Attachment 2

SLCI26093

Scope of Work

I. BACKGROUND AND VISION

Salt Lake City (“the City”) hosted the 2002 Olympic and Paralympic Winter Games, widely regarded as one of the most successful Winter Games in modern history. As the City prepares to host again, it has an opportunity to build deliberately on that legacy and ensure that all Salt Lakers have a chance to benefit from, and contribute to, the impact of the 2034 Games. Offerors should bring knowledge of the 2002 Winter Games legacy and a vision of how to build on that experience meaningfully.

The City is committed to centering resident voices in this planning process.

Including, and especially, voices from communities that may feel the Olympics won't be "for them." Through development of an Olympic and Paralympic Impact & Legacy Framework, Offerors will conduct comprehensive community engagement to capture City residents' hopes, priorities, and creative ideas for the Utah 2034 Olympic and Paralympic Winter Games. This engagement will ask residents not only what they hope to gain, but what they fear losing; not only what big investments they'd like to see, but what matters most in their everyday neighborhoods. Offerors should be prepared to engage communities across all socioeconomic backgrounds, youth, people with disabilities, Indigenous communities, immigrant and refugee communities, and others historically underrepresented in public planning.

While the City is where most activities and events during the 2034 Games will be centered, the State of Utah is the official host of the Games. The official organizing committee, Utah 2034, will lead the development of a broader impact and legacy strategy. This Framework must focus on the City’s ability to influence the impact and legacy of the Games for City residents, outside of the official venues and events. It should be coordinated with, but remain distinct from, the Utah 2034 Organizing Committee’s legacy strategy.

II. OBJECTIVE

The Framework is not intended to be an implementation plan, but rather a community-shaped statement of what Salt Lake City residents want the 2034 Olympic and Paralympic Winter Games (“Games”) to achieve. It should be organized to drive investment decisions, budget conversations, and future planning.

A. Offerors shall demonstrate familiarity with the following existing plans, studies, and engagement efforts, and shall build on, not duplicate, this prior work.

1. Thriving in Place and Housing SLC

2. Connect SLC

3. Reimagine Nature

4. Civic Center and Downtown Beautification Plans

5. Utah 2034/OCOG publicly available plans

6. Climate Forward SLC

B. Offeror will focus on the following elements:

1. Community Engagement Strategy

2. Engagement Execution

3. Framework Development

C. Schedule - The City anticipates the following milestones. Offerors should propose a detailed project schedule in their proposal, along with any proposed modifications to this structure.

1. Anticipated Contract Execution: July 2026

2. Engagement Strategy Approval: September 2026

3. Community Engagement Underway: September 2026

4. Interim Engagement Report: January 2027

5. Final Legacy Framework: No later that October 2027

These dates are anticipate, and not guaranteed. Schedule is subject to change.

III. SCOPE OF WORK

The Scope of Work consists of three primary tasks. Offerors are expected to approach this work with existing knowledge of the 2002 Olympic legacy and current relevant City plans.

The selected Offeror will execute all tasks in close coordination with City staff, relevant community stakeholders, and the Utah 2034 Organizing Committee as appropriate.

A. Task 1 – Engagement Strategy and Approach

Before community engagement begins, the Offeror shall submit for City review and approval a comprehensive Engagement Strategy. The Strategy shall address:

1. Engagement Design

a. A citywide engagement process that centers community voice, structured to surface resident ideas.

b. Methodology for reaching communities with historical distrust of government processes, including Indigenous communities, immigrant and refugee communities, youth, people with disabilities, and residents across all socioeconomic backgrounds.

c. Tactics to remove barriers to participation, such as family access, trusted venues, multilingual facilitation, or other culturally fluent practices.

d. Feedback loop process, allowing residents to see how their input is used.

e. Dedicated outreach strategies, ensuring the west side of Salt Lake City and other historically underserved or underrepresented areas receive intensive and culturally appropriate engagement.

Communication structure that includes but not limited to

f. Strategic integration with existing City planning and engagement efforts, including coordination with City departments and use of ShapeSLC and the City’s designated digital engagement platform.

g. Risk mitigation and management plan that includes preliminary identification strategies, facilitation methods and resolution action plans.

2. Stakeholder Conflict Mapping The City recognizes that Salt Lake City residents, businesses, and other stakeholders hold competing and sometimes conflicting views about the Games e.g. public investment, displacement, housing costs, public safety, and who benefits from hosting large-scale events.

The engagement strategy must address:

a. How the engagement process will account for an navigate stakeholder tensions and competing interests likely to surface during engagement.

b. How community findings will represent genuine disagreement and divergent community priorities, not only consensus themes.

c. Facilitation approach for sessions where competing interests may be present simultaneously.

3. Geographic Scope This is a citywide engagement effort. However, the City recognizes that Games activity, investment, and impact will not be distributed equally across Salt Lake City, and that some neighborhoods have a more direct historical, physical, or economic relationship to the Games than others.

As part of the proposed Engagement Strategy, Offerors shall propose a geographic engagement framework that identifies: Schedules and itineraries for meetings.

a. Which neighborhoods or areas warrant dedicated, intensive outreach strategies and why.

b. How engagement will be distributed across the city to ensure citywide representation.

c. Any areas where existing community distrust, language access needs, or other barriers require tailored approaches.

B. Task 2 – Community Engagement Execution

The Offeror shall design, manage, and execute the approved engagement strategy across Salt Lake City, reaching a broad and representative cross-section of residents.

1. The Offeror shall plan and execute a range of in-person and digital engagement opportunities. These may include:

a. Public visioning sessions and neighborhood workshops.

b. Pop-up activations.

c. Digital engagement through ShapeSLC and other approved platforms.

d. Creative and cultural programming partnerships with but not limited to:

i. Local Artists

ii. Storytellers

iii. Cultural Organizations

iv. Performers

v. Creative Organizations

vi. Musicians

2. Engagement shall explore the full range of community perspectives, such as but not limited to:

a. What residents hope to gain from the 2034 Games for their neighborhoods, their families, and the City as a whole.

b. What are their concerns about hosting the Games?

c. Specify quality-of-life priorities including but not limited to;

i. Green Spaces

ii. Housing

iii. Cultural Programming

iv. Youth Opportunities

v. Other Resident-Defined Priorities

d. Trade-off questions, for example, whether residents prioritize neighborhood-level investments over event access, or long-term infrastructure over youth sports programming .

e. From residents who feel the Games won’t e for them- how, if it all, do the imagine being involved or benefiting?

3. Iterative Community Input

Share preliminary findings with community participants ensuring accurate interpretation of provided input.

a. Design and execute at least one (1) round of community verification community to resent preliminary findings and invite corrections and clarification.

b. Document how feedback received during verification is reflected in the final Engagement Report.

4. Communication and Outreach

a. Coordinate with City designees to produce inclusive, multilingual materials, advertising, social media content, physical signage or earned media outreach.

b. Adhere to the consultant public communication standards as required by City found on Attachment 5. External Links and Assets Sheet.

3. Interim Findings

a. Provide an Interim Engagement Report by January 2027 summarizing participation to date, preliminary themes, emerging community priorities and any significant tensions or divergent perspectives surfaced.

b. Present interim finding to City leadership in a format suitable for budget deliberations.

C. Task 3- Legacy Framework Synthesize finding from community engagement into the Legacy Framework, which will serve as the City’s guiding document for Olympic and Paralympic legacy planning. At a minimum, the Framework must contain:

1. Engagement Report

a. Who participated

b. What they prioritized

c. What are their concerns

d. Where they disagree

2. Legacy Themes - Organized around the community and domains that emerged from engagement.

3. Legacy Opportunity Map -A special representation where residents identified priorities, concerns and opportunities.

4. Alignment with Existing City Plans – A section identifying how the legacy priorities that emerged from engagement may connect to, reinforce or have tension with existing City initiatives (housing, transportation, air quality, public lands, arts and events, etc.).

5. Alignment with Existing City Plans – A section identifying how the legacy priorities that emerged from engagement may connect to, reinforce or have tension with existing City initiatives (housing, transportation, air quality, public lands, arts and events, etc.).