Request for Proposal: #21-80
Climate Action Community-Based Social Marketing (CBSM) Plan
Climate Action Community-Based Social Marketing (CBSM) Plan
Proposal
Proposal
“The eyes of all future generations are upon you.”
— Greta Thunberg
UN Climate Summit, September 23, 2019
It is with great enthusiasm that Cause IMPACTS and ISCI Communications, Inc. ask Iowa City (the City) to accept this bid proposal in response to RFP #21-80. Cause IMPACTS and ISCI Communications have joined forces to provide a robust, strategic and innovative team in hopes of being afforded the opportunity to develop the City’s Climate Action Community-Based Social Marketing (CBSM) Plan.
The Cause IMPACTS/ISCI Communications Team understands the Climate Action CBSM Plan must include a cohesive brand strategy to engage residents, businesses and organizations with best practices based on response-oriented/behavior change messaging to achieve deep carbon emissions reductions. We will employ innovative strategies for the high priority actions identified in the City’s Climate Action and Adaptation Plan (CAAP) and develop incentives to increase participation among the differentiated audiences, and the metrics to quantify and measure success.
In the process of considering this submission, we were thrilled to discover Iowa City is a municipal leader in Climate Action and sustainability, having made bold commitments and commendable progress to date. We are especially impressed by the City’s Climate Crisis Declaration Resolution 19-218 and commitment to achieve a 45% reduction in carbon emissions (from 2010 levels) by 2030, and reach net-zero by 2050. We are equally heartened by the City’s specific focus and commitment to prioritize equity to reach diverse populations, including those who are most impacted by Climate Change, and ensure benefits for all members of the community.
We have also noted much of Iowa City’s Climate Action marketing and outreach progress to date, including: Iowa City Climate Action Today logo, FAQs, checklists, newsletters, and tips for a climate friendly plant-based diet. We sincerely look forward to the prospect of building on all of the hard work and meaningful progress the City has made thus far, and further developing community-based collaborations.
During our preliminary discovery process, we also found the City skews young with an average age of 26, due in large part to the University of Iowa, while the senior population is small (9.6% under 65) compared to the nationwide average of 15.2%. The poverty rate is high (28%) in comparison to the State (11%) and the nation (12%), while there is a high percentage of foreign born residents (14%) in comparison to the State (5.5%). Moreover, we discovered the City is becoming increasingly vulnerable to Climate Change-driven storms, resulting floods, and extreme heat -- which requires urgent action to mitigate and adapt. Lastly, we found the City’s landfill handles the waste for the entire Johnson County, and suggest the City may benefit from a collaboration with the County to achieve waste reduction goals. Indeed, it is clear that understanding the City’s unique characteristics will help ensure a successful Climate Action CBSM Plan. We look forward to the prospect of digging deeper into the many facets of Iowa City.
Finally, we understand the City is about to launch its first Climate Fest, although it will be virtual due to the unfortunate circumstances of COVID-19. We are very aware of the myriad impacts of COVID-19, especially as they relate to Climate Change. We are determined to find creative ways to encourage the community to retain the positive outcomes (e.g., driving less, walking and bike riding more), while reducing the negative outcomes (e.g., the sharp increase in single-use disposable plastics and a relaxing of environmental regulations) and doing what we can to help mitigate the negative outcomes during the next crisis.
The Hourglass Approach
1. Complete Literature Review
2. Identify Audience Segments
3. Consult Targeted Interviews with Stakeholders
4. Barriers / Benefit by Audience Segment
5. Develop Strategy Table & Recommendations
6. Brand Strategy Recommendation
7. Campaign Themes
8. Creative Strategy for Mascot
9. Marketing Materials / Templates
10. Test & Validate Messaging
11. Broaden, Diversify & Target
12. Focus Outreach to Vulnerable Populations
13. Identify Metrics for Evaluating & Broadscale Deployment
This proposal lays out how Cause IMPACTS / ISCI Communications will take all the thoughtful, thorough work done by the City to date and build out a comprehensive program to best meet the stated high priority actions. This project will take place in three (3) phases:
Phase One: Assess + Validate
1. Complete Literature Review
2. Identify Audience Segments
3. Conduct Targeted Interviews with Stakeholders
4. Barriers / Benefit by Audience Segment
5. Develop Strategy Table & Recommendations
Phase Two: Plan + Refine
6. Brand Strategy Recommendation
7. Campaign Themes
8. Creative Strategy for Mascot
9. Marketing Materials / Templates
10. Test & Validate Messaging
Phase Three: Test + Amplify
11. Broaden, Diversify & Target
12. Focus Outreach to Vulnerable Populations
13. Identify Metrics for Evaluating & Broadscale Deployment
As you will see, both of our firms boast award-winning creative executions that have fulfilled an array of client needs and created lasting societal impacts. In addition to our wealth of experience, we are equally passionate about living sustainably and doing all we can to move the needle on climate action, reduce carbon emissions and other pollution, and help ensure a sustainable and equitable future for all.
Jessica Daugherty is the Principal of Cause IMPACTS, a social impact strategy-consulting firm with expertise in community engagement environmental justice, workforce development, education reform, program development, diversity and inclusion, strategic planning, and corporate social responsibility and certified woman-owned business based in Los Angeles, California. Ms. Daugherty established Cause IMPACTS to work collaboratively across sectors to help define and refine an organization’s efforts to make more of a difference in the world.
ISCI Communications is a boutique strategic marketing + design agency also based in Los Angeles. Established in 1998, ISCI Communications has worked with over 1,000 companies in Southern California and across the United States in developing custom branded solutions across a wide variety of industries. With over 22 years experience in marketing planning, development and execution, ISCI Communications is well-suited to lead development efforts of a comprehensive, scalable and highly-targeted marketing strategy and plan for Iowa City’s Climate Action Community-Based Social Marketing Plan. ISCI Communications can effectively – and efficiently – articulate the key elements of a brand identity and marketing strategy to build awareness, response, and ultimately a behavioral shift to achieve demonstrable effects across the City. ISCI Communications is a minorityowned business and proud member of the LA LGBT Chamber of Commerce.
With the support of Lead Consultants, Shea Cunningham of Balanced Approach a mission-driven sustainability planning firm, and Creative Consultant Scott McDonald, a Creative powerhouse with proven expertise in creative solutions to cause behavioral change, we are confident our team will meet the demands of this initiative.
Jessica Daugherty will serve as the overall Project Manager, Principal Contact and Lead Presenter for the Iowa City Climate Action Community-Based Social Marketing (CBSM) Plan.
Jessica Daugherty
Steve Cardenas
Project Manager, Principal Contact, Lead Presenter Marketing / Brand Strategist
Cause IMPACTS LLC
5301 West 119th Pl, Inglewood, CA 90304
714.390.6301
Jessica@CauseImpacts.net
THANK YOU.
ISCI Communications, Inc.
1463 South Crescent Heights Boulevard, Los Angeles, CA 90035
323.309.2110
Steve@ISCIcommunications.com
The Cause IMPACTS/ISCI Communications Team has completed various branding campaigns, marketing strategies and education/outreach projects for public, private and communitybased sectors. Our behavior change-focused marketing specialties are in Climate Action, Sustainability, Public Health, Public Safety, and Public Transportation. Our Team has developed a wide array of marketing programs and creative executions that have targeted a diverse array of municipal stakeholder groups. Past projects include research, strategic planning, program development, brand strategy, creative execution, program evaluation, and community engagement. A selection of relevant community-based marketing projects are highlighted below:
Culver City Sustainable Business Certification Program (CCSBCP) Shea Cunningham founded and co-manages the Sustainable Business Certification Program (CCSBCP) for the City of Culver City which includes a custom California Green Business Network (CAGBN)-approved sustainability checklist with social responsibility measures for office, retail, restaurant, arts and school sectors; supported by local business associations and public utilities. In the first two years, thirty-two businesses were certified, saving 148,923 kWh of electricity and 2,415,340 gallons of water annually, diverting 23 tons of recyclables from the landfill, and avoiding an estimated 58 metric tons of GHGs annually.
Outreach and marketing methods include: a video of business testimonials, branded informational postcards, direct calls, doorto-door, website, social media, press releases and news articles, surveys, partnerships with local utilities, LED and solar companies, chamber of commerce and downtown business association; business mixers and awards events; presentations of the programs measurable impacts to city council and during public events; and branded water and energy conservation prompts.
During this past year, ISCI Communications helped launch Aware Neighbors. Mr. Cardenas and Mr. McDonald developed a comprehensive brand strategy, logo, theme lines, transit marketing, in-store display, website design, conversion collateral and all associated tools and tactics for B2B and B2C deployment.
With a goal of making communities safer for improved livability and, simultaneously, demonstrating how technology tools can provide an alternative to increased human resources as a force multiplier for West Los Angeles City Police, through Aware Neighbors we:
• created a new network of community-generated tools to aid policing efforts to affect emergency response times via push notices for live access.
• established an innovative public-private partnership with local government and a collaboration of non-profit community groups: The Friends of West L.A., Fix the City, and the Westside Coalition.
• are building a whole new breed of community neighborhood watch program.
By working with the West LA Police Department to identify implementation “zones” across target communities, we could phase marketing and program rollout/enrollment over a 12-18-month period to optimize resources and process.
• established program brand, logo, tagline, brand promise
• established the marketing strategy with a mix of broad reach and targeted communications designed to telegraph brand benefits (outdoor / ambient / transit) and motivate action (direct mail, event materials, email) and convert enrollment (point-of-purchase, in-store)
• developed tools to support localized presence in the community + in store (BestBuy was the primary distribution channel)
• designed program enrollment / support materials and program collateral (printed + electronic) + neighbors welcome kit
• designed the web portal to:
» communicates brand promise + brand values
» allows prospects to research + understand program mission
» creates a platform for civic engagement
» designed custom branded solar signage
» becomes an integrated engine for program registration
» developed communications strategy and message mix for broad reach channels, targeted communications, transit, promotions / events, social media, online channels
Multiple campaigns were developed to launch Aware Neighbors.
Working as Creative Director at RPA for the original tobacco cessation organization that pioneered the movement. McDonald, was able to meet the passionate people behind the movement (that began in the 70s), hear their original trials and triumphs and continue upon what they had built. In the 2010s tobacco impact had changed dramatically: tobaccofreeca.com/ca-story/
During his time as Creative Director on this, he lead creative efforts on the development of work that helped California have the 2nd lowest smoking rate in the US. The effort further dug into “the true cost” of tobacco as we pioneered new ways to talk about the issue.
They identified that cigarette butts were toxic waste creating permanent harm as the #1 most common litter on earth. The impact of cigarette butts on the environment was a major theme. “thrown away” video
We worked with vulnerable groups that were targeted by big tobacco including Asian, African American, Latinx, Military, and worked in tandem with Asian-language and Spanish-speaking agencies to create and convert strategies into concepts for print and air. We worked with inner-city groups and creatives to create messaging that would work to their community better. And we tested concepts and strategies on military bases to better understand how to reach this group.
After learning in groups that most adults who smoke do it for their kids or grandkids as a motivation, we focused on families. We created a series of :15 second spots featuring real home movie moments to connect to the family. We also learned that an average a smoker will take up to 14 times to quit. So we reframed the idea of quitting as a long process that one should “just keep going” to eventually get to the goal. After that campaign, we saw that positive encouragement strategies worked better than a pass-fail approach.
We also examined high smoking populations: LGBT and collegeage. And began to address the link between alcohol use and smoking. and the loose feeling of alcohol, secondhand exposure and the anxiety of social interaction appear to be a trigger. So we create a series of encouraging messages placed in bars and nightlife venues. The campaign had many facets: website with cessation advice current/historical advertising, information for government agencies and reporters, and a media plan for television ads targeting an array of strategies. We also developed a templated portfolio of ads for local cities and groups, Digital banners, Radio, Print, Out-of-Home, In-bar items, and Point-of-purchase advertising.
Regarding the dangers of secondhand smoke and the clear link to asthma rates in children and secondhand smoke. We built advertising to give awareness to the issue. We also found that most people encountered secondhand smoke in outdoor cafe settings, so with the help of local cities we began to address the safety of restaurant air and many cities in California made the right to safe smoke-free air an issue. Today, across most of California, smoking in outdoor restaurant settings is no longer allowed. More than 100 California cities have enacted Smokefree Outdoor Dining laws. 84% of Californians, including 66 percent of smokers, prefer dining in a smokefree restaurant with outdoor dining areas.
effectiveness
the campaign over the years.
Develop
Client Need:
The Honest Company is well-known as a socially responsible company that gives back in various ways. The Honest Company was interested in increasing its impact in the Southern California region by changing people’s cleaning products to environmentally friendly green options. Jessica Daugherty and her consulting firm CauseIMPACTS was hired to assess how the Honest Company could adjust people’s cleaning products, beliefs, and long-term behavior.
The Solution:
Jessica Daugherty conducted focus groups, surveys, and policy research and identified a number of strategies Honest could use to create the impact desired. One of these options was to target Community College Child Development Care Centers and teach them the value of Green cleaning. This then served as a gateway into the entire Community College system and expanded to adjust college-level cleaning policies and individual level habits.
Ms. Daugherty developed an education and marketing strategy to educate Child Development Care Center staff and trainees about the dangers of cleaning with harsh chemicals. The program positively impacts young children and teachers at the centers, and also teaches hundreds of college students who are taking Child Development courses about green cleaning. Then, the program enlisted those child development center staff and families in an outreach campaign to adjust college-level policies around green cleaning.
Finally, there was a Corporate marketing push that used the success of the local campaign to communicate to the broader United States audience.
Taking on this issue gave Honest a strategic advantage over industry competitors, introduced Honest products to more people, donated overflowing inventory, and created a new narrative of businesses engaging in advocacy for the benefit of young children and families. Furthermore, the project expanded Honest’s Whole Child strategic philanthropic giving portfolio by identifying non-profit organizations with which to partner and enhance impact.
Culver City Unified School District’s Sustainability Program
Shea Cunningham was the inaugural Sustainability Program Director for Culver City Unified School District, which in 2017, CCUSD’s “GREEN5” Sustainability Program was awarded the California and US Department of Education Green Ribbon Award. This comprehensive co-curricular program consisted of numerous educational and outreach elements, including the following:
• Development of the GREEN5 logo to encourage the school community to Reduce, Reuse, Recycle, Ride and Rethink
• Development and implementation of a Community Survey
• Installation of new sorting stations for recycling, organics and landfill with branded signage
• Creation and installation of age-appropriate banners and other inspirational signage (customized for elementary, middle school and high school)
• Creation of student, staff, administration and volunteer leadership committees with regular meetings
• Regular trainings for custodians and food staff on new sorting stations and green cleaning products
• Bi-annual assemblies at each school
• Development of a website and GREEN5 column with educational facts and tips in the District’s newsletter, including reporting out metrics from water conservation projects, energy efficiency and solar installations, landfill diversion, food recovery, toxics reduction and associated carbon emission reductions and monetary savings
• Middle School and High School poster contests
• Incentives including reusable water bottles and utensil sets
• Partnerships with local businesses
• Tabling and games at lunchtime and extracurricular events
• Creation of a fact-based Rethink Food Waste Campaign
• Creation and adoption of an environmental preferential purchasing policy (EPPP) by the School Board, and reported out via website and social media
• Regular presentations to the School Board on program progress
reduce reuse recycle
ride
rethink your use of disposable packaging waste, energy and water consumption. whatever materials you can. For example, pack zero-waste lunches.
carefully to avoid sending recyclable materials to the landfill. your bike, scooter or walk when possible. It’s healthy, saves money, and reduces greenhouse gases. your actions and be a part of the solution!
We can address our shared global environmental challenges by working together to create a sustainable community! www.ccusd.org/sustainability
Marketing pieces were developed to be super colorful, fun, and engaging.
As Creative Director working for the King County (Seattle) Department of Health, McDonald did a campaign geared toward youth (16-23) during the AIDS epidemic to engage teens to consider safer sex practices through condom use. Messaging was meant to seed the idea of safer sex not just for teens who were having sex, but to future at-risk teens to raise the awareness of the AIDS epidemic and other dangers (pregnancy, STDs).
