Statement_of_Work_1.pdf

PERFORMANCE-BASED WORK STATEMENT

ShakeAlert Earthquake Early Warning System Messaging Toolkit Update Project

I. GENERAL INFORMATION

A. Introduction

The ShakeAlert Earthquake Early Warning System currently operates in California, Oregon, and Washington and serves over 50 million residents and visitors to those states. While initial Communication Education Outreach (CEO) efforts produced tools and resources for emergency managers and other earthquake education practitioners, as well as various sector thought leaders in Healthcare, Utilities, Transportation and Education, there remain untapped opportunities to expand elements for engagement with other stakeholders, audiences, influencers for maximum messaging uptake to advance preparedness and public safety. Many elements of the existing Toolkit were released before the full rollout of ShakeAlert System public alerting in mid-2021 and there is an ongoing need to update current documents, guidelines, graphics, and other deliverables.

The ShakeAlert System is also undergoing continuing development and evolution including and the integration of geodetic data into the ShakeAlert data feed in 2024, the completion of the build out of the seismic sensor network by the end of 2025, and the expansion of ShakeAlert-powered products and services in new technical sectors.

Messaging resources must reflect this expansion and evolution of the ShakeAlert System.

The overall goal of this project is to update and expand on existing ShakeAlert Messaging resources and guidelines;

leverage relationships with key thought leaders to further distribute and influence current ShakeAlert messaging;

and align with/implement elements of the ShakeAlert® Communication, Education, Outreach & Technical Engagement (CEO&TE) Strategic Vision (December, 2023).

The goals of the ShakeAlert Messaging Toolkit Update Project are:

• To develop strategies and resources to engage additional communities which will allow the ShakeAlert CEO&TE team to expand and enhance uptake of ShakeAlert earthquake early warning in California, Oregon, and Washington.

This includes emphasis on critical sectors such as K-12 schools and increased engagement with first responders.

• To develop, update, and expand existing multimedia tools and resources that reflect current guidance (e.g.

USGS EHP ShakeAlert Alerting Priorities (2023)) and ensure uniform messaging across all ShakeAlert resources to reach broader non-technical audiences.

• To leverage existing information products and tools developed by the USGS to further enhance earthquake risk reduction.

• To broaden the use of ShakeAlert data in technical sectors and promote the development of new ShakeAlert-powered products and services.

• To ensure all work efforts and products align with, satisfy, and advance implementation of the vision and mission of the ShakeAlertⓇ CEO&TE Strategic Vision (December, 2023).

B. Background

The ShakeAlert® earthquake early warning system (ShakeAlert EEW system, ShakeAlert system, ShakeAlert, system) detects within seconds earthquakes that meet certain thresholds, so alerts can be delivered to people and vital technical infrastructure (e.g. utilities) and industry sectors, potentially seconds before strong shaking arrives at their location. ShakeAlert-powered alerts encourage people to take a self-protective action, such as Drop, Cover, and Hold On, and trigger automated actions to protect critical systems, equipment, facilities, and infrastructure.

Acknowledging the human interface of EEW is indispensable. A significant factor in the adoption and ultimate success of the ShakeAlert EEW System is effective communication, education, outreach, and technical engagement.

The USGS’s 2018 Revised Technical Implementation Plan for the ShakeAlert System – An Earthquake Early Warning System for the West Coast of the United States (2018 Technical Implementation Plan) notes that “EEW alerts are useless if people do not know how to respond to them” and “Extensive communication, education, and outreach (CEO) for both public and institutional users is needed for ShakeAlert to have maximum beneficial impact.”

Because ShakeAlert Communication, Education, Outreach, and Technical Engagement (CEO&TE) — like the ShakeAlert EEW system itself — is a collaborative effort, the purpose of this project is to align USGS, its Principal Partners, Implementation Partners, and other key stakeholders around the design and overarching framework for ShakeAlert communication, education, and outreach.

