identity process that could potentially
follow on the heels of this venture in FY2022.
Estimated Timeline:
(All work to be concluded by August 31, 202 1)
Internal Kick-off with City Staff, Mayor, and involved
Week 1
parties
Inclusive Stakeholder Kick-off meeting
Week 2
Separate interviews of stakeholders or identified
Week 2-3
community representatives (virtual, email, or phone)
Deployment of Community Survey and data collection
- as well as written surveys or phone calls with specific
Weeks 4-8
individuals as needed to overcome
communication barriers
Collection of Spark Video components (up to 10,
virtually collected. Introduction form Mayor or other
Weeks 8-11
party captured)
Final Feedback meeting with initial Stakeholders
group, sharing of Spark Video and initial discussions on
Week 14
Community Vision Statement.
Public sharing of Spark Videos for community
feedback - to be hosted on City Website for viewing and
voting. This will be supported by social media but
Week14-20
public input will be taken in a way that allows for
respectful sharing.
Phase 2 Data compilationbegins (current and existing
data) and internal/external scans of resources and
Week 14 - 21
assessmentbegin
Community Vision Statement finalized
Week 16
Goal identificationbased on community input and to
Week 16-19
support vision statement - initial mapping of resources
Affirmation of community goals with City staff and
Week 20
identified partners
Plan elements for success identified - discussion with
Assumption This plan shouldbe completed by August 31, 2021 as long as all available
interviews, events, and communications canbe committed to by Waterloo staff and
stakeholders.
1-7, • -1 itdig rAt
The main projectbudget is inclusive of all communications, travel and supplies needed.
Printing and procurement of developed items, such as the public -facing Strategic Action
Plan document, are not included in this quote. Any items purchased for this project will be
approved by the City of Waterloo before procurement. There will be items for which the City
will be responsible for, including but not limited to translation services, the printing of paper
surveys and distribution channels, and any advertising regarding participation. We request
the City or city partners assist in developing the "giveaway'that accompanies our survey
process.
Title/Description Cost Unit Qty Subtotal
Community Vision and Strategic Action Plan $50,000.00 1 $50,000.00
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Grand Total: $50,000.00
de Novo's Experience and References
de Novo is deeply experienced and specializes in community, workforce, and economic
development strategies. Our approach entails the following elements:
• Goal setting or affirmation
• Input and collaboration from stakeholders and residents
• Applied strategies to map data to goals
• Validation of community data and alignment with stakeholder goals (in this case -
external and internal scans)
• Development of plans with milestones and benchmarks
• Development of planbrand assets, naming and graphic identity
• Measurement and Dashboards for monitoring
Work We are Exceptionally Proud of
de Novo has taken on several projects in recent years that exemplify experience similar to the
project that Waterloo is undertaking. No two projects are alike, however, our methodology
and commitment to measurement and results remain the same. Below are several projects
that correlate in various ways to this project:
Redeveloping the City of
North Liberty's Brand
Identity/Community
Vision Input Event (Spark)
.`6 North Liberty
In 2019 we worked with the City of North Liberty to
redevelop their visual identity, engage with their
community through a survey designed to
understand what community members value (and dont value) the most, generate a strong
community input and dialogue mechanism around the future vision of the community, and
develop key messaging and a tagline for the growing community.
We activated our community input format: de Novo Spark—Events to bring 10 ideas from
the community together in short format, high energy presentations designed to "Spark,
ideas and engagement. It worked.
The result? A dynamic community logo and optimistic and forward-looking brand identity,
an engaged and energetic community event and data, and a system for the rollout of the
community brand.
Elements relevant to this project:
• Meetings with key stakeholders
• Survey work and demographic study
• Design and creative
• Brand development and full brand standards documentation
• de Novo SparkTm Event See bit.ly/sparknorthbberty for the video shared below)
• Hype video for the City and collateral
• Final presentation of findings and recommendations (physically attached to this
proposal)
Reference: NickBergus
Email: NBergusanorthhbertyiowaorg
S P RK
Iowa Women's Foundation: Eliminating Barriers
to Quality Affordable Childcare
The Iowa Womeris Foundation identified, prioritized and selected the shortage of available,
quality, affordable childcare as one of six barriers that impede many of Iowas women from
economic self-sufficiency. After studying the issue and analyzing data from multiple
sources, IWF and de Novo developed a plan to change the conversation when it comes to
childcare - driving education on how it impacts our state and local economies, perpetuates
systemic poverty and keeps families out of the work force. Previously, childcare was
considered a family or social services issue.
