RFP-S_22NS1246.pdf

STATE OF CALIFORNIA GAVIN NEWSOM, Governor

PUBLIC UTILTIES COMMISSION

505 VAN NESS AVENUE

SAN FRANCISCO, CA 94102

California Public Utilities Commission (CPUC) Request for Proposal (RFP) – Secondary Number 22NS1246

For:

Marketing and Outreach Services for Deaf and Disabled Telecommunications

Program (DDTP)

March 1, 2024

The California Public Utilities Commission (CPUC) invites you to review and respond to this Solicitation.

In submitting your response, you must comply with the instructions found herein.

This is an open solicitation for private entities, non-profit organizations, the University of California, California State University Foundations, and other governmental entities.

The CPUC seeks a Contractor to provide Marketing and Outreach services for the CPUC and its Deaf and Disabled Telecommunications Program (DDTP), planning and implementing marketing and community outreach efforts to create awareness of, and participation, in the DDTP.

Before submitting a response to this solicitation, interested parties should read and review the entire solicitation including any attachments, all referenced web addresses, and any regulations, orders, and statutes cited.

Responses are due April 26, 2024 by 10:00 AM Pacific Time. If you have questions or need any clarification of information contained herein, please send your questions via e-mail to the assigned CPUC Point of Contact below by the date as specified in the Key Action Dates.

Total proposal cost must not exceed $17,500,000.00. Proposals exceding this amount will be automatically disqualified.

CPUC Point of Contact:

Pablo Salinas, Contract Analyst pablo.salinas@cpuc.ca.gov mailto:pablo.salinas@cpuc.ca.gov

California Public Utilities Commission RFP Number 22NS1246

TABLE OF CONTENTS

1. SCOPE OF WORK AND CONTRACT TERMS

EXHIBIT A, SCOPE OF WORK

1) Introduction and Background

2) Statement of Work

A. Tasks B. Deliverables C. Contractor Responsibilities

3) CPUC Responsibilities

4) Location and Hours

5) Term Length

6) Contract Representatives Information

7) Amendment Language

8) Definitions

EXHIBIT A-1, OPERATION REPORTS

EXHIBIT A-2, DATA ACCESS MATRIX

EXHIBIT A-3, URBAN CLUSTER AND RURAL ZIP CODES

EXHIBIT B, BUDGET DETAIL AND PAYMENT PROVISIONS

EXHIBIT C, GENERAL TERMS AND CONDITIONS (GTC 04/2017)

EXHIBIT D, SPECIAL TERMS AND CONDITIONS

EXHIBIT E, CONTRACTOR’S INVOICE FORMAT

EXHIBIT F, PERFORMANCE INCENTIVES

2. MINIMUM QUALIFICATIONS

3. ADMINISTRATIVE INFORMATION

4. SUBMISSION REQUIREMENTS

5. PREFERENCE AND INCENTIVE PROGRAMS

6. EVALUATION CRITERIA AND PROCESS

7. AWARD AND CONTRACT EXECUTION

8. REQUIRED ATTACHMENTS

ATTACHMENT 1 – SOLICITATION CHECKLIST

ATTACHMENT 2 – CONFLICT OF INTEREST STATEMENT

ATTACHMENT 3 – REFERENCES SHEET

ATTACHMENT 4 – STD 204 - PAYEE DATA RECORD

ATTACHMENT 5 – STD 205 - PAYEE DATA RECORD SUPPLEMENT

ATTACHMENT 6 – CCC 04/2017 - CONTRACTOR CERTIFICATION CLAUSES

ATTACHMENT 7 – DARFUR CONTRACTING ACT CERTIFICATION

ATTACHMENT 8 – GSPD-05-105 – BIDDER/PROPOSER DECLARATION FORM

ATTACHMENT 9 – DGS-PD-843 - DISABLED VETERAN BUSINESS ENTERPRISE

(DVBE) DECLARATIONS FORM

ATTACHMENT 10 – COMMERCIALLY USEFUL FUNCTION (CUF) CERTIFICATION123

ATTACHMENT 11 – IRAN CONTRACTING ACT VERIFICATION FORM

ATTACHMENT 12 – CALIFORNIA CIVIL RIGHTS LAW ATTACHMENT

ATTACHMENT 13 – COST SHEET AND STANDARD AGREEMENT SAMPLE

1. SCOPE OF WORK AND CONTRACT TERMS

EXHIBIT A, SCOPE OF WORK

1) Introduction and Background

The California Public Utilities Commission (hereinafter referred to as the CPUC or Commission) regulates services and utilities, protects consumers, safeguards the environment, and assures Californians’ access to safe and reliable utility infrastructure and services. The essential services regulated include electric, natural gas, telecommunications, water, railroad, rail transit, and passenger transportation companies.

The Deaf and Disabled Telecommunications Program (hereinafter referred to as the DDTP) is a State-mandated program of the CPUC, Public Utilities Code section 2881 (PUC 2881), providing Californians who are deaf and disabled with specialized equipment and relay services to converse. The program serves people who have a certified disability seeing, hearing, speaking, moving, or remembering. (Source: PUC 2881 – https://california.public.law/codes/ca_pub_util_code_section_2881)

The CPUC is guided by the Telecommunications Access for the Deaf and Disabled Administrative Committee (TADDAC), which is an advisory committee that advises the CPUC regarding the development, implementation, and administration of the DDTP.

This Advisory Committee is made up of ten members consisting of the following representatives:

• Three (3) representatives from the Deaf community,

• One (1) representative from the Hard-of-Hearing community,

• Two (2) representatives from the Late-Deafened community,

• Three (3) representatives from the Disability community (including one Mobility

Impaired seat, one Speech-to-Speech seat, and one Blind/Low Vision seat), and

• One (1) representative from the CPUC’s Public Advocates Office (also known as Cal

Advocates)1 .

The TADDAC makes recommendations on options for controlling expenses and increasing program efficiency. In addition, TADDAC has the responsibility for evaluating the effectiveness of the relay service vendor partner by offering recommendations for service standards. The TADDAC has the authority to make recommendations on future relay service contract requirements and specifications and advises the CPUC in ascertaining compliance with the federal Traditional Relay Service requirements as established by the Federal Communications Commission.

The CPUC is also guided by the Equipment Program Advisory Committee (EPAC), which provides recommendations to the TADDAC on equipment for the California Telephone Access Program (CTAP) that provides communication devices (specialized equipment) to certified individuals who are deaf, disabled, speech- or mobility-impaired. This Advisory Committee is made up of five voting members consisting of the following representatives:

1 Formerly the Division of Ratepayer Advocates.

https://california.public.law/codes/ca_pub_util_code_section_2881 https://california.public.law/codes/ca_pub_util_code_section_2881

• One (1) from the hard-of-hearing community,

• Two (2) from the disabled community,

• One (1) from the deaf community, and

• One (1) from the senior citizen community.

The EPAC makes recommendations on a range of equipment-related matters. EPAC recommends the equipment, accessories, and services to be tested and added to the program. It also recommends policy changes concerning the quality of both service provision, distribution and the placement of the equipment.

In addition to the CPUC and Committees mentioned above, the DDTP is currently made up of several Vendor Partners to provide goods and services as follows:

• Primary Program and Contract Administration (PPCA): A service to ensure program compliance, financial oversight of program providers/vendor partners, implementation of policy and directives, conduct audits, perform administration of Advisory Committee activities including members’ reasonable accommodations, and procurement of program and consumer goods and services.

• California Relay Services (CRS): A service that enables persons with disabilities to converse with persons without disabilities through an assistant. This is accomplished as follows:

Telecommunications Relay Service (TRS) allows persons with hearing or speech disabilities to place and receive telephone calls. TRS is available in all 50 states, the District of Columbia, Puerto Rico, and the U.S. territories for local and/or long-distance calls. TRS providers are compensated for the costs of providing TRS through the collection of surcharges. There is no cost to the TRS user.

Captioned Telephone Services (CTS) is used by persons with hearing loss. CTS involves the use of a captioned telephone which has a built-in screen that displays real-time text captions of the non-CTS user's side of the conversation.

Speech-to-Speech (STS) Relay Service provides live operators to revoice for speech-disabled people.

• Equipment Processing Center (EPC) / Contact Center: A service that operates a Call Center with toll-free numbers in a full range of access methods and languages. The Call Center enables consumers to learn more about the Program, request Certification Forms and helps determine the appropriate equipment to meet the consumers’ needs.

EPC ships the selected equipment to users. The Call Center manages routine questions about the equipment, makes appropriate referrals for home visits and makes referrals for network services to the appropriate local telephone companies.

• Field Operations: A service focused on providing in-person and virtual services throughout the State allowing consumers to select the equipment best suited to their needs, learn to use it, and take it home. Facilities throughout the State provide services for qualified users. In some instances, in-home support is provided to users who are unable to visit the facilities. This in-home option includes, but is not limited to, demonstrations, equipment set-up, technical support, basic training, and other additional support as identified.

The CPUC has reviewed the Disability Statistics provided at the 2022 Annual Disability Statistics Conference and State-of-Science Conference on disability rates in specific geographic areas within California. When merging this information with the ten (10) regions within California, the CPUC has determined that, at a minimum, fourteen (14) Facilities should be established within California with the following distribution:

Figure 1: California Regions

Source: California Regions - https://census.ca.gov/regions/ Source: 2022 Annual Disability Statistics Conference (disability rates: California – People with Disabilities): https://www.umt.edu/rural-disability-research/focus-areas/disability_maps/state-maps/california.php

• Community Outreach Services: A service focused on outreach with the disability communities, medical professionals, and Speech-Language Pathologists to create awareness and encourage participation in the DDTP. This outreach service will work in conjunction with CPUC, the overall marketing services, and others as required to develop and implement marketing campaigns to serve the Deaf and Disabled community including the unserved, underserved, hard-to-reach, and those with special needs.

• Marketing Services: A service that creates and executes marketing strategies and coordinates these strategies with the DDTP Advisory Committee, community partners, and publish digital materials to support the marketing activities. This includes print, broadcast, social media, and video related efforts.

• Training Services: A service that operates a platform for training community partners and program staff using a train-the-trainer model. This includes, but is not limited to, equipment and services. Services support includes in-person learning, learning management systems, Regions Locations Superior California 2 North Coast 2 San Francisco Bay Area 1 Northern San Joaquin Valley 2 Central Coast 1 Southern San Joaquin Valley 1 Inland Empire 2 Los Angeles County 1 Orange County 1 San Diego – Imperial 1 Total 14 https://census.ca.gov/regions/ https://www.umt.edu/rural-disability-research/focus-areas/disability_maps/state-maps/california.php https://www.umt.edu/rural-disability-research/focus-areas/disability_maps/state-maps/california.php social media forums, and learning forums signature sites. The platform is intended to support access for all disabilities.

• Testing of Equipment, Software, and Services: A service that conducts tests of equipment (including Specialized communications Equipment, such as Speech Generating Devices), software, applications, and services. This service coordinates field trials, assessing user experience, usability, and technical compatibility. This includes providing recommendations to CPUC and EPAC.

The Contractor will coordinate and collaborate with the CPUC, Vendor Partners, Advisory Committees, and the Users to perform services and activities. All policy and discretionary task decisions regarding the DDTP will be exclusively those of the CPUC.

2) Statement of Work

The Contractor will be responsible for acting as the DDTP Marketing and Outreach Contractor for the CPUC, providing in-person and virtual services throughout the State to users that can benefit from the specialized equipment. The Contractor’s Full-Time Project Manager will receive all project communications and will have the authority to act on all aspects of the Marketing and Outreach service.

Subject to the terms and conditions of this Agreement, the Contractor shall perform the following requirements and services as determined to be necessary by the CPUC Contract Manager:

• Project Management

• DDTP Marketing and Outreach

• Transition Activities

• Staffing

• Key Staff

A. Tasks

I. Project Management Requirements

The Contractor, under the direction of the CPUC, will provide Project Management activities to manage and maintain the DDTP. The following project management requirements must be integrated into the existing project management infrastructure.

• Project Management

• Schedule Management

• Risk and Issue Management

• Communication Management

• Document Management

• Quality Management

• Contractor/Subcontractor Management

• Contract Change Management

a. Task 1: Project Management

Project management is an integral tool used by the CPUC to proactively keep abreast of the fast-paced challenges during the project. The framework in which the CPUC and the Contractor will manage the day-to-day activities is outlined in the Project Management Plan.

Table 1 – Project Management Requirements

Req ID SOW Requirement

1.1 The Contractor shall develop and submit a written Project Management

Update and Rollout Schedule to modify and update plans no more than thirty (30) days after Contract Award.

1.2 The Contractor shall develop and maintain the Project Management Plan following the most current version of the Project Management Institute (PMI ®), A Guide to the Project Management Body of Knowledge (PMBOK ® Guide) and Develop Project Management Plan section.

1.3 The Contractor shall update and maintain the Project Management Plan to include descriptions of the Contractor’s processes and activities for executing, monitoring, controlling, project plan maintenance, and Transition-Out/Contract Closeout Services.

1.4 The Contractor shall develop and maintain the Project Management Plan, which shall include descriptions of the methods, tools, techniques, and assumptions used to estimate the Contract costs and confidence levels for planned activities and scope changes.

1.5 The Contractor shall develop and maintain the Project Management Plan, with input from the CPUC, TADDAC, and other Stakeholders as appropriate. It shall include a plan for business processes and migration at transition, Contract termination, or at the end of the Contract.

1.6 The Contractor shall develop and maintain the Project Management Plan to include a plan that ensures the successful Closeout of the Contract by the Contractor, including all hardware, software, data, services, staffing, deliverables, and archived project materials.

1.7 The Contractor shall develop and maintain the Project Management Plan to include tasks for the preparation of a final report. The final report includes, but is not limited to, lessons learned, and analysis of objectives achieved.

1.8 The Contractor shall develop and maintain the Project Management Plan to include activities for conducting debriefings with the CPUC in the event of Contract termination or Contract expiration.

1.9 The Contractor shall be responsible for all required Project Management functions, including the planning, scheduling, administration, control, tracking, and reporting of all Project activities during the term of the Contract in coordination with the Project Manager (see Section C II a).

1.10 The Contractor shall manage and execute the Project following the CPUC-approved Project Management Plans.

b. Task 2: Schedule Management

Schedule management is critical to the successful completion of a project. The CPUC expects the Contractor to transparently develop and manage the schedule, and to consistently meet Project milestones.

Schedule management includes but is not limited to:

• Approach, processes, and procedures to manage the schedule

• Schedule Management Plan

• Master Work Plan o Marketing Campaigns o Outreach Activities

Table 2 – Schedule Management Requirements

Req ID SOW Requirement

2.1 The Contractor shall develop and submit a written Schedule

Management Plan no more than thirty (30) days after the Contract Award.

2.2 The Contractor shall develop and maintain the Schedule Management Plan which includes but is not limited to:

1. Scope

2. Roles and Responsibilities

3. Schedule Management and Control

4. Status Reporting

2.3 The Contractor shall develop and maintain a project work plan that is a direct representation of the entire work and scope as defined in the

SOW.

2.4 The Contractor shall produce and submit, to the CPUC Contract Manager, a Master Milestone Schedule Summary from the Master Work Plan before the end of the Transition-In period.

2.5 The Contractor shall develop project work plans that identify deliverables, activities, and tasks, including expected durations and completion dates, which are expected to be accomplished by the Contractor and the CPUC in order to meet the Project Schedule and to accomplish the Project milestones.

2.6 The Contractor shall develop and maintain project work plans in accordance with the approved Schedule Management Plan, Schedule Development Process, including, but is not limited to, the following:

1. Summary tasks, tasks, and subtasks with clear and meaningful task names.

2. Tasks or subtasks for Contractor development of each Contract Deliverable.

3. Tasks or subtasks for CPUC review of each Contract Deliverable.

4. Tasks or subtasks for Contractor revision of each Contract

Deliverable after CPUC review of each Contract Deliverable.

5. CPUC review of each Contract Deliverable after Contractor revision of each Contract Deliverable.

6. CPUC approval of each Contract Deliverable.

7. Predecessor and successor dependencies for tasks without subtasks.

8. Predecessor and successor dependencies for subtasks.

9. Resource assignments for tasks and subtasks.

10. Estimated hours and durations for tasks.

11. Estimated hours and durations for subtasks.

12. Key Project milestones including Transition milestones.

2.7 For the life of the Contract, the Contractor shall produce and submit to the CPUC Contract Manager, updated versions of the detailed Project Workplan monthly, or a mutually agreed upon frequency.

2.8 For the life of the Contract, the Contractor shall produce and submit to the CPUC Contract Manager, updated versions of the Master Milestone Schedule Summary when Master Milestone Schedule milestones are completed or when project work plan baselines are added or changed.

c. Task 3: Risk and Issue Management

The Risk and Issue Management Plan documents the recognition, analysis, planning, monitoring, and control of events that, should they occur, may result in a negative impact to project objectives. The Plan also supports the Contractor’s efforts to ensure that any matter that is impacting the project, program processes, or system is considered, solved, or answered in a closed loop process. The Plan describes how risk and issue management will be structured and performed on the project.

Table 3 – Risk and Issue Management Requirements

Req ID SOW Requirement

3.1 The Contractor shall develop, update, and maintain the Risk and Issue

Management Plan. Key areas covered in the plan shall include, but not limited to:

1. Methodology (Approaches, tools, data sources)

2. Roles and Responsibilities

3. Budgeting

4. Timing (Frequency of risk management activities)

5. Risk Categories

6. Risk Probability/Impact

7. Stakeholder Tolerance

8. Risk Tracking/Reporting

Req ID SOW Requirement

3.2 The Contractor shall describe the Contractor’s approach, frequency, and method for conducting formal risk assessments.

3.3 The Contractor shall describe the Contractor’s approach to conducting mitigation and contingency planning.

3.4 The Contractor shall describe how the Contractor’s mitigation and contingency plans are implemented and how triggering events are monitored.

3.5 The Contractor shall describe the processes, procedures, and methods used by the Contractor to manage issues including but not limited to:

1. Issue Identification.

2. Issue Documentation.

3. Issue Communication.

4. Issue Escalation.

5. Roles and Responsibilities.

6. Issue Review and Resolution.

7. Issue Metrics Analysis.

3.6 The Contractor shall include the definitions of issue severity levels and provide guidance about the process and procedures on severity level assignment and prioritization.

3.7 The Contractor shall track, manage, escalate, and report on all project risks and issues in compliance with the escalation process defined within the Risk and Issue Management Plan.

d. Task 4: Communication Management

The CPUC places a high value and strong emphasis on timely, useful, and effective communications. The CPUC believes that effective communication and transparency to the CPUC, advisory committees, other Community Partners and stakeholders are key factors in achieving success. The Contractor must employ an approach to communication that is open, accurate, direct, and in the best interest of the DDTP Program and the CPUC.

The Contractor must implement structured, efficient communication protocols and methods to ensure that all DDTP Contractors, Vendor Partners and Community Partners are informed of Project decisions, issues, risks, and statuses, and that responsibility for dependencies, instructions, and touchpoints are understood by all parties.

i. Task 4.1: Communication Management Plan

The Communication Management Plan defines the framework for project information exchange in the form of timely, two-way communications between all Contractors, Vendor Partners, Customers, and the CPUC. The activities defined within the plan are focused to clarify expectations, build acceptance and commitment, and obtain active, effective participation to ensure adequate input, feedback, and problem resolution. The plan defines general communication types, roles and responsibilities, and formal communication requirements, which include frequency, audience, content, and media.

Table 4 – Communication Management Plan Requirements

Req ID SOW Requirement

4.1 The Contractor shall update and maintain the Communication Management Plan to include but not limited to:

1. Identification of general communication roles and responsibilities for the Contractors, Vendor Partners, Advisory Committees, and all other key stakeholders.

2. Identification of formal communication requirements, including the type of communication, frequency, audience, content, and media, including routine communications (e.g., status reports, release notes, and briefings).

3. A process for the development and maintenance of a Master Contact and Informational Database of all project stakeholders and contacts.

4.2 The Communication Management Plan shall identify the processes that will also maintain effective and transparent communication channels with the CPUC and stakeholders to include communications associated with, but not limited to:

1. Contractor services.

2. Project management.

3. Change management.

4. Collaboration activities with the DDTP Contractors and Vendor

Partners.

5. Collaboration activities with the CPUC and DDTP Customers.

4.3 The Contractor will work collaboratively with the CPUC and other DDTP Contractors, Vendor Partners, Advisory Committees as required, to maintain a consistent message(s) among all DDTP communication channels.

4.4 The Contractor shall maintain and update the Project phone lists, and email distribution groups, including the global contact lists, for use by the

CPUC.

4.5 The Contractor shall communicate with and monitor the activities and policies of the Federal Communications Commission (FCC) and the Rolka Loube Associates (or RL Assoc.), as well as any State or Federal legislation that may be relevant to Relay Services and equipment, or other DDTP related areas in coordination with the CPUC.

4.6 The Contractor shall monitor new or revised FCC requirements, and other relevant federal and state requirements, or relevant technology developments; and communicate updates to CPUC and appropriate advisory committees.

ii. Task 4.2: Monthly Project Status Reports

The Contractor shall participate in DDTP Contractors and Vendor Partner meetings held by the DDTP Oversight Contractor (the Primary Program Contract Administrator, or PPCA) no less than monthly to provide updates on project decisions, issues, risks, and statuses, and to ensure that responsibility for dependencies, instructions, and touchpoints is understood by all parties.

The Contractor shall work with the CPUC Contract Manager to develop a draft plan and receive approval from the CPUC before working with the DDTP Vendor Partners and the DDTP Oversight Contractor to establish a format for its portions of the Monthly Project Status Report. The Monthly Project Status Report will be a report on progress as well as other indicators that are beneficial to the CPUC in managing and communicating the overall status of the program to stakeholders. The Contractor will provide its inputs in the agreed upon format and at an agreed upon schedule.

Table 5 – Monthly Project Status Report Requirements

4.7 The Contractor shall develop, update, and maintain a monthly dashboard by which the overall health of DDTP is reported. The Contractor will work with the PPCA Contractor to provide appropriate information in relation to the Marketing & Outreach Contract. This dashboard may include such items as:

1. Contract Activities.

2. Administrative Goals and Outcomes.

3. Staff Performance.

4. Marketing Activities and Metrics (inclusive of quantification of successes/failures and recommendations for target groups).

5. Summary of Advisory Board Activities.

6. Operation Expenses against Budget Metrics.

7. Updates on Major Program Initiatives.

8. Outreach Activities and Metrics.

9. Progress on Workplan Milestones.

10. Risk Tracking/Reporting.

4.8 The Contractor shall produce a monthly report summary that compares the actual performance of the Contractor to budgeted Charges and dates in the Schedule.

4.9 The Contractor shall provide a hard copy, if requested, and electronic status reports at least twenty-four (24) hours before the status meetings.

4.10 The Contractor shall provide a monthly status report that describes the previous period’s activities, accomplishments, and problems encountered - highlighting those that may need to be addressed before proceeding to the next activities - the disposition of said problems, and whether deadlines were met. The Contractor will work with the PPCA Contractor to provide appropriate information in relation to the Marketing & Outreach Contract. This report may include such items as:

1. Contract Activities.

2. Administrative Goals and Outcomes.

3. Staff Performance.

4. Marketing Activities and Metrics (inclusive of quantification of successes/failures and recommendations for target groups).

5. Summary of Activities for Advisory Committees.

6. Operation Expenses against Budget Metrics.

7. Updates on Major Program Initiatives.

8. Outreach Activities and Metrics.

9. Progress on Workplan Milestones.

10. Risk Tracking/Reporting.

11. Problems/Issues encountered and Resolutions.

12. Recommendations concerning the improvement of program components.

4.11 In addition to the development and submission of the monthly status reports, the Contractor shall attend monthly project status meetings or other meetings upon the request of the CPUC Contract Manager at the Contractor’s expense.

4.12 The Contractor shall help prepare for and participate in periodic and ad-hoc meetings and present to the CPUC and other committees regarding project plans, status, risks, issues, and recommendations, as appropriate.

4.13 The Contractor shall follow a preset agenda jointly prepared by the Contractor Project Manager and the CPUC Contract Manager.

4.14 The Contractor’s Lead Staff shall participate in monthly status meetings with the CPUC Contract Manager.

4.15 The Contractor shall arrange for attendees to be present, prepare a meeting agenda package, prepare requested meeting materials, and support, and undertake any follow-up as required as an outcome of the meeting topics.

4.16 The Contractor Project Manager shall assist the CPUC Contract Manager in preparing special reports and presentations related to Project Management.

iii. Task 4.3: Operations Reporting

Table 6 – Operations Reporting Requirements

4.17 The Contractor shall review and prepare reports per the requirements outlined in the column titled Marketing and Outreach Service in Exhibit A-1 or any successor document approved by CPUC.

e. Task 5: Document Management

The development, revision, retention, and submission of project documentation will be managed as described in the following document management requirements.

Table 7 – Document Management Requirements

Req ID SOW Requirement

5.1 The Contractor shall take over, update, deliver, maintain, and execute the

Document Management Plan. This plan includes, but is not limited to:

1. Roles and Responsibilities

2. Document Storage Management

3. Document Library Structure

4. Document Version Control

5. Document Review, Approval, and Update Process

6. Records Retention Policy and Process

5.2 The Contractor and the CPUC will coordinate maintenance and preserving all documents and records related to this Agreement, including all contracts, leases, and other written contracts so that they will be accessible to the CPUC Contract Manager.

5.3 The Contractor shall accurately store formal draft and final versions of all deliverables on the CPUC Project SharePoint site, which will be readily accessible by all CPUC Project staff and oversight consultants.

5.4 The Contractor shall place and maintain all Deliverable development work and formally approved deliverables within the CPUC designated tool.

5.5 The Contractor shall use a collaborative document editor (e.g., Office 365 Microsoft Products and Windows).

5.6 Upon the CPUC’s request, the Contractor shall make Staff, resources, processes, data, tools, and deliverables available for CPUC audits and inspections at no additional cost to the CPUC.

5.7 The Contractor shall adhere to the DDTP Privacy Policy, and the Information Security provisions as outlined in Exhibit D # 30.

f. Task 6: Quality Management

The Contractor must develop and implement an approach to managing the overall quality of activities under the Contract. The approach should be proactive, with a focus on preventing problems rather than allowing problems to occur and then devoting valuable resources to their correction. The quality management approach should address adherence to CPUC’s policies and procedures for the DDTP

(including but not limited to any mandate by State legislation), which includes project standards, templates, processes, and procedures. Project members must be alerted to any changes that affect general work procedures, templates, or standards, and the Contractor shall implement those changes promptly.

Metrics for measuring quality from both Project Management and Program perspectives must be defined. As the Contractor or other Vendor Partners addresses issues and concerns, solutions are expected to be shared and process improvements instituted so that similar situations can be avoided in the future. The quality management methodology must also address user satisfaction.

Achieving Project objectives involves a cooperative working relationship between the Contractor and other DDTP Contractors and Vendor Partners. The CPUC expects the Contractor to work collaboratively with these resources to identify trends and potential problems and to formulate recommendations and solutions, both independently and jointly. The CPUC expects these resources to conduct a variety of assessments, some periodically and others targeting specific performance or other issues. The Contractor is expected to provide requested information and access to data to complete these assessments and includes resources in meetings and communications regarding both actual and potential issues, problems, and trends.

i. Task 6.1: Quality Management Plan

The Quality Management Plan (QMP) describes the overall approach and direction for the quality program to ensure the Contractor/CPUC team is improving in their ability to produce quality services using quality processes.

Table 8 – Quality Management Plan Requirements

Req ID SOW Requirement

6.1 Working in coordination with the DDTP Oversight Contractor (PPCA), the Contractor shall develop and submit a written Quality Management Plan (QMP) before the end of the Transition-in period. Once the QMP is developed, the contractor shall report to the DDTP Oversight Contractor on its Key Performance Indicators (KPI) and other plan requirements at established intervals.

6.2 The Contractor shall develop and maintain the QMP which includes but is not limited to:

1. Program Management Maturity

2. Voice of the Customer

3. Quality Assurance

4. Process Improvement

5. Metrics / Key Performance Indicators (KPI)

6.3 The Contractor shall describe its approach, expectations, and assumptions for coordinating and working with the CPUC and Vendor Partners as part of the overall quality management methodology.

6.4 The Contractor shall participate in Quarterly Balanced Scorecard Reviews and/or similar reviews to provide the CPUC with tangible evidence (i.e., dashboard) regarding the overall progress of the DDTP.

6.5 The Contractor shall ensure that the QMP describes the materials, methods, and detailed procedures used to support the quality management process.

6.6 The Contractor shall ensure that the QMP includes statistics and reporting mechanisms that support the quality management process.

6.7 The Contractor shall ensure that the QMP describes the methods used to certify that all work performed by the Contractor is monitored and measured against the requirements of the Contract on an ongoing basis.

6.8 The Contractor shall ensure that the QMP describes how the Contractor supports the CPUC's Quality Assurance and Project Oversight activities.

6.9 The Contractor shall work with advisory committee members, consumers, CPUC staff, and others on the quality of service including testing and monitoring sample calls, consumer complaints, and issues of concern surrounding outreach team members and other areas as requested by the CPUC. This may include working with outside consultants if/as directed by the CPUC.

6.10 The Contractor shall bring to CPUC’s attention any quality assurance program and performance guideline issues, stating contractual concern(s) and options and recommendations for addressing. In addition, the Contractor will develop and update the Procedures Manual and Service Level Agreement (SLA) as required to ensure that a quality assurance program and performance guidelines are being met.

ii. Task 6.2: Process Audits

Table 9 – Process Audit Reports – Operations Requirements

6.11 The Contractor will work and comply with CPUC or a third-party Vendor

Partner who shall annually perform audits as requested by CPUC (e.g., inventory of all equipment in the facilities or in the custody of field advisors or outreach staff, equipment returns, security compliance, or as further defined by the CPUC).

iii. Task 6.3: Process Improvement Progress Report

Process improvement will be used to ensure that the quality program established through the QMP will improve the processes that support the DDTP. The Contractor shall work with CPUC to establish and facilitate collaborative lessons learned sessions to identify opportunities for improving the DDTP service processes.

Table 10 – Process Improvement Progress Report Requirements

6.12 The Contractor shall conduct process improvement activities as addressed in the QMP to analyze, identify, resolve, and implement improvements to add value to processes for consumer experiences, program support, project management, and operations.

6.13 The Contractor's planning, analysis, findings, and execution of process improvement shall be implemented through the established change control process as a “no-cost” change unless otherwise agreed to by the CPUC.

6.14 The Contractor shall address the lessons learned, through the process improvement activities, over the term of the Contract, as defined within the QMP for Process Improvement planning.

6.15 The Contractor shall conduct and participate in a Process Improvement Review Meeting to review planned, in-progress, and completed process improvement activities, as well as discuss collected lessons learned.

6.16 The Contractor shall include procedures for conducting Customer Satisfaction Surveys for customer interactions that take place as part of its outreach activities in the QMP for Process Improvement Planning. The Contractor shall, in collaboration with the CPUC, develop the survey to be distributed to the end users annually.

6.17 The Contractor shall document all improvements within a process improvement progress report.

g. Task 7: Contract Change Management

This section pertains to how changes to the Contract are managed. A Change Management Plan describes the change management process for changes to the Contract scope. The change management process will include the activities, staffing, and tools to identify, accept, evaluate, track, and communicate the disposition of changes to the Contract scope.

Table 11 – Change Management Plan Requirements

Req ID SOW Requirement

7.1 The Contractor shall establish and implement a formal Change Control

Process to manage Project Scope. Change Control will provide a process to discuss, analyze, and document the impact of the change in scope and determine the direction and next steps.

7.2 The Contractor shall promptly notify the CPUC Contract Manager of any potential deviation in scope or potential changes as soon as it is reasonably possible to discuss, analyze, and document the impact of the change.

7.3 The Contractor shall conduct formal quarterly assessments.

II. Marketing and Outreach Requirements

i. General

CPUC seeks to ensure that all Californians who might benefit from participation in the DDTP are aware of the program and have the opportunity to enroll. In support of this objective, the Marketing and Outreach Contractor will be responsible for raising awareness and generating leads for potential consumers of Program equipment and services.

DDTP (Program) provides telephone equipment and services to Californians with certified hearing, vision, speech, memory, and mobility disabilities.

CPUC intends for the Contractor to generate leads for each of these demographics. Furthermore, the CPUC requires the Contractor to conduct activities that effectively reach potential program participants in both urban and rural areas. CPUC has devised performance incentives to ensure that the selected Contractor will make earnest efforts to contact potential Program-eligible Californians in all target demographics and in every portion of the State. See Exhibit F for detailed information.

Currently, marketing activities and outreach activities are performed for the DDTP by separate Contractors and Vendor Partners. CPUC believes that combining marketing and outreach activities under the same contract and using the same metrics to measure Contractor performance in meeting Program needs will help facilitate more strategic and innovative approaches to increasing awareness of the Program. The Contractor should strategically coordinate its marketing and outreach activities under this Contract to achieve maximum benefit for the Program.

As an integral component of all its marketing and outreach activities, the Contractor will capture the contact information of potential Program participants (i.e., leads) and transfer that information to other DDTP Contractors and Vendor Partner(s) electronically in an organized and consistent format.

The DDTP currently manages consumer intake and service delivery through a combination of CRM and database tools. CPUC intends to streamline the architecture used to perform this function, and the successful Contractor will be required to provide input to ensure that its lead data can be integrated appropriately with Program systems. The Contractor will also be required to be flexible, so as to meet the requirements of said systems.

Table 12 – Marketing and Outreach General Requirements

II.1 As an integral part of its marketing and outreach activities, the

Contractor will be responsible for capturing contact information for potential consumers of DDTP equipment and services. In general, the Contractor shall be required to hand this information over to another DDTP Contractor and Vendor Partner(s) in a consistent electronic format (e.g., .PDF file shared through email, Kiteworks, Microsoft Dropbox, etc.). If the Contractor collects the information as part of a consumer interaction during an outreach activity, and the consumer is both eligible for the Program and ready to enroll, the Contractor shall also order equipment on the Consumer’s behalf.

II.2 To the extent that successful execution of the activities outlined in this scope of work would necessitate the Contractor to work collaboratively with other DDTP Contractors and Vendor Partners, the Contractor is required to do so.

ii. Marketing Activities

As part of the Contractor’s marketing activities, it will be required to do Tasks 8 through 15, as summarized below:

• Develop Annual Marketing Plans to outline its strategy and schedule for each year of the Contract.

• Implement Marketing Campaigns.

• Develop Program branding, creatives, and collateral.

• Manage the Program’s social media accounts.

• Assist in the production of the DDTP Annual Report.

• Conduct focus group market research, if directed by CPUC.

a. Task 8: Annual Marketing Plans

The Annual Marketing Plan will be an annual deliverable, subject to approval by CPUC. Its purpose is to facilitate strategy development and high-level planning for the year ahead.

Table 13 – Annual Marketing Plan Requirements

8.1 The Contractor will work collaboratively with CPUC and DDTP

Contractors, Vendor Partners, Community Partners, and Advisory Committees to produce Annual Marketing Plans.

8.2 The initial Annual Marketing Plan shall be due to CPUC no later than 90 days following the start of the Contract. Subsequent Annual

Marketing Plans shall be due within 30 days of the start of each Contract year.

8.3 In each Annual Marketing Plan, the Contractor shall outline its:

1. Strategy. The plan should explain the Contractor’s strategic approach to generating leads for the Program among all target demographics and in both urban and rural areas, in keeping with the Contractor’s performance incentives. The Contractor should develop the strategy in coordination with CPUC. The strategy should outline:

a. The Contractor’s assessment of the current state of Program marketing activities, including areas of strength and opportunity.

b. Targeted thematic areas the Contractor proposes to address in the coming year.

c. A general description of activities the contractor proposes to undertake, with an explanation of how those activities will contribute to capitalizing on opportunities and meeting specific incentive targets.

d. A description of how the Contractor will integrate its outreach activities with its planned marketing activities to generate the maximum possible benefit for DDTP.

2. Schedule. The Contractor shall include a high-level schedule of its proposed activities for the year. The schedule is not intended to be as detailed as a workplan. The Contractor shall update the schedule throughout the year to reflect implementation changes and CPUC requests. This schedule shall include:

a. All planned marketing campaigns.

b. Development of creatives and branding.

c. Production of the DDTP Annual Report.

d. Market research (if directed by CPUC).

8.4 When CPUC approves the Annual Marketing Plan, the Contractor shall include the approved activities in the Project Schedule at the level of detail required, per Task 2.

b. Task 9: Marketing Campaigns

For each Marketing Campaign approved as part of the Contractor’s Annual Marketing Plan, the Contractor must develop a workplan for CPUC’s approval, implement the campaign according to the approved workplan, turn over any leads captured to the appropriate vendor partner(s), and produce a report detailing the impact of the campaign.

The Contractor will be required to use CPUC-approved creatives for its marketing campaigns. Appropriate creatives may already exist, or the Contractor may be required to create new ones. For requirements related to marketing creatives, see Task 10.

Table 14 – Marketing Campaigns Requirements

9.1 The Contractor shall deliver eight (8) two-week campaigns over each contract year.

9.2 For each Marketing Campaign, the Contractor must submit for

CPUC’s approval a Campaign Work Plan, which contains a description of the following elements referencing the AMP as appropriate:

1. Identification of the benefit to the DDTP’s mission.

2. Marketing methodology employed and rationale.

3. Design and messaging themes.

4. Timeline.

5. Implementation plan.

6. An estimated budget – including line items for labor and paid media – that is cost-effective and within the constraints established by the CPUC.

7. Projected run dates.

8. Geographical area(s) where the marketing will occur.

9. Delivery medium(s) (e.g., broadcast, print, mass media, non-mass media, direct mail, etc.).

10. Target market(s).

11. Target languages.

9.3 The Contractor shall implement and manage each Marketing

Campaign according to its approved Campaign Workplan. During the two-week period that the campaign is running, the Contractor shall keep CPUC apprised of progress on a weekly basis through a brief written status report. (An email with bullet points is acceptable.) The Contractor shall immediately notify CPUC of any substantive issues or problems that could negatively affect the successful implementation of the campaign when they are discovered.

9.4 With 21 calendar days of the conclusion of a Marketing Campaign, the contractor will submit an End-of-Campaign Report. This report should be in Microsoft Word format and should address at a minimum the items below:

1. Summary Description of the Marketing Campaign.

2. Successes, including:

a. the number of leads captured and turned over to the appropriate DDTP Contractor and Vendor Partner.

b. The number of leads captured per each of the 10 regions of California (as described in Section 1 of this statement of work).

c. The number of leads captured per Program target demographic.

d. The number of leads captured, broken down by urban and rural areas.

e. The number of leads captured per each marketing channel employed by the marketing campaign.

3. Cost per lead turned over to the appropriate DDTP

Contractor and Vendor Partner as a result of the Campaign.

4. Lessons Learned, including any information that could inform subsequent marketing campaigns or outreach efforts.

5. Recommendations for improvement of future campaigns.

6. Suggestions for decreasing the cost per new Program-participant lead.

c. Task 10: Branding, Creatives, and Collateral

The Contractor may be required to produce DDTP branding, creatives, and collateral for marketing campaigns, social media, or other uses as directed by CPUC.

These terms shall be understood as follows:

1. Branding: Branding should be understood to mean the logos, designs, voice, taglines, fonts, colors, and styles that, when taken as a whole, convey a distinct identity consistent with the Program’s intended goals, messaging, methods, and audiences. Branding is linked to the Program’s overall marketing and outreach strategy.

2. Creatives: Creatives should be understood to mean individual assemblages of words, pictures, audio, and/or video that are designed to convey Program-relevant messages and are developed in accordance with the Program’s approved branding. Creatives are intended to be delivered through marketing channels, such as TV, radio, social media, posters, billboards, flyers, mass mailings, etc.

3. Collateral: Collateral should be understood to mean physical objects that are made as a result of developing or adapting creatives. Examples include fact sheets, one-pagers, flyers, brochures, postcards, t-shirts, buttons/pins, branded promotional items (i.e., “swag”), or other physical media intended to raise awareness of, or convey information about, the Program.

The Contactor may be called upon to both leverage existing branding, creatives, and collateral, as well as develop new branding, creatives, and collateral.

The Program has recently undergone a rebranding process, which developed and launched a single, unified brand for the Program entitled “California Connect.” The Program’s updated web presence can be found at www.CAConnect.org.

The Program has an existing collection of creatives, consisting of digital, social media, broadcast, and other advertising materials. Currently, there are existing DDTP creatives in in English, Spanish, Cantonese, Mandarin, Hmong, Vietnamese, http://www.caconnect.org/ and Russian. The Program also has a YouTube channel, featuring a collection of videos spotlighting its available equipment and services:

https://www.youtube.com/channel/UCBQtbz5UEiTkWfM0gwoZX5Q

The Contractor may be called upon to produce a wide variety of new creatives, as directed by CPUC. CPUC currently anticipates a need to produce five (5) videos per year similar to the videos currently on the California Connect YouTube channel.

The Contractor may be required to carry out any or all of the activities below (as well as others not listed) to perform its duties under this task:

1. Branding

2. Message Development

3. Copywriting

4. Graphic Design

5.