The “They Go Where You Go” campaign was aimed to appear kids in the city would be found. On the bus, on the street, listening to popular radio at late night hours. Strategic considerations for this campaign included:
• The approach needed to be “not for adults.” So the feel of the campaign voice required humor and irreverence to break through.
• The media mix of billboards, bus sides, wild postings and radio was deemed the right mix to reach our audience.
By hiring legendary music poster designer, Art Chantry whose style was synonymous with the teen voice of the time. And our messaging felt more like street art (also becoming a national art movement at the time) than advertising.
See the poster here.
The blitz of the campaign happened all at once and the Seattle streets were filled with bus sides, bus shelters, and billboards. The radio waves played spots during nighttime hours and popular night spots were supplied with posters, bar coasters and postcards with the campaign’s irreverent messaging. From all accounts it seemed to be working — but one thing was odd. Many of the street posters had gone missing. It was assumed that someone had been pulling them down because of their progressive messaging. As it turned out, the opposite was true. Kids were taking the posters down and collecting them — they had become an underground hit. And so we printed a new series.
The posters took on a life all their own. They were being sold in galleries with other music poster art. The campaign became a model for messaging to youth and the campaign: was shortlisted for the Cannes Advertising Awards
• won an Andy Award
• was featured in the Communications Art Annual
• The work was featured in the Cooper Hewitt Museum, Oakland Museum and one even became a staple on the set of 30 Rock.
Today international poster galleries sell these posters for up to $500.
Rock The Vote
Client Need:
Rock the Vote is a nonpartisan, 501(c)(3) non-profit that builds youth political power and drives young people to the polls. For over 25 years, Rock the Vote has fused pop culture, music, art, and technology to create a culture of civic engagement for young people.
Jessica Daugherty and her strategy consulting firm, CauseIMPACTS, were hired to help Rock the Vote engage Brands to participate in voter registration drives and supporting their customers, employees, and supporters to vote.
The Solution:
Daugherty developed an Athletes Rock the Vote campaign that got the WNBA Players Association, Golden State Warriors, and Saints Players to participate in Voter registration, activation, and Get out the vote efforts. We also created specific branded initiatives for brands such as Tinder, Patagonia, and Levis that increased civic engagement and get-out-the-vote efforts by driving customers and employees to go vote.
This project involved robust market research to identify effective messaging. Then, we developed toolkits for Rock the Vote to use that streamlined brand outreach and clarified the value add for brands. Brands and athletes could then use these branded materials to educate followers on their personal social media, websites, and through their listservs. The campaign resulted in over 40,000 individuals being registered over one month and twenty brands conducting voter engagement that had previously never engaged in the space.
As the Senior Environmental Coordinator for the City of Malibu, Shea Cunningham led numerous environmental programs and initiatives and spearheaded sustainability-focused community and staff outreach and education, including the following:
• Staff programming and education included waste reduction and energy conservation trainings; friendly incentive-based contests including selfies showing energy conservation in motion; a reusable mug contest to kick the habit of disposable coffee pods; an upgrade to the recycling program and introduction to organics recycling at city hall. This also included a 4-minute staff training video.
• Waste Management community outreach methods included bill stuffers, signage, press releases, website and social media
• Earth Month activities included an online (web and social media) pledge, daily tips, earth hour proclamation featuring an environmentally exemplary business or organization, zero waste and recycling events
• Led the Malibu Area Conservation Committee which included county-wide agencies and community-based organizations; formed strategic partnerships with regional organizations including the Westside Energy Partnership, the Decarbonization Coalition; and the CCA —>100% renewable energy default
• To encourage resilient and sustainable rebuilding after the devastating 2018 Woolsey Fire, a Community Resilience Workshops Series was launched, and included partnerships with the University of Pepperdine, Climate Resolve, Rockefeller Foundation’s 100 Resilient Cities Program, USGBC_LA, Global Green and Tree People.
• To encourage resilient re-landscaping after the Woolsey Fire, a partnership was formed with West Basin Water District to sponsor Firescaping-focused workshops.
• Wrote successful grant proposal to fund a Community Resilience and Climate Adaptation planning grant; established partnerships with the University of Pepperdine, USC, UCLA, Malibu Foundation
The Cause IMPACTS/ISCI Communications Team’s ample experience in sustainability and climate action planning, and comprehensive public and private sector marketing to increase awareness and inspire behavior change is the perfect wellspring from which to effectively communicate Iowa City’s CAAP goals and inspire a broad range of community stakeholders to action. Our understanding of the nuances, strengths and unique challenges of each aspect of this process has equipped us with the necessary skills to develop impactful and measurable marketing strategy and creative solutions.
The spectrum of our Team’s experience includes climate action and sustainability planning and policy design, education and outreach, marketing, creative development, and cross-sector collaboration. Each Team member’s project responsibilities and professional experience are as follows:
JESSICA DAUGHERTY
Project Lead, Cause IMPACTS
Cause Impacts is owned and run by Jessica Daugherty, who will act as the Lead for this project. Jessica started her career as a Community Organizer where she organized issue campaigns from Ghana to Guatemala, to the United States. Jessica has developed programs at a Liberian refugee camp in Ghana, helped unionize female laborers in Guatemala, organized a 100,000-person march for immigration reform in San Diego, improved policies for formerly incarcerated youth in Los Angeles, and challenged the educational status quo in low performing schools in California.
Her work focuses on enhancing collaboration, equity, and systems change by building cross-sector partnerships and
Lead Consultant | Cause IMPACTS
STEVE CARDENAS
Principal | ISCI Communications
Lead Consultant | Creative Direction
innovative projects that drive change from multiple levels. She has extensive experience developing programs for public, private, and non-profit entities. She is equally comfortable facilitating large cross-sector workgroups as she is doing extensive statistical analysis. This breadth of experiences and skills allows Jessica to see projects from a birds-eye view and innovate solutions that others may not see. Jessica received her Master of Public Policy from the UCLA Luskin School of Public Affairs and Bachelors in Global Studies from the University of California, Santa Barbara.
Areas of Expertise: Public Safety, Education, Public Health, Homelessness, Immigration, Transportation and Workforce Development
Jessica Daugherty will act as the Project Lead for Cause IMPACTS/ ISCI Communications, as her extensive experience in communitybased marketing brings additional insight and strength to the Team. Ms. Daugherty is a social impact strategist who works collaboratively across sectors to develop unique partnerships, leverage resources, and support innovative solutions to help clients drive social change, measure and evaluate social impact, and communicate this impact in meaningful ways.
Ms. Daugherty has worked with dozens of non-profit organizations nationwide, various government agencies, and multiple private sector companies. Her work focuses on enhancing collaboration, equity, and systems change by building cross-sector partnerships and innovative projects that drive change from multiple levels. Ms. Daugherty has extensive experience developing programs for public, private, and non-profit entities. For example, she developed programs at a Liberian refugee camp in Ghana, created a national youth community organizing training and curricula for the Gamaliel Foundation, conducted detailed criminal justice policy analysis for Los Angeles County departments, and built strategic publicprivate partnerships for private companies as part of their strategic giving campaigns. She regularly conducts large-scale strategic planning projects, and is a regular lecturer for UCLA Public Policy Extension Program. Ms. Daugherty received her Master of Public Policy from the UCLA Luskin School of Public Affairs and Bachelors in Global Studies from the University of California, Santa Barbara.
Cause IMPACTS is a social impact strategy-consulting firm with expertise in community engagement environmental justice, workforce development, education reform, program development, diversity and inclusion, strategic planning, and corporate social responsibility. We work collaboratively across sectors to help you define and refine your efforts to make more of a difference in the world. Cause IMPACTS helps organizations collaboratively develop, measure and amplify their impact using robust policy analysis, coalition building, statistical analysis, community organizing, program design, and program evaluation. We are well equipped to take on this project as we have completed numerous projects with similar scopes that mandate robust community engagement, policy
analysis, collateral development, and strategy implementation. These projects provide us with an intimate understanding of the challenges faced by disconnected populations and the systemic barriers to implementing CSBM strategies. Some of these projects are described below to illustrate our capabilities:
• Developing the Ventura County Workforce Development Board’s Prison 2 Employment Regional Plan- We developed a detailed workplan, conducted labor market research and policy analysis, convened and facilitated a working group of justice-involved individuals, non-profit service providers, public safety officers, funders, and workforce professionals, and developed a list of recommendations.
• Facilitating the City of Los Angeles’ Performance Pilot Partnership Working Group and Strategic Planning in order to improve education and workforce outcomes for disconnected youth. We developed a coalition of cross-sector service providers, created a youth ambassador program, trained the youth ambassadors in community organizing, and facilitated the development of policy recommendations that were presented to the DOE and DOL to get policy waivers to test policy solutions.
• Conducting a feasibility study for LA County Metro to co-develop a boarding school for disconnected youth that exposes them to 21st Century careers in the global transportation and logistics industry. We conducted best practices research, engaged stakeholders, facilitated focus groups, and recommended a school program design.
• Developing an Athletes Rock the Vote and Colleges Rock the Vote Campaign for Rock the Vote. By partnering with influencers, we civically engaged thousands of youth in the election process and in issues they value.
• Writing a Middle Skills Jobs Report for Racial Equity for Unidos US and National Urban League. The report recommended ways to enhance the two organizations’ workforce programs in order to lift LatinX and Black Americans out of poverty and into upward mobility middle skills careers.
• Facilitating the creation of the LA County Re-entry Blueprint for LA County and the Probation Department. The project assessed the state of reentry, workforce, and education programs for young offenders and recommended an action plan to improve the existing reentry systems.
• Supporting the launch and design of wrap-around services for Da Vinci RISE - a hybrid high school program that meets the unique needs of youth navigating foster care, housing instability, probation, and/or other circumstances that have caused disruptions in their academic journeys.
These projects all mandated immaculate project management, policy research, cross-sector group facilitation, concrete policy recommendations, and detailed yet succinct report writing. Most importantly, these projects all included the development of robust community engagement to develop final recommendations or products that properly represent the needs and desires of those most impacted. Cause Impacts excels at facilitating groups, developing collective goals, creating metrics to ensure those goals are achievable and measurable, and creating consensus and mutual respect along the way
President, ISCI Communications | Marketing Consultancy
Minority and LGBT-owned Business, Latinx
Mr. Cardenas will co-pilot the development of the Climate Action Community-Based Social Marketing (CBSM) Plan for Iowa City. As the Lead on Marketing, Brand, Creative, Media Strategy and Creative execution, he will lead Phases Two and Three of the project.
Mr. Cardenas is a proven marketing and creative professional. With a degree in Broadcasting, Film & Communications from Boston University and a Certification in Direct Marketing from Bentley College, Mr. Cardenas has built a career specializing in developing high impact branded, direct marketing and creative executions for a variety of brands and initiatives.
• During his tenure at the Department of Employment & Training in Boston, Mr. Cardenas lead the development of Employment Network, a marketing-based back-to-work initiative for people on Welfare and Unemployment Assistance.
• While at Brierley + Partners, a global relationship marketing company that pioneered direct marketing strategies for acquisition, loyalty, and retention, Mr. Cardenas led campaigns focused on lead generation and conversion efforts for Hilton HHonors program and Hilton Grand Vacations. By testing offers, copy and creative execution against specific audience segments, the agency was able to identify — and quantify — the efficacy of each specific offer and creative execution.
• While at Ogilvy & Mather and McCann Erickson, two global advertising and marketing powerhouses, Mr. Cardenas supervised the Rebranding for FHP Healthcare (now UnitedHealth) and relationship marketing programs for Carnation (Nestlé) Baby Formula.
“The principles of great marketing are consistent... it’s the strategies and tactics that evolve.”
Mr. Cardenas is currently the principal of ISCI Communications, a marketing & creative consultancy established in 1998 focused on unifying the expertise and strategies he acquired in his prior agency experience to offer branded, targeted marketing solutions for a wide spectrum of clients. ISCI Communications has helped position and grow over 1000 companies in real estate, architecture, finance, law, design and a myriad of other industries.
Mr. Cardenas believes “the principles of great marketing are consistent... it’s the strategies and tactics that evolve.” ISCI Communications has employed a wide variety of strategies, tactics and messaging to reach numerous client goals:
• Established brand strategy, identity, and positioning of Stepp Commercial. Developed all marketing collateral, outreach, messaging and sales tools. ISCI Communications developed the communications strategy and media recommendation to position help launch the brand. Stepp Commercial is now the #1 Multifamily Brokerage in Los Angeles.
• Lead team and client audit to develop brand strategy for ALBA Wheels Up, an international import/export freight forwarder and customs broker. From the development of brand strategy to new logo/tagline to the design of new website, targeted communications and outreach strategy, ISCI has repositioned this firm as a global leader in their field.
Mr. Cardenas is excited at the prospect of doing great work for — and with — the City of Iowa City.
Ms. Cunningham will serve as the overall Project Manager, Principal Contact and Lead Presenter for the Iowa City Climate Action Community-Based Social Marketing (CBSM) Plan. Shea will also lead Phase One of the project, including the barriers/benefits research for all audience segments, literature review; design, implement and analyze the targeted interviews, surveys and focus groups, which will inform the communications strategy proposal. She will also synthesize and present the research at the end of each Phase of the Climate Action CBSM planning project.
Ms. Cunningham is a passionate and pragmatic sustainability planning and public policy professional with over 20 years of success developing, directing and managing sustainability plans, research, policies, projects and programs with multisector, public/private, community-level to international experience. She is an inherently systemic thinker with a strong command of best practices and triple bottom line principles. Shea is also a seasoned yoga and wellness teacher, avid long-distance cyclist and bicycle advocate. Shea lived, studied and worked in Bangkok, Thailand, Paris, France, and Oaxaca, Mexico. She has a working knowledge of Thai and French, and is conversational in Spanish. She holds an MA in Urban Planning with an emphasis in regional and international development from UCLA’s School of Public Policy, and a 36-unit professional certificate in Global Sustainability from UCLA extension, and is a LEED Green Associate.
Ms. Cunningham is the Principal of Balanced Approach, a certified Women’s Business Enterprise (WBE) sustainability planning firm. Shea founded and manages the Sustainable Business Certification Program (CCSBCP) for the City of
Culver City which includes a custom California Green Business Network (CAGBN)-approved sustainability checklist with social responsibility measures, for office, retail, restaurant, arts and school sectors; supported by local business associations and public utilities. In the first two years, thirty-two businesses were certified, saving 148,923 kWh of electricity and 2,415,340 gallons of water annually, diverting 23 tons of recyclables from the landfill, and avoiding an estimated 58 metric tons of GHGs annually.
Ms. Cunningham and her team also developed, managed and assessed a zero-waste education pilot program for K-12 schools; created a zero-waste school program manual for Athen’s Services portion of the City of LA’s RecycLA Program; and performed a comprehensive waste assessment and produced Zero-Waste Management Program Action Plan for Sony Pictures Entertainment. Ms. Cunningham is also a presenter, guest lecturer and mentor on sustainability planning and programming; including for the Association of Environmental Professionals, USGBC Women in Green Committee, Pepperdine University, USC and Santa Monica College.
At the City of Malibu, Shea managed the solid waste/recycling, and waste prevention program; she assisted businesses and residents with commencing organics recycling; managed environmental compliance, oversaw CalRecycle reporting, and community outreach. She developed an environmental preferential purchasing policy and a zero-waste program for city hall, and a community resilience and sustainability outreach and education workshop series. She wrote successful grant to fund the City’s resilience and climate action plan, and oversaw USC School of Public Policy study on community resilience frameworks. Ms. Cunningham also led a food recovery initiative, mentored a student capstone project and developed an ongoing
Pepperdine University-sponsored program. She coordinated the Malibu Area Conservation Committee, liaised with Westside Energy Partnership, and supported municipal and communitywide water and energy conservation programming. She also served as the city representative on LA County’s Integrated Regional Water Management (IRWM) Committee for the North Santa Monica Bay Watershed.
Moreover, Ms. Cunningham established an award-winning sustainability program for Culver City Unified School District (CCUSD). As the Inaugural Sustainability Program Director, she implemented, managed and tracked recycling, composting and landfill waste reduction, pollution reduction, energy efficiency and water conservation efforts across the district’s ten campuses. She designed a co-curricular eco-literacy program, developed District sustainability policies and led the effort that resulted in the adoption of a District-wide Environmental Preferential Purchasing Policy and a comprehensive Green Schools policy. She designed and implemented educational materials, assemblies and trainings; wrote and managed two CalRecycle grants totaling over $300k; developed a green purchasing program; and established an EPA Portfolio energy tracking system. She also facilitated the installation of a 750 kW solar PV system, which accounts for 50% of the main campus energy consumption and saves the school district over $400k annually.
Over the years, Ms. Cunningham has developed and managed dozens of other projects and programs locally and internationally. She has designed, implemented, analyzed and reported on numerous surveys and focus groups including for the Thai Town Business Community in Hollywood, CA, the Organization for Economic Cooperation and Development (OECD) in Paris, and Focus on the Global South in Bangkok. She has authored and coauthored sustainability-focused books, research and policy reports, and successful grant proposals; and organized, facilitated and presented at numerous conferences and workshops. Shea is known for being innovative, hard-working, and both an amicable leader as well as a team player.
Lead Creative Consultant, ISCI Communications
Mr. McDonald is an award-winning Creative Director with over 25 years of experience in Creative Direction, Art Direction, Integrated Marketing, Branding & Identity, Digital Marketing and Film & Entertainment Marketing. Scott has worked in-house at a start-up and for one of the biggest agencies in the world and his career has taken him to Seattle, Honolulu, New York, San Francisco, Nashville, Orange County and Los Angeles. Scott has a Bachelor of Arts in Advertising from Art Center College of Design in Pasadena, CA.
Scott is currently consulting with:
• The Excellence Collection (Excellence Resorts, Beloved Hotels & Finest Resorts strategizing a new property for allnew travel and tourism realities.
• Esri, the location intelligence juggernaut helping critical users like the CDC, John Hopkins, local governments and an array of industries use location data to create awareness and keep their businesses functioning in the era of Covid-19. For 2020, Scott assisted in creating a graphics package, digital ads and video content for the first ever LIVE Esri User Conference, an event with 65,000 viewers and speakers from all corners the world.
• Ruggeri Helping a historic Italian prosecco brand expand into new opportunities worldwide.
Mr. McDonald has served as the creative director of tech start-up Miku in Los Angeles https://mikucare.com/ maker of the most accurate contact-free sleep and respiratory monitors. Responsibilities included overseeing the strategy, look and feel of brand identity, product, packaging, video assets, 3D assets, website, digital advertising, trade show design and collateral design.
Scott served as VP Creative Director for RPA, one of the largest independent full-service agencies in America.
Over this ten year tenure Scott
• Managed the creative product for CTCP ( TobaccoFreeCA. com ) the pioneering anti-tobacco organization that changed the face of tobacco addiction. During my time as CD the smoking rate in CA was 14% - the lowest on record. Our multifaceted strategic approach to cessation and tobacco addiction through tv, print, radio, digital banners, social and website assets not just helped CA, but was a resource for local governments through templated ads and spots.
• Helped launch the InterContinental Hotel in Downtown Los Angeles with the “See Los Angeles From Here” campaign announcing the tallest building in Los Angeles that features the highest open-air deck in the northern hemisphere. This involved a separate website with booking functions, 3D renderings of product and extensive photography of property assets (restaurants, room types, common areas, drone exteriors, elevator video content)
• Created advertising for Honda & Acura (television ads, radio, sales events branding, digital ads, product photography, collateral) helping launch new models, create events for buying and support different car makes
• Partnered with MGM Resorts International https://www. mgmresorts.com/en.html to launch the DELANO hotel in Las Vegas, created a MGM Resorts website and managed all Mandalay Bay Resort branding including tv ads, print, digital, social, rebranding, asset branding (Shops at Mandalay Place, Shark Reef, The Convention Center and various restaurant assets)
• Acted as Creative Director for Newport Beach Film Festival https://newportbeachfilmfest.com/ helping building the event as one of the largest and most important festivals in America growing from 7,000 to 50,000. NBFF is known for its envelope-pushing promos and award-winning design seen on out of home, print, digital and in theater.
Through the years, McDonald has worked with several entertainment brands creating and consulting on an array of original branding, co-op assets, show opens, and full packages for show content. These brands include SyFy (created “Imagine Greater”), Discovery Networks, MTV Networks (CMT), Bravo, Radio City Music Hall, Newport Beach Film Festival, Honolulu
International Film Festival & Seattle International Film Festival.
Other notable achievements include:
• Creating an award-winning safer sex awareness campaign for King County Department of Health at Cole & Weber, Seattle.
• Helping Target set the tone for their iconic and fun brand with an award-winning campaign at Kirshenbaum & Bond, NY
• Working as Creative Director of Land Rover / Range Rover at Y&R, Irvine. Other automotive experience includes Jaguar, Honda, Acura, and Mercury.
• Consulting with suite of hospitality brands including Westin, MGM Resorts, IHG, Outrigger Hotels & Resorts, and the Excellence Collection
• Consulting with Svedka and created a campaign to help them become the #2 imported vodka brand in the U.S. (The campaign featured a cheeky robot and the tagline “#1 Vodka of 2033”) These campaigns won consecutive Effie Awards. Other packaged goods experience includes: Balvenie, Lillet, Moet & Chandon, Mumm, Ruggeri, Cutwater, Hi Ball natural energy drink
Scott McDonald’s work has been recognized by the Cannes Advertising Awards, The Effie Awards, The One Show, Clios, The A-List Awards, Andy Awards, Kelley Awards, Creativity Magazine, Lurzer’s Archive, Adweek and Ads of the World.
Iowa City’s Climate Action Community-Based Social Marketing (CBSM) Plan is a complex, layered project that must create the most effective high priority climate action messaging for all audiences and stakeholder groups across the City, while ensuring those who are disproportionately impacted by climate change will be included and positively impacted, as well as enhance inclusivity and equity in the process. We are fully cognizant and dedicated to delivering a highly-effective communication and outreach plan that reaches and inspires all stakeholder groups to action. Furthermore, our team is passionate about doing our part to reduce our carbon footprint, and encourage others to be part of the solution.
It is imperative for us on both a personal and professional level that the resulting Iowa City Climate Action CBSM Plan encourages behaviors that embrace sustainable practices and improve quality of life for Iowa City residents and businesses. Our strategy is not only to be SMART and effective, but also inspirational and fun. We will take a positive approach not only to the resulting Climate Action messaging, but also throughout the course of the project itself.
The Cause IMPACTS/ISCI Communications will follow SMART best practices (Specific, Measurable, Achievable, Relevant, Time-bound) guidelines for both project management as well as for executing all three phases of the project. The Team is committed to excellence and to delivering an achievable, highquality and measurable Climate Action CBSM Plan for Iowa City. As such, we need to make sure that the goals, objectives and action steps set forth in the RFP and our Team’s proposal are clear, specific and realistic. Moreover, the final product must be relevant and speak to the values of each target audience/
stakeholder group, and result in actual carbon reductions. We understand this project must consider and encompass short, medium and long-term impacts.
The details of the project plan work tasks, personnel assigned to each task, and project time schedule is detailed in our Project Timeline on Page 33. In regards to specific meeting and presentation dates, please see the Project Timeline for estimated weeks based on the yet-to-be determined project launch date. Please know our Team is flexible and happy to accommodate on the project launch date. We look forward to having the opportunity crafting the specific dates collectively with staff to ensure the most convenient timing for Iowa City.
Total Hours: 88
The Project Manager (Jessica Daugherty) will guide the Climate Action CBSM Planning project from start to finish and ensure the project tasks and milestones outlined in the work plan are proceeding on-track, on time and within budget. Her style is not only meticulous, paying attention to all necessary details, but also collaborative, and will ensure all voices are heard during all phases of the project. This is key given the project is not only to create the most effective climate action messaging for key stakeholder groups in general, but to enhance inclusivity and equity in the process, and ensure those who are disproportionately impacted by climate change will be included and positively impacted.
The Cause IMPACTS/ISCI Communications Team will navigate the complex conversations and interpersonal dynamics while moving strategically forward so all participants feel valued and engaged; we will also work to ensure the strategy is both inclusive and implementable. We will ensure reliable communication systems are in place to keep a range of partners informed and supported throughout the course of the project. We understand public agencies often follow stricter guidelines regarding what they can share digitally. We can provide status reports through email or as hard copy reports as needed. We are happy to customize our project management protocols to Iowa City’s needs and preferences.
Project management will include:
Phase One will commence with a well-organized and productive 3-hour project kick-off meeting with the City’s Climate Action Community-Based Social Marketing (CBSM) Plan committee and other key staff as needed, and will include the following:
• A review and clarification of the scope of work to ensure everyone has a shared and clear understanding of the 9-month Plan project and deliverables, and make revisions as needed. This will include:
» A guided discussion of the high priority goals and actions as identified in the CAAP and the RFP
» A guided discussion about equity and climate change
» A guided discussion of the various target stakeholder groups in Iowa City, with an emphasis on ensuring the most vulnerable groups to climate change are included
» A brief guided discussion of the potential barriers and benefits of each group to discover initial impressions from the project leaders
» A review and clarification of the roles, expectations, and key milestones of the Cause IMPACTS/ISCI Team, and the roles and responsibilities of each Team member.
• Conduct a guided brainstorming session of all relevant City of Iowa climate action-related resources/work known to staff that should be included in the targeted literature review, including the City’s website and social media, education and outreach, and marketing materials. Before the meeting the Cause IMPACTS/ISCI will prepare and share a working inventory. This will include, but not be limited to:
» Iowa City Star Communities Report (2016)
» Iowa City Eco Footprint Tool Pilot (December 2017)
» Iowa City Climate Action & Adaptation Plan (June 2018)
» Iowa City CAAP 2019 Annual Update
» Iowa City Climate Action Toolkit (October 2019)
» Iowa City Climate Action and Adaptation Implementation Strategies (May 2019)
» Iowa City Climate Crisis Declaration Resolution 19-218
» Accelerating Iowa City’s Climate Actions (April 2020)
» Iowa City City Council 2020-2021 Strategic Plan Objectives
» Iowa City City Council 2020-2021 Strategic Plan Update
• Where appropriate, we will also audit existing climate action resources and documents developed by the University as identified and prioritized by City staff.
• Facilitation of a preliminary discussion of other municipal climate action branding and other related innovative best practices, including Call to Action (CTA) messaging with a special focus on targeting vulnerable populations to glean initial direct and indirect impressions from CBSM Plan committee.
Progress reports will be prepared and distributed monthly in advance of monthly project team meetings. The Progress Reports will include:
• A progress narrative and description of tasks completed
• Milestones schedule tracking calendar and narrative
• A review of project deliverables and status/percent complete
• Challenges to date including management issues
• Next Steps/Description of upcoming work
• Identify and discuss potential challenges and/or new opportunities
Jessica Daugherty will lead monthly project team meetings that provide a progress update as well as ample time to strategize and trouble shoot. These meetings will provide the collaboration time necessary between the City of Iowa City and the consultant team.
Meeting agendas will include:
• Status update and review of monthly progress
• A review of action items
• A review of project schedule/milestones tracking calendar
• A review and discussion of critical path items and potential challenges
• Feedback from staff/committee members
• Clarification of next steps
• An opportunity to request items from the City
At the end of each project phase, we will organize and facilitate a total of three 90-minute meetings focused on project-phase
deliverables with the Project Committee and other staff and representatives as deemed necessary. TA presentation of final deliverables will take place at the end of each phase and will include:
» Phase One: Assess + Validate A presentation of barrier/ benefit research, strategy recommendations for all audience segments in CAAP high priority actions; a summary of the literature and best practices review, interviews, surveys and focus groups, and a strategy table that connects research outcomes with proposed strategy elements
» Phase Two: Plan + Refine A presentation of the Climate Action CBSM Plan and proposed Strategy Design
» Phase Three: Test + Amplify A presentation of testing outcomes, implementation, evaluation and final recommendations for the City’s cohesive Climate Action Call to Action brand strategy and plan
The final presentation will include a review of the deliverables from each of the three phases of the project including but not limited to:
• Key findings, takeaways and lessons learned from Barrier/ Benefit research and strategy recommendations for all audience segments
• A strategy table that connects research outcomes with proposed strategy elements
• An overview of the Climate Action CBSM Plan and Strategy Design recommendations
• An overview of the testing outcomes, implementation, evaluation and recommendations
• Official unveiling of the City’s new Climate Action “Call to Action” messaging and brand strategy
The following paragraphs outline and summarize our unique approach to each phase of the Work Plan. Please see Item E. Performance of Services of our proposal for the methods and means of how we will execute our services for Iowa City.
Total Hours: 161
During Phase One of Iowa City’s Climate Action CBSM Planning Project, the following tasks will be completed (Please refer to the Project Timeline for personnel and time schedule, and to Section E- Performance of Services, for the methods and means of project execution):
• Literature Review to assess existing communications and assets
• Design, implement and analyze targeted interviews via phone to reach seniors & low-income residents, key stakeholders, and influencers to identify barriers/benefits for audience segments engaging in CAP high priority actions. (15 calls)
• Design, Implement and Analyze surveys (5 versions max) K-12, business, residents, CBOs, University)
• Prepare, Implement and Analyze Focus Groups (8 max) (K-12, business, residents, CBOs, University)
• Develop a Strategy Table that shows barriers/benefits per audience segment and organic communication channels
• Synthesize Research into Phase 1 Presentation
Total Hours: 174
During Phase Two of Iowa City’s Climate Action CBSM Planning Project, the following tasks will be completed (Please refer to the Project Timeline for personnel and time schedule, and to E- Performance of Services for the methods and means of project execution):
• Develop marketing strategy recommendation
• Develop / present theme concepts
• Develop templates for graphics, print, promotions, e-media
• Develop / present brand messaging and CTA by audience
• Messaging delivery guidance, audit, and recommendation
• Benchmark metrics / Strategy review / approval
• Development & presentation of Pre-test strategy
• Synthesize Strategy Design into Phase 2 Presentation
Total Hours: 177
During Phase Three of Iowa City’s Climate Action CBSM Planning Project, the following tasks will be completed (Please refer to the Project Timeline for personnel and time schedule, and to E- Performance of Services for the methods and means of project execution):
• Identify prioritized measurable messaging by audience for testing
• Propose testing strategy & media considerations using available City feedback platforms and City implementation
• Augment & refine marketing plan with additional deployment strategies to broader audiences*
• Develop evaluation metrics and plan for large scale deployment of marketing plan
• Synthesize Strategy Design into Phase 3 Presentation
• Develop Final report and toolkit of deliverables
Phase One is the discovery period that will include: best practices research, identification of the progress already made by the City of Iowa City and other key cities, an inventory of existing partnerships and structures that can be built upon; a thorough literature review; consultations with all related advisory groups, including climate action committee, steering committee and ambassadors; expert interviews with stakeholders and agencies that have delivered similar programs; implementation of a community-wide survey; and focus groups with community-based organizations and vulnerable communities. Phase One research will also commence with the identification of the audience segments as they relate to the City’s CAAP-identified high priority actions identified in the City’s CAAP.
High Priority Actions:
• Increase Energy Efficiency in Residences (CAAP Action 1.1)
• Increase Energy Efficiency in Businesses (CAAP Action 1.2)
• Increase Onsite renewable energy systems and electrification (CAAP Action 1.4)
• Increase Use of Public Transit Systems (CAAP Action2.1)
• Embrace Electric Vehicles, alternative fuel vehicles, and other emerging technologies (CAAP Action 2.2)
• Increase bicycle and pedestrian transportation (CAAP Action 2.3)
• Increase Employee Commuter Options (CAAP Action 2.5)
• Reduce waste at the source (CAAP Action 3.3)
Audience segments should include but are not limited to: residents (owners, renters, landlords); businesses (small business owners, renters); equity-based populations potentially disproportionately affected by climate change (low-income, immigrants, people of color, seniors); community-based organizations and associations; university students, admin and faculty; K-12 students and representatives; and, where appropriate, relevant industries who are identified by the City as having high (or disproportionate) CO2 contributions (e.g., area hospitals and interstate transportation).
During Phase One, we will perform a comprehensive analysis of all possible barriers and benefits of each audience segment for the CAAP high priority climate actions. Special emphasis will be placed on Transportation and Buildings — the actions with the biggest potential to reduce carbon emissions in the short, medium and long term. Through this process, we will be able to begin developing effective climate action messaging.
Local and Best Practices Research & Comprehensive Literature Review
Concurrent to the identification of audience segments, the Cause IMPACTS/ISCI Communications Team will review Iowa City climate action-related resources/work, including the City’s website and social media, education and outreach, and marketing materials.
Where appropriate, and at the discretion and guidance of the City, an audit of existing climate action-related resources and documents developed by the University and University participation as identified by City staff.
Design, Implement and Analyze Targeted Expert Interviews
We will design and implement interviews with Key Stakeholder Groups to help identify the diverse audience segments and the related benefits and barriers.
The Cause IMPACTS/ISCI Communications Team will begin by designing a custom interview template and interview key members of the Climate Action Committee, CAAP development group, and any other key stakeholder group identified by the City involved with the Climate Action planning process to date. The Team will also interview representatives from government agencies, foundations, University of Iowa, and the non-profit and community-based sector and build a pool of experts based on the literature review and other outreach. Methods for interviewing will be via phone, email and zoom. During this same period, the Cause IMPACTS/ISCI Communications Team will also work on obtaining contact lists of residents, home owners, renters and businesses from municipal agencies,
utilities, the chamber of commerce and other businesses associations as needed to prepare for the next stage of Phase One.
Design, Implement and Analyze Community-wide Online Surveys
In order to capture a broad range of responses from as many audience segments as possible, the Cause IMPACTS/ISCI Communications Team will design, implement and analyze Climate Action messaging surveys that target all audience segments, including: residents (owners, renters, landlords); businesses (small business owners, renters); disproportionately affected populations (low-income, immigrants, people of color, seniors); community-based organizations and associations; university students, admin and faculty; K-12 students and representatives, and interstate industries.
Design, Convene, Implement and Analyze Focus Groups
Stakeholder focus groups will be conducted, with special emphasis on the populations less likely to participate in an online survey, and most vulnerable to Climate Change audience segments (e.g. low-income, English as a second language and seniors). Participants will be identified in partnership with the City using previously completed asset mapping of CBOs and organizations.
Ensure populations disproportionately impacted by climate change are engaged, included, and targeted: Iowa City’s commitment to conducting a Vulnerable Populations Asset Mapping Exercise is key to facilitating a thoughtful, innovative approach to reaching — and making inroads with — the City’s diverse and vulnerable populations. Most projects we work on involve a targeted effort to engage minority, low-income, and disconnected groups. During Phase One, we will develop a better understanding of the demographics of the region and how various groups consume information. Then we will be able to craft a robust strategy to target and engage populations disproportionately impacted by climate change.
The conclusion of Phase One will include:
• A description of appropriate behavior change tools and how each will address the barriers/benefits.
• A strategy table that connects each key research outcome to the proposed strategy elements.
• Identify Organic Communication Channels- Once we have mapped how people consume information, we can identify organic communication channels. We believe in using organic communication channels to communicate with these hard-to-reach populations rather than try to create a new channel. For example, we may recognize that the WIC- Women Infant Children offices have a newsletter that goes out to all low income families and is open to including information about the environment
Understanding and validating the barriers and motivators of key stakeholder groups is essential to the development of a cohesive brand strategy. This is particularly true as we address the marketing challenges and actions in the Iowa City Climate Action and Adaptation Plan.
For a marketing strategy to affect the behavior of a variety of different audiences and deliver on a wide-range of prioritized actions, it will need to be comprehensive and multi-pronged. We understand that some creative/strategic messaging and marketing have previously been developed and utilized. And it is also clear that a concept has been discussed for a mascot — for which design assistance and suggestions on deployment will be required. By conducting an audit of all current marketing touchpoints developed to date (existing climate action and sustainability web pages, among other current communication and outreach efforts (Sustainability Newsletter, Climate Fest, Climate Ambassador program, Climate Action at Work, and the implementation of Iowa City Transit Study recommendations), we expect this comprehensive CAAP Marketing Plan will align (or re-direct) these historical and planned City initiatives.
The barriers and benefits to increasing Energy Efficiency in Residences (CAAP Action 1.1) and Businesses (CAAP Action 1.2) are likely to be numerous and varied. And we are likely to discover a wide gamut of reasons why Iowa City residents resist increased Use of Public Transit Systems (CAAP Action 2.1), Electric Vehicles, Alternative Fuel Vehicles, and other emerging technologies (CAAP Action 2.2) and Increased use of bicycle and pedestrian transportation (CAAP Action 2.3) and Employee Commuter Options (CAAP Action 2.5). And we are likely to understand even disparate resistance to Reduction of waste at the source (CAAP Action 3.3).
With the learning and the refinement of messaging achieved in Phase One, and with staff committee insights, expertise and feedback on proposed behavior change strategies (as related to strategies deployed in the past), we will have greater clarity about the primary messaging opportunities to affect behavioral change among our core targets.
We will synthesize these disparate messages into a clear, elegant and unifying marketing strategy from which a singularly-focused Brand Strategy and corresponding Creative Strategy will emerge.
• Meeting 1: Synthesize results of Barrier/Benefit Research into clearly delineated messaging opportunities, obtain feedback on prioritized messaging and the links between and across stakeholder targets
• Meeting 2: Present singularly-focused, unifying Brand Marketing Strategy
• Summarize key input, feedback and strategic direction into Brand Marketing Strategy document
Cause IMPACTS/ISCI Communications will work with the subject matter experts at the City of Iowa City to review, refine, and solidify Brand Marketing Strategy. Once approved, at this juncture, we will strategically align brand strategy to incorporate with Iowa City’s requested brand mascot. We will present a variety of branded campaign themes from which to execute all campaign communications.
The approved Campaign Themes will include direction for deployment of brand mascot. Additionally, the following launch marketing materials will be designed / presented:
• Style Guide
• Templates for graphics (max 6-8)* to be articulated by City
• Template for social media tiles
• Template for digital newsletter
• Template for web header design
• Approach to print materials including consideration(s) for print across translated executions
• Recommendations / ideas regarding promotional items
• Concepts for video format
• Models / framework for electronic media
Here we will also look for opportunities to align current outreach efforts like Sustainability Newsletter, Climate Fest, Climate Ambassador program, Climate Action at Work, and the Iowa City Transit Study recommendations with the brand strategy.
With a singular Brand Campaign and the tools to establish it, we can build out a communications strategy that broadly appeals to the residents of Iowa City and meaningfully reaches and creates responses among each unique stakeholder segment. Here, we will tee up key messaging, marketing materials, media channels, calls to action and response devices by segment.
At this critical juncture, we will work with the Climate Action and Outreach Division staff and other City resources to understand the reach of available dedicated media outlets, balance priorities and strategically-allocated resources.
Based on the Climate Change Vulnerability Assessment conducted by the City of Iowa City, the following factors from the U.S. Census 2012-2016 American Community Survey (ACS) 5-year estimates were used to perform a climate change vulnerability assessment for Iowa City (Iowa City Climate Action and Action Adaptation Implementation Strategies, May 2019).
We will utilize and build upon these findings as we develop the targeted communications strategy.
• Median Gross Rent as a Percentage Income
• Housing Tenure by No Vehicles Available
• Limited English
• Household Language by Household / Speaking Status
• Poverty Status of Individuals
• Common Race Identifiers (African Americans, Asian, Latinx)
• Children Age (Under 5)
• Older Population - Sex by Age (Over 65)
• Disability Status (From Ages 20 to 64)
• Properties with Central Air Conditioning
By tapping in to identified community lead partners and the civic infrastructure or “community-based assets” specific to vulnerable populations, we will craft a series of innovative, high impact, efficient strategies for education, outreach, and incentives to increase awareness, participation and response.
Specific messaging and message delivery tactics will be proposed to renters, homeowners, small business owners, landlords, interstate industries, students, seniors, low income households, immigrant and refugee populations, and people of color to ensure and prioritize equity.
Identify and Validate Metrics for Evaluating Campaign Impact Cause IMPACTS/ISCI Communications will work with Iowa City’s Climate Action team to build upon the strategy table created in Phase One. Here we will append a summary of key outcomes and proposed next steps for each target audience. By overlaying each targeted stakeholder group in a comprehensive matrix of the prioritized actions with the barriers and benefits analysis, we will be able to devise strategies for how best to qualitatively and quantitatively assess the effectiveness of those efforts.
Although we can identify key metrics to validate campaign effectiveness, it is unlikely we will be able to demonstrate that effectiveness with certainty during the Climate Action CBSM planning period. We can, however, focus on two to three key energy efficiency measures for targeted groups. For example, we can look at actions that suggest by inference (pledge, sign up, campaign engagement), how campaign response is affecting established benchmarks. For example, Signups to offer Free Home Energy Assessment through Green Iowa AmeriCorps, LED lighting retrofits, solar installations, and/or electrification.
Two to three key elements of the marketing strategy, messaging or creative can be identified for testing prior to campaign launch. This will be done in coordination with the Iowa City Climate Action team, and will be executed via the online feedback platform and using other pre-existing City resources.
Understanding that the City’s Climate Action goals are both immediate and long-term, the marketing and messaging strategy should be structured accordingly. As deployment strategies are further defined and refined, Cause IMPACTS/ISCI Communications will bring specific focus to ensuring that the marketing plan supports current goals while concurrently laying the foundation for future climate action efforts by the City.
With the roadmap of specific identified high priority actions in the CAAP as having the greatest potential GHG impact when adopted by residents and businesses, the identified barriers for each audience segment will be prioritized, and the specific behavior change tools will be fully explored in Phase One, we can use messaging and offers to address the identified barriers/ benefits that ties each key research outcome to the proposed strategy. In partnership with the City, this testing can happen concurrently with support from the City.
Correspondingly, with staff committee feedback and strategy approval, we can design and test a variety of communications that employ a range of Calls to Action (CTA), messaging, offers and related strategies. Using response metrics tied to behavior, we’ll be able to devise multiple response-oriented tactics that test – and validate — the relative efficacy of that messaging in market.
Reducing Iowa City’s 2005-level greenhouse gas (GHG) emissions by 26 to 28 percent by 2025, and 80 percent by 2050 will take significant effort. It will be achieved by the development and execution of a multi-pronged communications strategy to reach all of Iowa City’s residents with a variety of different targeted communications. As we have noted, different messaging will be deployed to support both the identified priorities, as well as to support priorities that support our firsttier action goals.
By working in lock step with the Climate Action and Outreach Division to prioritize messaging and delivery resources, we can:
• make recommendations for improved access, traffic and engagement of current action website.
• identify and gauge the availability, access to and effectiveness of Iowa City’s current media opportunities and resources and propose strategic opportunities to maximize effectiveness of available materials, channels, and messengers
• have thorough discussions about budget levels that can be accessed to support media strategy, placement and targeted marketing efforts
• identify opportunities for new or expanded message delivery
• make strategic recommendations — in line with articulated budget— to make the greatest impact for a rollout strategy.
References for Cause IMPACTS:
Ventura County Workforce Development Department
• Agency Contact & Title: Rebecca Evans, Director
• Contact Phone Number: 805-758-8411 (cell) 805-477-5306 (direct)
• Contact Email Address: Rebecca.Evans@ventura.org
• Address: 2901 N. Ventura Rd. 3rd Floor, Oxnard, CA 93036
• Date of Services: 2018 to the Present
Description of Services Provided: We have worked on a variety of engagements with Ventura County. We developed a strategic plan for the agency in the fall of 2019. We developed a Prison 2 Employment Regional Strategic Plan in 2018-19. The project involved doing robust stakeholder outreach, conducting policy analysis to identify the biggest potential to make an impact, report writing, and strategic communications collateral. Currently, we are conducting detailed asset mapping of County resources and gaps.
Los Angeles County Metro
• Agency Contact & Title: Joanne Peterson, Chief Human Relations Officer
• Contact Phone Number: 213-804-2407
• Contact Email Address: petersonjo@metro.net
• Address: 1 Gateway Plaza, Los Angeles, CA 90012
• Date of Services: 2019
Description of Services Provided: Conducted a feasibility study for LA County Metro to assess how the agency can strategically provide countywide educational and vocational training programs that advance equity across the County. This project included robust stakeholder engagement, data analysis, group facilitation, and strategic planning
• Agency Contact & Title: Carrie Lemmon, Senior Director
• Contact Phone Number: O: 213.325.1512 | C: 909-239-0547
• Contact Email Address: clemmon@unitela.com
• Address: 1055 Wilshire Blvd. Suite 1750 | Los Angeles, CA 90017
• Date of Services: 2017, and November 2020
Description of Services Provided: We have worked with UNITE-LA in a variety of circumstances. In 2017 we drafted a strategic plan for the City of Los Angeles to improve workforce service provision for foster, homeless, probation, and dropout youth. Cause IMPACTS designed an inclusive process through which every City department was engaged to ensure that at-risk youth receive seamless services. The project included vast community engagement across every region of Los Angeles, the development of collaboration infrastructure, group facilitation, policy analysis, and communications strategy.
References for ISCI Communications, Inc.
Friends of West LA
• Agency Contact & Title:
Mike Eveleoff, President
• Contact Phone Number: 310.861.5146
• Contact Email Address: Mike@FOWLA.com
• Date of Services: 2016 - present
Description of Services Provided: ISCI Communications is helping to launch AWARE NEIGHBORS for Friends of West LA, a local non-profit that serves and supports municipal resources. Mr. Cardenas and Mr. McDonald developed a comprehensive brand strategy, logo, theme lines, transit marketing, in-store display, website design, conversion collateral and all associated tools and tactics for B2B and B2C deployment. For Aware Neighbors, ISCI Communications established program brand, logo, tagline, brand promise, established the marketing strategy with a mix of broad reach and targeted communications designed to telegraph brand benefits (outdoor / ambient / transit) and motivate action (direct mail, event materials, email) and convert enrollment (point-of-purchase, in-store), developed tools to support localized presence in the community + in store (BestBuy was the primary distribution channel) , designed program enrollment / support materials and program collateral (printed + electronic) + neighbors welcome kit, designed the web portal.
ALBA Wheels Up, Incorporated
• Agency Contact & Title:
Vincent Iacopella, Executive Vice President, Growth & Strategy
• Contact Phone Number: 310.841.8030
• Contact Email Address: v.iacopella@albawheelsup.com
• Address: 5230 Pacific Concourse Drive, Suite 390, Los Angeles, CA 90045
• Date of Services: November 2017 - present
Description of Services Provided: Lead team and client audit to develop brand strategy for ALBA Wheels Up, an international import/export freight forwarder and customs broker. From the development of brand strategy to new logo/tagline to the design of new website, targeted communications and outreach strategy, ISCI has repositioned this firm as a global leader in their field.
Full creative and production implementation of the campaign – and the thorough execution of its marketing tactics — will rely heavily on the best-tested strategy direction (or directions) and how we mutually agree to get the most bang for your buck against your key audiences. The need for a strategic multi-faceted approach is something we pride ourselves on being able to deliver to best meet the articulated goals. However, predicting the creative assets, creative execution and production needs — and the corresponding costs associated with their development — is something that will be developed organically through the process as the goals and best strategies become more clear.
» The creation of the original spokesperson/mascott, and the expanding of the character into animated character, plush dolls, memes, etc. can create an icon for young minds, but this approach deserves a long-term focus on the best way to design and maintain the character.
» Creative Development of Marketing Campaign elements Commercial Videos / PSAs, Broadcast (video/radio/web), Vehicles (e.g. Sanitation Trucks, Police Cars), Additional Newsletters/Email Blasts, Signage, Transit Bus Shelters, Trash Cans, CBO marketing tools/signage, outdoor advertising (billboards, bus benches), Gamification and other creative execution of engagement strategies
» Preliminary Estimated Cost: $50,000 - $250,000
» Create a custom program to demonstrate City’s commitment to awareness building
» The calculator will also allow the City to track participation and estimate impacts
» The pledge will allow City to track and types of commitments made (can also track by stakeholder group) and estimate impacts
» Preliminary Estimated Cost: $25,000
» Establish and manage program over a two-year period
» Preliminary Estimated Cost: $200,000
Organics Recycling/Food Recovery Program for the City and Johnson County
» Create comprehensive and collaborative education and outreach program for City and County, as the City handles the landfill for both the City and Johnson County
» Establish and launch program over 12-18 months
» Preliminary Estimated Cost: $150,000