As aresult of our collaborative efforts:
Increasing action to childcare is now seen as a critical factor in addressing our workforce gap
in low&
Businesses are leading alongside IWF in conversations on how to increase access for their
own employees through avariety of solutions that we developed.
More than 33 communities undertook action plans based on our "Building Community
Solutions Toolkit" which was developed to provide six solutions to the childcare shortage and
for communities to prioritize the best solutions and begin making progress.
Pre-pandemic, the Iowa Wometis Foundation had successfully aided in the creation of
partnerships and additional openings of centers across Iowa Work was being done at the
state level to provide incentives for public-private partnerships, and business organizations
across the state began talking about childcare as an essential part of benefits packages for
employees, and collaborations were occurring to spur entrepreneurial activities to promote
the opening and availability of additional childcare "slots' in under served communities.
Currently, we are working with the Foundation to help support the childcare industry
survive through advocacy and collaboration.
Relevant elements of this project:
• Data analysis and development of Community Toolkits to provide roadmaps for each
Iowa Community (attached - physical copy)
• Data visualization through infographics and animation
• Benchmarking
• Targeted social media campaigns
• Message development and testing
• Design and deployment of collateral (print, digital, video)
Reference: Dawn Wiand
Email: Dawn@iawf.org
The video below may be found at: youtu.be/hV1ff2N5OjI
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Experience Waterloo
Working together with the staff of the former
Waterloo Convention and Visitors Bureau, we
first sought to understand what is valuable to area
residents about Waterloo and understand some of
the barriers to visitors. Through survey work, a
kick-off session, stakeholder interviews, and data
compilation, we helped the organization to
redefine itself and align with their organizational
goals.
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EXPERIENCE
waterloo
While the end result of this project was a new name, logo, and identity for the organization, it
launched a new era based on technology, audience reach, optimism and inclusion in
messaging, and a focus on the assets of the community.
See physical attachment of planning documents.
Reference: Tavis Hall
Email: Tavis@experiencewaterloo.com
Additional References:
Waterloo Schools rebrand and community input/planning
ThomasT*waterlooschools.org
Chris Nosbich: Mt. Vernon City Administrator
Community Center Launch, planning and naming
cnosbisch@cityofmtvemon-ia.gov
Kristie Wetjen: Williamsburg Chamber of Commerce
Rebranding and development of tagline, City of Willimansburg
kriswetjenggmail.com
ATTACHMENT A: This attachment is to specify that de Novo Marketing carries all standard
insurance policies required by state and municipal entities, and will provide a Certificate of
Insurance with waterloo-iowaorg as the named party if de Novo is selected as either a
candidate or final consultant selection. Attached is a sample certificate.
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Terms and Agreement
Thank you again for requesting this quote for services. Below is our standard contract
including information on our non -disclosure policy, and artistic rights (you own them), to
the material we collect on your behalf. It's alot of yadda yadda yadda. but you should read it. It
makes our attorney feel validated.
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This Consulting Agreement (the "Agreement") is entered into by The City of Waterloo (the
"Company' or "Client") and de Novo Marketing, LLC (de Novo), as of the date of acceptance
and through the end of the agreed-upon timeline in the proposal. In consideration of the
mutual promises, terms, and conditions stated below the parties agree as follows:
Terms
1. Provision of Services. The City of Waterloo engages de Novo to provide, and de Novo
agrees to provide, the previously listed consulting/services as outline in the scope of
your project.
2. Compensation. In consideration of de Novo's Services, Company agrees to pay de Novo
as follows: Monthly agreements will be billed at the beginning of each month for the
prior month unless otherwise specified, and will be divided into monthly payments for
the scheduled duration of this project. Out of scope services willbe billed monthly.
