Addendum 1 - ITN-2026-215-NC.pdf

PROCUREMENT DEPARTMENT

Cypress Creek Administrative Center 6400 NW 6th Way, Fort Lauderdale, FL 33309

Phone 954-201-7455/Fax 954-201-7330

ADDENDUM No. 1

SOLICITATION No.: ITN-2026-215-NC

TITLE: MARKETING AND PUBLIC RELATIONS SERVICES

DATE: June 3, 2026

This addendum is being issued to clarify and/or revise the solicitation documents, virtual solicitation conference meeting clarifications, and/or solicitation specifications. This Addendum modifies, supplements, and/or replaces information in the INVITATION TO NEGOTIATE (ITN) titled MARKETING AND PUBLIC RELATIONS SERVICES (ITN-2026-215-NC) and is hereby made part of the original solicitation documents.

Unless specifically modified by this Addendum, the previously issued documents remain unchanged and in the event of a conflict between this Addendum and previously issued documents, this Addendum shall prevail.

REVISIONS TO SOLICITATION

1. CHANGE TO SOLICITATION DUE DATE

New Solicitation Due Date: Wednesday, June 24, 2026

This change will delete the current solicitation due date of Tuesday, June 9, 2026, and replace it with the new solicitation due date of Wednesday, June 24, 2026, in the following sections of the solicitation document: COVER TITLE PAGE, SECTION 1 – REQUIRED RESPONSE FORM, and SECTION 2.8 –

TIMELINE.

2. REFER TO SECTION 4 – SUBMITTAL REQUIREMENTS, SUBMITTAL PAGE LIMIT REVISED.

DELETE: Electronic submittals should be limited to not more than 75 pages (excluding covers, table of contents, section dividers and/or tabs). Dividers shall divide the sections TAB 1 through TAB 6. Secondary dividers (not in the page count) may be used at the Respondent’s discretion to present information clearly.

Submissions in excess of 75 pages or not organized in a manner consistent with this section will not be disqualified; however, clarity, conciseness, and brevity will be taken into consideration during the evaluation process.

REPLACE WITH: Electronic submittals should be limited to not more than 125 pages (excluding covers, table of contents, section dividers and/or tabs). Dividers shall divide the sections TAB 1 through TAB 6.

Secondary dividers (not in the page count) may be used at the Respondent’s discretion to present information clearly. Submissions in excess of 125 pages or not organized in a manner consistent with this section will not be disqualified; however, clarity, conciseness, and brevity will be taken into consideration during the evaluation process.

3. REFER TO ATTACHMENT B – PRICE PROPOSAL FORM

DELETE: ATTACHMENT B – PRICE RESPONSE FORM.

REPLACE WITH: ATTACHMENT B – PRICE RESPONSE FORM REVISED.

ITN-2026-215-NC – MARKETING AND PUBLIC RELATIONS SERVICES

ATTACHMENT B – PRICE RESPONSE FORM REVISED is available as separate PDF/Excel documents in Euna OpenBids (www.demandstar.com)

4. RESPONSES TO QUESTIONS AND REQUESTS FOR INFORMATION FOR ITN

QUESTIONS

Q1 What's the budget for Group A Marketing Services?

R1 The estimated budget is approximately $1.25M annually. This figure is all encompassing including media budget.

Q2 How do we become an approved vendor?

R2 Refer to https://www.broward.edu/about/community/vendor/.

Q3 I wanted to confirm whether firms established within the last three years are eligible for consideration if the proposed leadership team demonstrates substantial relevant experience and qualifications consistent with the Scope of Work requirements.

R3 No, refer to SECTION 2.4 – MINIUMUM ELIGILITY CRITERIA of the solicitation document.

Q4 Understanding that last year's similar RFP (ITN-2025-255-YR) was not awarded, can the College provide an official explanation — and confirm whether evaluation criteria, scope, or budget expectations have meaningfully changed for the 2026 solicitation?

R4 It was deemed in the best interest of the College to readvertise/resolicit these services at a later date. The new solicitation for 2026 has changes in the scope of work.

Q5 Section 3.6 requires firm pricing for the three-year initial term. Does this apply to one-time, project-based work scoped under Section 3.2 — or only to the recurring retainer fees on Attachment B?

R5 No, the firm pricing requirement would not apply to a specific product and/or service not identified/included initially in the contract and for which the College may request a quote in accordance with SECTION 3.2 – AWARD OF CONTRACT. However, if products and/or services are added to the contract at the option of the College after the contract has been awarded, prices offered shall remain firm through each contract expiration date.

Q6 If a respondent proposes discrete year-one work like discovery, brand audit, or campaign development, can those be priced separately from the ongoing retainer?

R6 Yes, refer to ATTACHMENT B – PRICE RESPONSE FORM REVISED.

Q7 Attachment B asks for a monthly retainer covering unlimited hours. The May 12 conference noted that posting frequency, project volume, and campaign scope will be set collaboratively after award.

To help us price the retainer accurately — and sustainably for both sides — can the College share historical hour volumes, prior retainer values, or anticipated annual engagement levels per service item.

R7 Refer to ATTACHMENT B – PRICE RESPONSE FORM REVISED, only Group A has a retainer based -unlimited hours pricing structure now. Groups B and C now have an hourly – non retainer pricing structure only. Current Retainer Fees for Group A are $12,000 per month with an average of 100 hours per month.

Q8 What is the approximate annual marketing budget (including paid media) anticipated across the contract term? Alternatively, can the College share total marketing and PR expenditures from the most recent fiscal year? Even a directional range would help respondents propose strategies at the right scale.

http://www.demandstar.com/ https://www.broward.edu/about/community/vendor/

R8 Refer to R1. While there are no PR expenses this past fiscal year, previous years were approximately

$90,000/year. Social media support is approximately $80,000/year, but there is room for a new strategy and additional ad spend (estimated at $40,000 next fiscal year).

Q9 The SOW requires translation in Spanish, Haitian Creole, and Portuguese. What share of campaigns historically required full multilingual development versus English-only — and what share specifically required Creole and Portuguese? Does the College have a preferred translation vendor, an existing translation memory or glossary, or will respondents source and manage translation independently?

R9 Awarded vendor(s) will be responsible for sourcing and managing translation services. The College currently has an ongoing Spanish language advertising campaign, which accounts for approximately 3.5% of the overall media spend. The other language needs are for marketing and promotional materials, averaging 3-4 times a year, and the share of those translations is equally among the 3 listed.

Q10 For respondents using subcontractors, must the subcontractor independently execute the NDA

(Attachment G), Information Security Affidavit (Attachment F), and Federally Funded Projects Addendum (Attachment E) — or does the prime's execution cover them? And do subcontractors need to hold active Florida business licenses?

R10 Prime contractor execution will be sufficient. No, subcontractors are not required to hold an active Florida business license. However, subcontractors are responsible for complying with all applicable federal, state, and local laws and regulations.

Q11 For marketing and public relations services. Is there a budget for this service?

R11 Refer to R1 and R8.

Q12 Is there an incumbent agency currently providing these services? If so, which service groups are currently outsourced versus managed internally?

R12 Yes, services in Groups A and B are outsourced, while Group C is managed internally.

Q13 Is there an estimated annual budget allocation by service group (marketing, social, and public relations)?

R13 Refer to R1 and R8.

Q14 What are the college's primary success metrics for this contract over the next 12-24 months?

R14 Our primary goal is to deliver quality leads to the Enrollment and Recruitment team, resulting in an enrollment increase year over year. Success metrics include improved conversion rate from prospect to applicant, form fills, and cost per applicant.

Q15 Are there specific campaigns that the college is prioritizing?

R15 Yes, more detailed and targeted strategies will be discussed with awarded vendor(s), supporting the

College’s new Strategic Plan .

Q16 What platforms and systems is the college using for a CRM, email marketing, social media management analytics/reporting, paid advertising, and content management?

R16 CRM: TargetX (Salesforce), Email marketing: Account Engagement (formerly Pardot), Social media:

Sprout Social, Paid advertising: managed by current vendor, and Content management: Cascade.

Q17 Will awarded vendors be collaborating with existing college creative teams?

R17 Yes.

Q18 Approximately how many campaigns or major initiatives (this can be a range) does the college anticipate annually under this agreement?

R18 For Group A approximately 6-10+ and for Group B could be anywhere from 2-15, as needed.

Q19 Is the college exploring the use of AI enhanced marketing workflows, automation, or conversion agents (social ad-lead to CRM-agentic response).

R19 This is not currently in practice but could be discussed with shortlisted vendor(s).

Q20 What would a highly successful agency partnership look like for Broward College 12 months after award?

R20 A successful vendor partnership is built on collaboration, accountability, and shared ownership of results.

The vendor operates as a true extension of the College’s Marketing and Public Relations teams, as strategic partners deeply invested in advancing the institution’s goals, protecting and elevating the brand, and bringing forward-thinking ideas that keep campaigns fresh, relevant, and audience-focused. A collaborative working relationship is supported by clear communication, efficient workflows, and mutual trust, as well as transparent reporting and continuous optimization across campaigns and channels.

Q21 Section 4 establishes a 75-page limit for submittals, excluding covers, table of contents, and section dividers. For Respondents submitting replies across multiple Groups (A, B, and/or C), does the 75-page limit apply to the submission in the aggregate, or per Group? Additionally, are the completed Attachment D Questionnaire responses counted within or excluded from the 75-page limit?

R21 Aggregate. Yes, ATTACHMENT D – QUESTIONNAIRE responses are included in the page limit.

Q22 The Group A overview in Attachment A anticipates "An Advertising and Marketing Vendor, providing dedicated media buying, ad strategy, campaign development, design/production, and optimization and reporting... on a retainer-based pricing structure to maintain continuity of campaign strategy." Section 1, however, permits Respondents to bid by individual service item, and the College reserves the right to award by Group, by individual service item, or any combination. Will the College pursue a single primary Advertising and Marketing Vendor for Group A on retainer, with Market Research and Videography awarded as separate project-based service items? Or is a single Respondent eligible to be awarded all four Group A service items as a bundled retainer engagement?

R22 To be determined by the College’s Evaluation Committee.

Q23 The Price Response Form (Attachment B) offers an optional Group Discount Percentage "if awarded one or more complete groups." Group A contains four service items. If a Respondent offers and is awarded fewer than all four service items within Group A (because it does not offer the missing item(s)), is the Respondent eligible to apply the Group A discount to the items it is awarded? Or is the discount limited to Respondents who are awarded all four items within a Group?

R23 Refer to ATTACHMENT B – PRICE RESPONSE FORM REVISED, Vendors may provide a discount percentage if awarded in one of more groups.

Q24 Attachment B permits Respondents to submit Hourly (Non-Retainer) fees, Monthly Retainer

(Unlimited Hours) fees, or both. With the Price Response Form weighted at 20 points in Phase I,

a. Can the College clarify the methodology by which Hourly-only, Retainer-only, and combined submissions will be normalized and compared on a common basis?

b. Will the College assume an estimated annual volume of hours when evaluating retainer-based pricing against hourly-based pricing?

R24 a. The College’s evaluation committee will evaluate both structures based on what is most advantageous and responsive to the needs in the solicitation document.

b. Yes, refer to R7.

Q25 To assist Respondents in scaling appropriate teams, infrastructure, and media planning capabilities, can the College disclose the historical annual spend (most recent fiscal year) and projected annual spend for each Group and, where possible, by service item — including but not limited to total marketing and media-buy budget, paid social media budget, and historical project-based public relations spend?

R25 Refer to R1 and R8.

Q26 To inform appropriate staffing and pricing of Videography and Video Production Services (Group

A), can the College provide an estimate of the historical and anticipated annual volume of video production projects, including approximate number of productions per year, typical project scope (e.g., short-form social, long-form recruitment, campus b-roll), and average production days per project?

R26 The College has an in-house multimedia/videographer who handles most long-form and event-based production and content. To keep our asset library up-to-date and comprehensive of programs offered, we plan 1 to 2 annual video/photoshoots. The shoots range from 2-4 days depending on scheduling, specific visual requirements, and priorities. The shoots comprise of photography and b-roll, occasionally audio or video interviews, and drone footage. These assets are used by vendor(s) and internal teams to create deliverables as needed.

Day-to-day social video (reels, interviews, etc.) is handled by the Group B vendor(s); volume will be dependent on the social media strategy.

Q27 Are there current incumbent vendors providing any of the services described in this ITN? If yes, can the College identify the incumbent(s) and the Group(s) or service items currently under their scope?

R27 Yes, the College currently has a contract for Integrated Marketing and Communication Services with

Clutch Collective, Inc. dba Tango (Group A) and Beber Silverstein & Partners Advertising, Inc. (Groups B and C).

Q28 Will incumbent vendors be participating in this solicitation?

R28 Unknown, however Incumbent vendors are allowed to participate in this solicitation.

Q29 Can the College share why all replies received under ITN-2025-255-YR were rejected in July 2025, and what has changed in the College's approach, scope, or priorities for ITN-2026-215-NC?

R29. Refer to R4.

Q30 Between the rejection of ITN-2025-255-YR in July 2025 and the release of this ITN in April 2026, has the College engaged any marketing, advertising, social media, public relations, videography, or related communications agencies or firms to provide services in any capacity? If yes, can the College identify the agencies engaged and the general nature of the services provided?

R30 Refer to R27.

Q31 To inform first-year media planning and avoid duplicative negotiations, can the College identify any existing media contracts (OOH, print, broadcast, streaming) that the awarded vendor would be expected to inherit or honor, and disclose the approximate term, rates, and remaining value of each?

R31 This information can be shared with the awarded vendor(s).

Q32 Flexibility to propose a channel subset. Attachment A lists more than fifteen channels in scope

(print, radio, TV, OTT, OOH, SEM, SEO, digital audio and podcast, programmatic, social, video, email, etc.). To inform recommendation strategy, can the College confirm whether Respondents have flexibility to propose a subset of channels that aligns with the College's stated business and marketing objectives, or whether all listed channels must be addressed in every plan?

R32 Vendors must offer all services under the service item(s) they are submitting for to be considered.

Q33 To inform OOH planning and buying assumptions, can the College identify any standing OOH inventory commitments — including billboards, mall kiosks, vehicle wraps, transit shelters, and campus-adjacent placements — that should be assumed as ongoing, and disclose current vendor relationships and rates where possible?

R33 This information can be shared with the awarded vendor(s).

Q34 Attachment A requires creative in English, Spanish, Haitian Creole, and Portuguese. To inform media-mix modeling, can the College clarify whether the four languages are weighted evenly across channels, or whether certain channels (e.g., terrestrial radio, OOH, community print) are prioritized for specific language audiences and geographies?

R34 Refer to R9.

Q35 To inform whether Respondents should propose a single integrated media plan or separate plans by objective, can the College clarify how spend is typically split across recruitment marketing, brand and community awareness, and workforce / continuing education program promotion?

R35 The comprehensive media strategy will be discussed with the awarded vendor(s) and will include elements of all of these. The specific percentage split between these objectives can be discussed at that time and will align with the College’s new strategic plan.

Q36 To inform staffing and trafficking assumptions, can the College confirm whether media should be planned as always-on, flighted against enrollment cycles (fall, spring, summer terms), or a combination, and indicate the historical weighting between the two?

R36 The College has continuous enrollment, so advertising is planned for always-on.

Q37 Beyond Salesforce Account Engagement and TargetX, can the College describe its current measurement and analytics stack — including web analytics platform (e.g., GA4), server-side tagging configuration, customer data platform, mobile measurement partner, and any existing media-mix-modeling, lift-study, or incrementality partners?

R37 The College currently utilizes Google Analytics 4 (GA4) for website analytics and performance tracking, along with Google Tag Manager for tag deployment and management. The College leverages Microsoft Power BI as its primary analytics and visualization platform.

Q38 Can the College define the conversion event hierarchy that constitutes success — application start, application complete, deposit paid, enrolled, retained — and indicate whether weights or values are assigned to each event for optimization and reporting purposes?

R38 The enrollment funnel hierarchy is Prospect/Inquiry > Application Start > Application Complete > Enrollment Complete > Paid > Registered for Classes. At this time there are no weights or values assigned to reporting.

Q39 Can the College specify its expected reporting cadence, format, and audience — including frequency of campaign reports, monthly or quarterly business reviews, live dashboard requirements (e.g., Looker Studio, Power BI), and the seniority of the executive audience to which findings are presented?

R39 Monthly campaign reporting will be required and presented to the College’s Marketing team and Vice

President. Additional reporting requirements, formats, and meeting cadence if applicable, will be determined by the College based on project needs.

Q40 Attachment A indicates the College maintains a library of imagery and b-roll but anticipates annual production needs. To enable accurate staffing and pricing, can the College estimate annual production volumes by deliverable type — including photo shoots, long-form video, short-form and social-cut video, print pieces, OOH creative units, and digital display ad sets?

R40 Refer to R26.

Q41 Can the College clarify whether talent fees, music licensing, and usage-rights extensions (across broadcast, digital, OOH, and term length) are expected to be included within the retainer, billed as production pass-through, or handled under a separate rate card, and indicate typical term lengths historically negotiated?

R41 Billed as pass through. Refer to ATTACHMENT B – PRICE RESPONSE FORM REVISED.

Q42 Section 1 and Section 3.2 indicate the College reserves the right to award by individual service item within a group, and to add or delete products and services after award. If a Respondent submits pricing for all service items within a group but is awarded only some, will the pricing submitted for the un-awarded service items remain binding under any future scope additions per Section 3.2, or may the Respondent re-quote those items at the time of any future request?

R42 Yes, the pricing submitted for the unawarded group(s) and/or service item(s) will remain binding. The

College may elect to include those group(s) and/or service item(s) to the Vendor’s contracted Statement of Work after contract award, at its sole and absolute discretion.

Q43 Does the College have any existing or forthcoming written policy or guideline governing the use of generative AI tools by external vendors providing marketing, social media, or related services?

R43 No.

Q44 Other than the three-page maximum on the Executive Summary specified in Section 4 / Tab 2.1, are there page or word limits on any other Tabs (Tab 1, Tab 3 narrative, Tab 6 materials, etc.), on the Attachment D questionnaire responses, or on supporting documents attached to questionnaire responses?

R44 Refer to SECTION 2 of this ADDENDUM 1.

Q45 For Phase II interviews and presentations, will the College specify presentation format, duration, allowed materials (slides, video, work samples, live demonstrations), and team-size limits in advance of the interview, or will those parameters be communicated when shortlist invitations are issued?

R45 This information will be provided to the shortlisted vendor(s), if any.

Q46 Section 3.13 (Public Records and Trade Secrets) requires Respondents claiming any portion of their submission to be exempt from public inspection to submit a separately bound "Confidential Redacted Version" of the information, with statutory citations on the first page explaining the basis for exemption. Given that the solicitation requires submission as a single PDF file via Euna OpenBids, along with separate Word and Excel files for Attachments D and B respectively, can the College clarify the following:

a. Should the "Confidential Redacted Version" be uploaded to Euna OpenBids as a separate, additional PDF file alongside the primary single-PDF response, or should the redacted version be bound within the same single PDF as a clearly labeled separate section? Would that count towards our final page count?

b. If Attachment D (Questionnaire) or Attachment B (Pricing Response Form) contain information for which exemption is claimed, should a redacted version of those native-format files (Word and Excel) also be uploaded separately, in addition to the redacted PDF?

c. Should the statutory-citation explanation page required under Section 3.13 cover all redactions across the entire submission in a single index, or should each tab or attachment containing redacted content carry its own first-page explanation?

d. Will the College accept standard PDF redaction (black-box obliteration with text removed from the underlying file), or does the College require a specific redaction methodology or format?

R46 a. The confidential redacted version should be separate file. It should not be bound with your ITN submittal.

b. No.

c. Either.

d. Yes, it will be accepted.

Q47 To inform accurate pricing under Attachment B, can the College share historical or anticipated annual spend ranges by group — Group A (Marketing), Group B (Social Media), Group C (Public Relations) — including any historical paid-media budgets administered through the current vendor(s)? breakout per media asset etc?

R47 Refer to R1 and R8.

Q48 Would they like to see a sample media plan to see how we would lay out a buy?

R48 If the vendor feels this is important to demonstrate their capability and offerings.

Q49 In total, how many different social media accounts will be expected to be managed? We understand that posting strategy is to be determined, however, we need to understand the max expected range. Any historical insights on posting volume?

R49 The College has 5 primary institutional accounts: Instagram, Facebook, Twitter/X, LinkedIn and YouTube.

No historical insights on posting volume are available.

Q50 What are your primary KPIs per initiative? Can that be given prior to award?

R50 Yes, refer to R14.

Q51 For all campaign initiatives are there any limitations to geography? Are any of the campaigns national? Are they all hyper-local? Any details or information on what has happened historically or potentially what Broward College hopes to do in the future would be of interest.

R51 Geographical boundaries vary by campaign and strategic priorities. The College primarily serves students in Broward County and the surrounding areas, plus online. Strategies to advertise beyond those boundaries can be discussed with awarded vendor(s) pending budget availability.

Q52 Do you have particular priority target audiences in mind? Is there a Cost per Lead (CPL) that we should anticipate being held to?

R52 At this time, primary audiences are recent high school grads, young adults, and adult learners. No, there is no set cost per lead amount.

Q53 Attachment B permits Respondents to offer hourly non-retainer pricing, monthly retainer

(unlimited hours) pricing, or both, and states that both fee structures will be evaluated. For the 20 pricing points in Phase I, will hourly and retainer fee structures be evaluated and scored independently, or normalized to a comparable basis? If normalized, what assumptions (hours per month, service-item mix) will the College apply to the comparison?

R53 Refer to R24(a).

Q54 Attachment D Group A Question 16 asks whether the Respondent applies a markup on media.

Section 3 of the solicitation prohibits travel expenses in pricing but is silent on media commissions or markups. Does the College expect zero markup on media buys placed on behalf of the College, or is a transparently disclosed industry-standard media commission acceptable as part of the Respondent’s compensation model?

R54 Vendors shall provide pricing in accordance with SECTION 3.6 – PRICING and ATTACHMENT B – PRICE

RESPONSE FORM REVISED. If a Vendor proposes any fee, it should be clearly identified in

ATTACHMENT B – PRICE RESPONSE FORM REVISED.

Q55 What is the budget dedicated to this scope of work?

R55 Refer to R1 and R8.

Q56 Within the defined budget, do you have a breakdown by percentage of the allocation by service item and Groups. For advertising by market segment (online, on ground, grad, UG, etc.)

R56 Not available for all service and groups items. Market Segmentation Breakdown: 58% digital, 12% traditional, 16% OOH, 14% production (note: production costs were inflated this year due to extended photoshoots for needed updates to our asset libraries. This will most likely not be the case moving forward).

Q57 How many search names do you currently acquire for the high school population?

R57 Detailed information can be shared with awarded vendor(s). For reference, BCPS high schools (grades 9-

12) currently serve an enrollment of approximately 65,000+ students.

Q58 For creative services, does Broward have internal teams that the vendor will be engaging with. Can you please provide brief descriptions of that team’s current work and capabilities.

R58 At this time, the Marketing and Public Relations team consists of 12 team members supporting marketing, customer relationship management, multimedia, public relations, and creative services. Internal (non-advertising) College design requests are handled by our creative team. This team is comprised of a creative director, graphic designers and a project coordinator.

Q59 What was your enrollment breakdown for Fall 2025?

a. High school first time students

b. Transfer students

c. Online & non-traditional students

d. Graduate students

R59 Detailed information can be shared with the awarded vendor(s). For publicly available information, refer to the Public Information dashboard: https://www.broward.edu/about/

Q60 Which marketing channels have historically driven the strongest enrollment impact, and which have underperformed?

R60 More detailed information can be shared with awarded vendor(s), but generally we see the highest conversion rates on search campaigns.

Q61 Which geographic and demographic segments present the strongest near-term enrollment opportunity based on the institutions’ current enrollment signals?

R61 Refer to R52.

Q62 Can you confirm primary technology solutions that the vendor will be working with across services in RFP beyond what was already listed (TargetX, Pardot)

R62 Refer to R16 and R37.

Q63 Which are the core teams across Broward that the vendor will be working with in providing services?

R63 Internal Marketing and Public Relations teams.

Q64 Are any of the services sought in the RFP currently being served by a vendor? If so, which service items or groups? Is the request in the RFP for a new vendor to replace the existing vendor for specific service items/ groups or a result of contract renewal requirements?

R64 Yes, refer to R27 . The current contracts will be expiring, and the College is re-soliciting for the services.

Q65 Does Broward currently provide lead conversion and nurturing in house or through vendor (e.g.

Call center operations for moving leads through funnel)

R65 The College provides lead conversion and nurturing in house.

Q66 Given the Board's recent emphasis on reversing historical enrollment declines, what specific past performance issues or capacity limitations prompted the College to competitively solicit these services now?

R66 Refer to R64.

Q67 Are there incumbent agencies currently providing services for Groups A, B, and C, and are they eligible to re-bid?

R67 Refer to R27 and R28.

Q68 If the College elects to award Groups A, B, and C to three separate, specialized agencies, who within the College's new leadership team will serve as the primary stakeholder responsible for mediating cross-agency workflow and maintaining unified strategic alignment?

R68 The Vice President of Strategic Communications and Marketing.

Q69 Since the vendor must function as an extension of the internal departments, what is the current headcount and capacity of the College’s in-house Marketing and PR staff?

R69 Refer to R58.

https://www.broward.edu/about/

Q70 There appears to be a contradiction regarding software platforms: The Scope states the College will provide access to tools like Sprout Social, but the Questionnaire asks what our expectations are for the College providing these tools. Will the College maintain and pay for the enterprise licenses for all required media monitoring and social media management platforms?

R70 Yes.

Q71 Attachment E outlines conditions for Federally Funded Projects. Will this entire 3-year master agreement be funded by federal grants, or do these federal compliance clauses only apply to specific, individually funded task orders?

R71 The College has not determined at this time whether or not federal grant funding will be utilized under this contract. Refer to ATTACHMENT E – FEDERALLY FUNDED PROJECTS ADDENDUM and

ATTACHMENT H – SAMPLE CONTRACT FOR SERVICES TERMS AND CONDITIONS, SECTION 27

of the solicitation document.

Q72 The Price Response Form permits bidding a 'Retainer Based - Unlimited Hours' monthly fee, yet the scope includes highly variable hard costs like 'Videography and Video Production Services.' To ensure all vendors submit comparable pricing, can the College provide a historical or estimated annual volume of video shoots, commercial productions, and overarching campaign assets expected in a given year?

R72 Refer to R26.

Q73 The ITN notes that prospective student inquiry volume will not be disclosed until after award. Since pricing must be submitted with the proposal and held firm for 3 years, will the College consider disclosing a baseline volume metric now so agencies can accurately scale their proposed account management hours?

R73 Refer to R7.

Q74 For traditional and digital advertising placements, will the College provide a separate, dedicated

'media buy' ad-spend budget that is billed strictly at net cost outside of the agency's retainer, or is the agency expected to cover the hard costs of all media placements directly out of its proposed service fee?

R74 There is a dedicated ad budget set at the beginning of the fiscal year. Refer to SECTION 3.6 – PRICING

AND ATTACHMENT B – PRICE RESPONSE FORM REVISED.

Q75 If the vendor is required to float the media ad-spend and seek reimbursement, does the College have an estimated annual media budget to help bidders calculate the necessary cash-flow requirements to support this contract?

R75 Refer to R1.

Q76 Given that the student enrollment cycle can take several months, what specific, measurable Key

Performance Indicators (KPIs) or leading indicators will the College use to evaluate the vendor’s ROI and determine success during the initial 3-month probationary period?

R76 The College has ongoing enrollment. Measurable KPIs can include increased traffic to applications, increased application starts, or increased engagement if there is not enough data to evaluate full funnel conversions.

Q77 How heavily will the College weigh specific cost-per-acquisition (CPA) metrics for student enrollment against broader, top-of-funnel brand awareness metrics when measuring overall campaign pay-off?

R77 At this time, primary focus is on actionable and trackable efforts; this strategy may change with the new strategic plan.

Q78 What is the estimated yearly marketing budget for Broward College?

R78 Refer to R1.

Q79 What was last year’s media spend for Broward College?

R79 Refer to R1.

R80 For vendors submitting under “Advertising - Traditional & Digital", will costs for third-party production services (i.e. videography / photography) need to be included in our pricing, or will these costs be estimated after creative approval?

R80 Included in pricing.

Q81 Will required forms be counted towards the 75 page submission limit?

R81 Yes.

Q82 To what extent will the awarded vendor be responsible for the technical management of Pardot and TargetX, and does the College currently have a centralized 'single source of truth' for tracking a lead from the first ad click to final enrollment?

R82 The vendor(s) will not be responsible, the College will manage Pardot and TargetX. Yes, the College currently has a centralized system for tracking leads from initial engagement through class registration.

Q83 Does the College have a specific percentage breakdown of its current or target student demographics by primary language to help us weight our multicultural media planning?

R83 Refer to R9.

Q84 What should be included in the letter of insurability under Tab 1.3? Our insurance carrier can verify that we can bind all of these coverages, but they’re unfamiliar with a letter of this nature.

R84 A letter in your insurance carrier’s letterhead stating that your company can either obtain or currently has insurance coverage per the requirements in SECTION 3.9 – INSURANCE REQUIREMENTS if awarded a contract under this solicitation will be suffice for your submittal.

Q85 What are the biggest enrollment challenges currently facing the College?

R85 Cost of living in South Florida is very high, so many students a faced with the decision to work instead of attending school. Increased immigration enforcement in Florida poses challenges for student populations.

Q86 The questionnaire references alignment with 'the College's Strategic Plan.' Could you share the most recent version and any addendums?

R86 The College prefers not to disclose this information. The College’s new strategic plan is currently in development.

Q87 Is there a current incumbent vendor (or vendors) providing these services? If so, can the College share what aspects of the current arrangement are working well and where improvement is sought?

R87 Refer to R27. The College prefers not to disclose what aspects of the current arrangement are working well and where improvement is sought.

Q88 If there is one, is the existing marketing strategy and advertising vendor participating in this RFP?

R88 The College does not know which vendors may choose to submit a reply to this solicitation.

Q89 What does a good fit marketing vendor look like to the College?

R89 Refer to R20.

Q90 Does Broward own the digital advertising accounts that house the current campaigns? Will the winning agency have access to the existing digital ad campaigns?

R90 The College owns all its advertising creative and concepts and awarded vendor(s) will have access to existing campaigns assets. Details for digital ad account ownerships will be discussed with awarded vendor(s).

Q91 Do the existing digital ad campaigns send traffic to the Broward website or to dedicated landing pages? If the answer is dedicated landing pages then will they be available for use by the winning agency?

R91 Current digital advertising campaigns utilize dedicated landing pages. Yes, awarded vendor(s) will have access to those landing pages, as applicable.

Q92 Is there an existing SEO strategy for the website?

R92 No.

Q93 What is the current maturity and configuration of the College's Pardot/Account Engagement and

TargetX implementations? Does the College maintain in-house Salesforce administration, and what level of platform access will the awarded Vendor have for campaign execution, attribution, and reporting?

R93 TargetX was launched in late 2023. Refer to R65 and R82. Reports and data will be provided to the awarded vendor(s), as needed.

Q94 The SOW indicates the College will provide access to Sprout Social for social media reporting. Will the Vendor be expected to bring any additional monitoring, analytics, or campaign management subscriptions, or will these be provided by the College?

R94 Additional monitoring and reporting needs can be discussed with the awarded vendor(s).

Q95 Will the awarded Vendor have access to the College's current photo/video libraries, recent campaign creative, and data? Are these available to Respondents during the ITN process for reference?

R95 Awarded vendor(s) will have access to the College’s current photo/video libraries, recent campaign creative, and applicable data. These materials are not available during the solicitation process; however, vendors may review publicly accessible content available through the links provided below and the College’s social media channels.

https://browardcollege.smugmug.com/Approved-Photos-for-Public-Use https://browardcollege.smugmug.com/Campus-Buildings

Q96 Can the College share an estimated annual volume of video production projects, and the typical mix of long-form (institutional, recruitment) vs. short-form (social, campaign) content?

R96 Refer to R26.

https://browardcollege.smugmug.com/Approved-Photos-for-Public-Use https://browardcollege.smugmug.com/Campus-Buildings

Q97 What percentage of the College's marketing and communications content is currently translated into Spanish, Haitian Creole, and Portuguese? How is translation currently being handled (in-house, active third-party arrangement, or the awarded Vendor?

R97 Refer to R9.

Q98 What is the College's expectation regarding onsite presence for the primary marketing retainer

Vendor? Are routine working meetings expected to be conducted virtually for efficiency? Is onsite presence reserved for kickoffs, major bi-annual or annual business reviews, and as-needed strategic sessions?

R98 For Group A, onsite presence is not required. In-person meetings, excluding production-related activities

(refer to R26), are anticipated no more than quarterly and may be discussed further with the awarded vendor(s). Recurring meetings will be scheduled as needed and conducted virtually.

Q99 Can the College share the anticipated or historical marketing budget? If yes, can you break it down, separating marketing/advertising services and media spend?

R99 Refer to R1. Specific breakdown can be discussed with awarded vendor(s).

Q100 If we price using retainer fees, will there be opportunities to right-size retainers at certain checkpoints based on the amount of time actually put into the work?

R100 Yes, refer to SECTION 3.17 – PRICE ADJUSTMENTS of the solicitation document.

Q101 If we are using hourly fees are you looking just for the hourly rates? Or are you looking for hourly rates and an estimate of the amount of time needed as well?

R101 Hourly rates, estimate amount of time is not needed.

Q102 For the Marketing Services group, should our advertising line-item fee include the costs needed to produce all ad creative for the advertising campaigns? Should it include needs like landing pages or website optimization?

R102 Yes, advertising line-item pricing should include the costs associated with producing ad creative for advertising campaigns. Landing pages are managed by the College’s Marketing team.

Q103 What is the current breakdown in media spend between digital, traditional, and OOH?

R103 Refer to R56.

Q104 How many academic programs are currently being promoted? Can you give us a sense for the number of digital ad campaigns that are typically active?

R104 The College has 8 career pathways, divided into 165 academic programs. At this time, 41 individual programs are identified as priority for marketing and public relations focus, however this may change with the new Strategic Plan. Note, there is a fair amount of overlap with individual programs, into categories that can be promoted within a single campaign (e.g., Supply Chain Management Operations AS and Supply Chain Management BS can be grouped together). Estimate 10-15 active campaigns annually.

Q105 Which digital ad platforms are you currently active on?

R105 Google, Bing, Meta, OTT.

Q106 Can you share more information about your target audiences?

R106 Refer to R52.

Q107 Is the existing marketing strategy and advertising vendor participating in this RFP?

R107 Refer to R88.

Q108 Are there incumbent vendors currently providing social media or public relations services to the

College? If so, will incumbent performance or relationship history be considered during this evaluation?

R108 Refer to R27. No, the incumbent performance or relationship history will not be considered during the evaluation process.

Q109 (1) For Groups B and C, is the College seeking an agency of record to handle overall strategy and ongoing implementation, or is the intent to engage vendors on a project-by-project basis? The ITN references both retainer-based pricing and per-project engagements without clarifying which model the College prefers for each group.

a. Will there be a guaranteed minimum annual spend, minimum engagement commitment, or minimum project volume under any awarded contract? If not, how should respondents plan their staffing and service models given the open-ended nature of the scope?

b. If a respondent proposes both hourly and retainer pricing, how will the College compare and evaluate the two models? Will the College weight them equally, or does it have a stated preference for one engagement model?

c. For retainer-based pricing, does the College intend a truly unlimited labor retainer, or a retainer tied to a defined scope, capacity, or workload assumption? How does the College define the boundaries of "unlimited hours" in practice?

R109 (1) For Groups B and C, the intent is to engage vendor(s) on a project-by-project basis.

a. No; either temporary or ongoing needs would be billed as a project, based on an hourly rate.

b. Refer to ATTACHMENT B– PRICE RESPONSE FORM REVISED.

c. Refer to ATTACHMENT B– PRICE RESPONSE FORM REVISED.

Q110 (1) What is the approximate annual paid social media budget accessible to the Group B vendor?

a. Will the Group B vendor manage paid campaign deployment, or only strategy and creative?

If media buying falls under Group A, how will paid social responsibilities be coordinated across vendor boundaries?

b. What turnaround time is expected for approvals, particularly for time-sensitive posts or real-time institutional responses?

c. What are the expected monitoring hours for community and reputation management? Will after-hours, weekend, or holiday monitoring be required? If so, what response time is expected for flagged issues?

R110 (1) There is no paid social media budget currently, however $40,000 is expected to be available next fiscal year.

a. The Group B vendor(s) will manage paid campaign deployment, strategy, and creative under the supervision of the Associate Vice President of Public Relations and Communication. The Group B vendor(s) will ensure clear and consistent messaging under the direction of the Associate Vice President of Marketing and the Associate Vice President of Public Relations and Communication, in coordination with the overall marketing strategy.

b. Expectations for turnaround time is minimal for most approvals and immediate for time-sensitive posts and real-time institutional responses.

c. Expected monitoring hours are 24/7/365, particularly during crisis communication situations.

Response time for flagged issues is expected to be immediate.

Q111 What crisis communications response-time expectations should Group C vendors anticipate? Will after-hours or weekend availability be required? Are there defined escalation protocols the vendor must follow?

R111 Immediate response time is expected. After-hours and weekend availability will be required. No defined escalation protocols currently exist.

Q112 The Group B scope includes reputation management; the Group C scope includes crisis communications planning and response. How does the College envision dividing responsibilities between the Social Media vendor and the Public Relations vendor during a reputational or crisis event, particularly as it relates to messaging on social media channels?

R112 The Social Media vendor(s) will handle social media and the Public Relations vendor(s) will handle news media inquiries; both will be expected to work collaboratively and seamlessly to create and deliver clear, consistent messaging that aligns with institutional goals under the overall direction of the Associate Vice President of Public Relations and Communications during a reputational or crisis event.

Q113 Will the College award each Group to one primary vendor, or may multiple vendors be selected per Group or per individual service item within a Group?

R113 To be determined by the Evaluation Committee members.

Q114 Can a single respondent be awarded multiple Groups simultaneously? If so, will the evaluation process account for a vendor's capacity to service more than one group concurrently?

R114 Refer to SECTION 7 – GENERAL CONDITIONS, No. 2 – AWARD, SECTION 5.1 – PHASE I – REVIEW

OF REPLIES, and SECTION 5.2 – PHASE II – INTERVIEW AND PRESENTATIONS of the solicitation document.

Q115 Will all project requests come from the Marketing and Communications Department, or will individual campuses and departments engage vendors directly? Understanding the request and approval chain will materially affect how vendors structure their service models.

R115 All project requests will come from the Marketing and Public Relations Department.

Q116 If the College awards Groups A, B, and C to separate vendors, what coordination structure does the College envision among those vendors to ensure brand consistency, message alignment, and clear accountability? Will the College designate a lead vendor or manage cross-vendor coordination internally?

R116 Vendor(s) are an extension of the College’s Marketing and Public Relations teams. All project requests and brand management are coordinated internally.

Q117 How does the College currently measure success for its social media programs? What key performance indicators will be used to evaluate the Group B vendor's performance?

R117 The College uses Sprout Social to measure success prospective student engagement, community building, and campaign conversions for its social media channels. Key organic metrics include engagement, reach, impressions, click-through rate, follower growth rate, awareness, traffic, and conversions.

Q118 Is the Group B vendor expected to (a) create and schedule content only, (b) manage posting and publishing, or (c) fully manage community engagement, comment moderation, and direct message responses?

R118 All of the above.

Q119 Group B: Social Media Services: Does the College have a formal process for receiving content submissions from individual campuses, academic programs, and internal departments?

R119 No formal process currently exists.

Q120 Will the College consider paid influencer collaborations as part of the paid social media program?

R120 Yes.

Q121 The Group B scope includes day-to-day execution of on-campus photography and videography.

Will the budget for on-campus photography and videography be included in the Group B proposal, or is on-campus production expected to be handled by the Group A marketing vendor?

R121 The College has a multimedia videographer on staff, as well as extensive asset libraries that will be accessible to awarded vendor(s); however, some specific content (interviews, trend-based reels, etc.)

may need to be filmed/photographed on campus, those will most likely need to be handled by the Group B awarded vendor(s).

Q122 Can a respondent address some, but not all, scoped service items within a Group? For example, if a firm does not offer Spanish and Haitian Creole translation services, may it still respond to the remaining Group C scope?

R122 A vendor may submit an offer on one or multiple service items within a group.

Q123 When was the College's crisis communications plan last updated? Will the awarded Group C vendor be asked to review, update, or fully develop the plan?