Though the COVID-19 pandemic prevented in-person collaboration and planning sessions, CEO&TE planning to produce the 2021-26 ShakeAlert Communication, Education, Outreach and Technical Engagement Strategic Vision was developed with significant stakeholder input and is grounded in strategic planning best practices for Federal agencies and partnership-based programs. ShakeAlert CEO&TE envisions a future where EEW is a widely integrated component of preparedness and mitigation culture in the U.S. Through continued, thoughtful stakeholder engagement; a basic management, coordination, and evaluation structure; and the implementation of CEO&TE strategies founded upon social science and evidence-based approaches, this Strategic Plan provides a framework to realize the ShakeAlert CEO&TE vision: Earthquake Early Warning for All.

C. Definitions/Applicable Documents

Pilot License Agreement (aka: Pilot Partner): A Pilot License Agreement with the USGS allows Technical Partners to research, develop, and internally test innovative ways to use ShakeAlert® Messages to deliver ShakeAlert-powered products and services the public and/or to automated systems, subject to limitations set forth by the USGS for the technology and field of use identified in the License Agreement between the USGS and the Technical Partner.

License to Operate (LtO): On conversion from a Pilot Partner to an LtO, the USGS grants a ShakeAlert licensee the right to distribute ShakeAlert-powered products and services to the public and/or to automated systems, subject to limitations set forth by the USGS for the technology and field of use identified in the License Agreement between the USGS and the LTO Technical Partner.

Client: A customer of an LtO which can (1) purchase and (or) subscribe to ShakeAlert-powered products and (or) services to be delivered to end-users, (2) be themselves an end-user or (3) both. An example of (1) a school that purchases ShakeAlert-powered alert delivery for its staff and students or a transportation agency that uses an LtO's products and (or) services to slow or stop trains. An example of (2) is a person who downloads and uses a ShakeAlert-powered app from an LtO. An example of (3) a rider in a train that is powered by ShakeAlert and is impacted by automated actions based on ShakeAlert data.

End-User: End-users receive ShakeAlert-powered products or services from LtO Partners. End-users include people who receive these products or services directly (e.g., to their cell phones), as well as organizations that work with an LtO Partner to implement automated “machine-to-machine” actions.

Human Interface: Any mode of interaction that a person has with ShakeAlert-powered products and services based on the utilization of ShakeAlert Messages by licensed ShakeAlert technical partners. The interface can be direct, such as an alert delivered to a cell phone, indirect such as (on) a train that slows down due to an ShakeAlert-powered automated action, or a combination.

ShakeAlert CEO&TE: ShakeAlert Communication, Education, Outreach, and Technical Engagement

ShakeAlert JCCEO&TE: ShakeAlert Joint Committee for Communication, Education, Outreach, and Technical Engagement. The JCCEO&TE supports, provides feedback, and participates in the management of the USGS-led ShakeAlert CEO&TE effort.

Relevant Reference Documents/References:

ShakeAlert CEO&TE Community Partner Website - Available: ShakeAlert.org

ShakeAlert “X”- Available: @USGS_ShakeAlert

ShakeAlert Licensing Pathway - Available: https://drive.google.com/file/d/1TKcsLA92bHtoiJaoU3zIeiZDWSIO- O8Z/view?usp=share_link ShakeAlert Inclusive and Culturally Competent Messaging Guide - Available:

https://drive.google.com/file/d/1R16nOZVhR6_EcsDHcaxL1rlvRN8kZnBM/view

ShakeAlert Trademark Guidelines - Available: https://www.shakealert.org/system-information/shakealert-trademark-guidelines/

ShakeAlert Tests, Drills, and Exercises Guide - Available: https://www.shakealert.org/toolkit/introduction/

ShakeAlert System Alerting Thresholds - Available: https://www.shakealert.org/system-information/alert-delivery-thresholds/

ShakeAlert Communication, Education, Outreach, and Technical Engagement Strategic Vision, December 2023.

(Available upon request)

Revised technical implementation plan for the ShakeAlert system—An earthquake early warning system for the West Coast of the United States - Available: https://pubs.er.usgs.gov/publication/ofr20181155

ShakeAlert Evaluation License Agreement - Available: https://www.shakealert.org/wp-content/uploads/2023/11/ShakeAlert_ELA_Form_Template_For_Distribution_November_2023.pdf

ShakeAlert Pilot License Agreement - Available: https://www.shakealert.org/wp-content/uploads/2023/12/ShakeAlert_PLA_Template_November_2023a_For_Distribution-1.docx

ShakeAlert Technical Performance Review Criteria for LtO Conversion (4/2024) [.pdf] - Available:

https://www.shakealert.org/wp-content/uploads/2024/04/Tech_Performance_Guidelines_202404_Update_Final.pdf

ShakeAlert Education and Training Review Criteria for LtO Conversion (8/2022) [.pdf] - Available:

https://www.shakealert.org/wp-content/uploads/2023/08/Education-and-Training-Guidelines_August-2022.pdf

ShakeAlert Start-up Guide for Prospective Technical Partners (4/2021). Available:

https://drive.google.com/file/d/13sEXorNwSTstXIe2UwD7v8Vt3Ds8Idx9/view

ShakeAlert Messaging Toolkit - Available: https://www.shakealert.org/education-and-outreach/messaging_toolkit/

Advanced National Seismic System - Available: https://www.usgs.gov/programs/earthquake-hazards/anss-advanced-national-seismic-system

II. WORK REQUIREMENTS

A. Technical Requirements.

1. Work Elements

The project plan is segmented into three primary tasks with deliverable subtasks (not including Project Management.

The project period of performance is November 15, 2024 –November 14, 2025. (With 2 option years subject to availability of funds and continuing need).

https://drive.google.com/file/d/1TKcsLA92bHtoiJaoU3zIeiZDWSIO-O8Z/view?usp=share_link https://drive.google.com/file/d/1TKcsLA92bHtoiJaoU3zIeiZDWSIO-O8Z/view?usp=share_link https://drive.google.com/file/d/1R16nOZVhR6_EcsDHcaxL1rlvRN8kZnBM/view https://www.shakealert.org/system-information/shakealert-trademark-guidelines/ https://www.shakealert.org/system-information/shakealert-trademark-guidelines/ https://www.shakealert.org/toolkit/introduction/ https://www.shakealert.org/system-information/alert-delivery-thresholds/ https://www.shakealert.org/system-information/alert-delivery-thresholds/ https://pubs.er.usgs.gov/publication/ofr20181155 https://www.shakealert.org/wp-content/uploads/2023/11/ShakeAlert_ELA_Form_Template_For_Distribution_November_2023.pdf https://www.shakealert.org/wp-content/uploads/2023/11/ShakeAlert_ELA_Form_Template_For_Distribution_November_2023.pdf https://www.shakealert.org/wp-content/uploads/2023/12/ShakeAlert_PLA_Template_November_2023a_For_Distribution-1.docx https://www.shakealert.org/wp-content/uploads/2023/12/ShakeAlert_PLA_Template_November_2023a_For_Distribution-1.docx https://www.shakealert.org/wp-content/uploads/2024/04/Tech_Performance_Guidelines_202404_Update_Final.pdf https://www.shakealert.org/wp-content/uploads/2023/08/Education-and-Training-Guidelines_August-2022.pdf https://drive.google.com/file/d/13sEXorNwSTstXIe2UwD7v8Vt3Ds8Idx9/view https://www.shakealert.org/education-and-outreach/messaging_toolkit/

All proposed work efforts and deliverables will support the ShakeAlert System through coordination, collaboration, and community building, while being inclusive, collaborative, culturally sensitive, and dynamic. These services can be grouped into three overarching service categories that reflect the need for additional public relations, strategic planning, and collateral development.

2. Criteria for acceptance of Product or Service

The USGS will be the lead agency for this project and will be responsible for making all final decisions regarding the acceptance of the project deliverables. The USGS Office of Communications and Office of Policy and Analysis will conduct an extensive review of all project outputs to ensure compliance with USGS Communications and Technology Transfer. To ensure broad CEO&TE stakeholder involvement and input, a JCCEO&TE Focus Team (made up of representatives from the three ShakeAlert states and the USGS Management Team) will be established, and members will serve during the entire period of performance. The Focus Team will be in place before the project commences in November 2024.

Project Management Plan Contractor will develop a Project Management Plan (PMP), which incorporates the project goals and deliverable completion dates, along with project communication and risk management strategies. This will be the primary document the Contractor uses to plan, coordinate, and manage the project. The PMP will show task elements completed and those left to complete, and will explain successes, challenges, and resolutions. The PMP will be developed in draft and finalized form in consultation with the USGS Project Management Team.

Weekly Project Management Check-In Calls Throughout the project performance period, Contractor will facilitate weekly project management check-ins with the USGS Management team (and USGS designees) to ensure regular communications on project status and next steps, and to discuss the status of deliverables, among other topics.

Monthly Written Project Status Reports Contractor will provide the USGS with monthly written project status reports, which will accompany monthly invoices. Status on project-specific goals, milestones, tasks, and deliverables will be discussed in these written reports. Contractor will also provide a brief, bulleted monthly status report for the JCCEO&TE; the latter will be distributed by the USGS.

Deliverable Review and Feedback Process Each member of the project Focus Team will serve an important role in the review of materials developed as part of task completion. Unless feedback is communicated from team members to the contractor in the conduct of a collaborative meeting, other feedback on deliverables will be communicated from the USGS Project Management Team to Contractor and/or through collaborative documents that reside on a shared drive.

Deliverable Quality Control/Quality Assurance A mutually agreed upon Quality Assurance/Quality Control process throughout the project performance period is indispensable. Most successful projects are those with precisely, clearly, and completely defined scopes, and with agreement and buy-in from project managers, subject-matter experts, advisers, and key stakeholders from the onset.

All materials produced will be subject to a robust quality assurance/quality control review for accuracy in content and composition. As deliverables and materials are completed, their quality will be assured through audits against quality requirements and previously defined evaluation criteria.

Project Close-out Meeting and Recommended Next Steps On completion of all tasks, Project Management Team will meet via Zoom with the USGS, the JCCEO&TE Focus Team, and other JCCEO&TE representatives to discuss the project’s progression, outcomes, impressions about community buy-in, and to recommend next steps. Any materials that require sign-off, return, or archiving will be identified at that time.

B. Deliverables

1. Characteristics for work product described in II.A.1., identified by name and quantity.

Task A: Updates to Existing and Development of New Multimedia Resources for ShakeAlert Messaging Toolkits

a. Update all existing all multimedia ShakeAlert Messaging Toolkit Resources (graphics, manuals, and other assets) to reflect current messaging by the ShakeAlert System in 2025 including the completion of seismic and geodetic network station buildout and expansion of the use of ShakeAlert data in new technical sectors.

b. Update resources (e.g. graphics and talking points) that align with 2023 USGS Earthquake Hazards Program ShakeAlert alerting guidance and updates to tsunami messaging (in collaboration with NOAA and

FEMA).

c. Develop and update multimedia resources that reflect the transition of the ShakeAlert system from “buildout: phase to “operations and maintenance phase.”

d. Coordinate/manage all collateral (amendments to existing and new) through translation/graphics services.

e. Develop and coordinate a review and roll-out/strategy for all resources developed in this task.

Task B: ShakeAlert in K-12 Schools Project

a. Develop and test materials (handouts, graphics, slide decks, and multimedia resources) for K-12 schools that promote earthquake preparedness, awareness about ShakeAlert, and integration of ShakeAlert EEW into drills, tests and exercise

b. Develop an Outreach and Engagement Strategy for K-12 schools that embraces the whole school community (students, teachers, staff, administrators, and parents). This includes engagement via social media (X and LinkedIn).

c. Create an “Operational Guide” for internal use regarding program administration, SOPs, etc.

etc.

d. Coordinate/manage all collateral (amendments to existing and new) through translation/graphics services.

e. Develop and coordinate a review and roll-out/strategy for all resources developed in this task.

Task C: Advanced National Seismic System (ANSS) Toolkit

a. Develop and test materials (handouts, graphics, slide decks, and multimedia resources) that promote integration of ShakeAlert EEW with ANSS that are aligned with the ShakeAlert CEO&TE Strategic Vision priorities 1 and 4.

Priority 1: Public Safety, Preparedness, and Resilience

This priority includes products, programs, and/or services that support the reduction of earthquake risk. This is done by addressing the needs and priorities of the emergency management community with a focus on how the ShakeAlert System can contribute to public safety, including emergency response and recovery. Emergency management agencies use other Advanced National Seismic System (ANSS) information products and tools for earthquake notification (e.g., Earthquake Notification Service), information (e.g., latest Earthquake Event Pages), and response information (e.g., ShakeMap). Unlike the other ANSS tools that largely provide post-earthquake information, ShakeAlert EEW is another public safety tool that has the potential to protect people and systems before strong shaking arrives. This priority aims to integrate ShakeAlert into existing earthquake preparedness efforts and other emergency management programs (e.g., The Great ShakeOut, 2WeeksReady, etc.). These programs can help to position the ShakeAlert System as a tool that complements practices, such as organizing disaster supplies, securing one's space, and knowing appropriate protective actions to take when one receives a ShakeAlert-powered alert or feels shaking. This priority includes the exploration of future opportunities to enhance public safety using ShakeAlert and emergency management applications, such as how to improve information sharing and coordination between earthquake early warning and tsunami warning systems.

Priority 4: Integration with Other Federal and State Earthquake Hazards Products

This priority addresses the integration of technical earthquake information products, programs, and/or services with the ShakeAlert System. This could also include contextualizing ShakeAlert in the ecosystem of earthquake information products and tools from ANSS and other sources. The ShakeAlert system produces one of many ANSS data products that can reduce earthquake risk when used in conjunction with other products, such as ShakeMap, ShakeCast, etc. In this context, ShakeAlert has a specific role and complements the other products. A goal of this priority is to promote the integration of multiple information products and tools (provided by ANSS and others) by ShakeAlert Technical Partners into their proposed ShakeAlert-powered products, services, applications, etc. to be implemented on the Technical Partner’s conversion to LtO status. This priority also includes promoting the exploration of the technical feasibility of new and/or other information products, such as how to improve information sharing and coordination between earthquake early warning and tsunami warning systems.

b. Develop an Outreach and Engagement Strategy for the audiences listed in Priorities 1 and 4 (i.e. emergency managers and ShakeAlert Technical Partners). This includes engagement via social media (X and LinkedIn).

c. Create an “Operational Guide” for internal use regarding program administration, SOPs, etc.

etc.

d. Coordinate/manage all collateral (amendments to existing and new) through translation/graphics services.

e. Develop and coordinate a review and roll-out/strategy for all resources developed in this task.

Task D: Community Emergency Response Team (CERT) ShakeAlert Project

a. Develop and test materials (handouts, graphics, slide decks, and multimedia resources) CERT volunteers that promotes ShakeAlert, and integration of ShakeAlert EEW into drills, tests and exercises.

b. Develop an Outreach and Engagement Strategy for CERT chapters to promote uptake of ShakeAlert CERT resources. This includes engagement via social media (X and LinkedIn).

c. Create an “Operational Guide” for internal use regarding program administration, SOPs, etc.

etc.

d. Coordinate/manage all collateral (amendments to existing and new) through translation/graphics services.

e. Develop and coordinate a review and roll-out/strategy for all resources developed in this task.

2. Delivery dates for work/product to be completed and point of delivery 11/14/2025.

III. SUPPORTING INFORMATION

A. Place of Performance.

Work will be conducted by contractor from their office and will work with the JCCEO&TE team primarily virtually (via phone, web conference, via email, and/or other online collaborative activities. However, we would like to take advantage of potential in-person gatherings for planning and work groups.

B. Period of Performance: 11/15/2024 – 11/14/2025 (with 2 option years subject to availability of funds and continuing need).

C. Government Furnished Property (GFP): list property and its value: None

D. Special Considerations.

1. Key personnel qualifications

Candidate(s) must have at least two (2) years of experience developing communications resources for the ShakeAlert earthquake early warning system. BA or BS degree in of one these educational fields; Journalism, Communications, or Public Policy.

2. Data Rights, Safety, Environment: None

3. Security/Privacy issues (ingress to Federal buildings, personnel clearances, computer security): None