3. Payment is set at Net 45 days. If approved in advance in writing by The City of
Waterloo, de Novo will also be reimbursed for out of pocket expenses incurred in
performing the Services. A 15% late payment finance charge will be assessed for
overdue invoices past 60 days unless aprior payment schedule is agreed upon.
4. Term. This Agreement willbegin on the date of acceptance or on an otherwise mutually
agreed upon date. In addition, The City of Waterloo may terminate this Agreement
upon 30 days written notice to de Novo. In the event of any such termination, de Novo
shall be compensated pro -rata for compensation and expenses incurred, in accordance
with Section 2, with respect to Services performed through the effective date of
termination, but will not be entitled to any additional compensation.
S. Markups and Commission. de Novo charges an industry -standard mark up of 25% on
costs, purchases, or placements that are incurred on the client's behalf and purchased
through de Novo. Commissions may be received from media companies and will be in
lieu of mark up. These items are pre -approved and will be invoiced on regular or
progress invoices. They are generally invoiced upon occurrence but may be billed or
pre -billed in a monthly statement or on a progress basis.
6. Confidential Information and Inventions. If requested, de Novo agrees to
simultaneously sign a Confidentiality Agreement and Consultant Invention
Assignment Agreement. The obligations under these agreements shall survive
termination of this Agreement for any reason.
7. Artistic Rights. Any materials collected or created onbehalf of The City of Waterloo
maybe requestedby Company at any point. If materials are requested after the project
is completed a fee maybe assessed. Any materials collected on the client'sbehalf that
are requested after one year of inactivity or no contracted projects will be assessed a
$200 retrieval fee.
8. Out of Scope Work. If work is requested outside the scope of this quote, de Novo will
provide aproject estimate for approval by the City of Waterloo before additional work is
incurred orbilled.
9. Stalled Projects. If The City of Waterloo is unresponsive to requests for approvals or
delays work de Novo reserves the right to change the project status to "inactive' after a
period of one month past the last requested revision feedback deadline. A re -activation
fee of $200 willbe assessed to reactivate inactive projects.
10. Non -Solicitation. During the term of this Agreement, and for a period of one year
afterward, de Novo will not directly or indirectly solicit for employment, employ,
consult with, or otherwise retain the services of any of the Company's employees.
Likewise, The City of Waterloo will not directly or indirectly solicit for employment,
consult with, or otherwise retain the services of any de Novo Marketing employees or
sub -contractors for the same period.
11. Independent Contractor. de Novo's relationship with The City of Waterloo is that of an
independent contractor. This Agreement is not intended to create an employer-
employee relationship. The compensation stated above is the sole compensation due to
de Novo for the Services provided. de Novo is responsible for paying all taxes levied on
the compensation income and understands that The City of Waterloo will not withhold
any amounts for payment of payroll or related taxes from de Novos compensation. de
Novo shall have no right to represent or bind the Company to third parties or to act in
the Companys name without permission.
12. Non -disclosure Agreement. During the term of this agreement and
in perpetuity following termination, de Novo Marketing will not share or disclose
private or proprietary information, or use any intellectual property belonging to the
company in any way. This extends to mailing lists, memberships, imagery, and
software/software access.
13. Eectronic Signatures. This Agreement and any written notice, consent, agreement, or
document provided for in this Agreement shall be deemed signed if the persons name is
placed on the document whether by manual signature, electronic transmission, or
facsimile transmission by the person. By sending this document, de Novo Marketing
has agreed to all terms contained within.
14. Other Provisions, This Agreement embodies the entire understanding between the
parties with regard to its subject matter and replaces all prior agreements. This
agreement may not be assigned or modified without the written consent of both
parties. This agreement is governed by the law of the state of Iowa, without regard to its
conflict of law principles. Any notice to either party may be sent by email, United States
Mail or expedited delivery service.
This agreement will be governed by the laws of Iowa. You may accept this agreement by
clicking "Accept" at the top of the browser window.
Signed:
Printed name: Quentin Hart
Title: Mayor
Date: 2/1/2021
Countersigned:
Printed name:
Title:
Date: