REQUEST FOR PROPOSALS
Analysis of PAFSO Communications and Advocacy Programs
Launch date: April 2022
1.0 Introduction
The Professional Association of Foreign Service Officers (PAFSO) was established in 1967 to represent Canada’s Foreign Service community in its collective bargaining with the Government of Canada, and to provide its members with professional development opportunities.
Currently, PAFSO represents approximately 2,000 members of the Foreign Service (FS) occupational group within the core public administration of the public service. The vast majority of its members work for one of two government departments: Global Affairs Canada (GAC) and Immigration, Refugees and Citizenship Canada (IRCC). At any given time, close to half of our members are posted to diplomatic missions around the world with the other half residing in the National Capital Region (NCR).
PAFSO’s stated mission is to represent the interests of its members by (1) acting as their bargaining agent; (2) protecting the status and standards of their profession; (3) maintaining and promoting the effective functioning of the Foreign Service of Canada; and (4) formulating and expressing the collective view of members on matters affecting them. It does so in a way that reflects the Canadian values of equality, diversity, fairness, professionalism, respect, transparency, and good governance. The vision for the organization is that it is a well-governed, highly trusted, effective, and modern organization with strong relationships with its members, staff, and stakeholders. Through effective collective bargaining, labour relation services, advocacy, outreach, and engagement it both promotes and strengthens Canada’s Professional Foreign Service while countering any threats of its erosion.
2.0 Background
2.1 Communications
PAFSO directs its communications to two primary audiences. One is an internal audience comprising of its members. The other is external and is made up of media, academia, and the general public. All communications activities are governed by the Communications Committee. The Committee is led by the Director of Communications, a volunteer member of the Executive Committee. Other committee members include volunteer PAFSO members, PAFSO’s Executive Director and a full-time staff Communications Officer.
PAFSO’s communications are conducted via a number of channels including mailing lists, a public website, a private members online portal, a magazine, a Twitter account, a corporate Facebook page and other informal social media channels such as the peer-led private Facebook group.
The stated goals of PAFSO’s communications activities are as follows. Externally, the association seeks to achieve a state where the Foreign Service is held in high regard by the general public, shown the respect it warrants by politicians, and is treated with fairness by the Employer. Internally, the goal is to develop a more unified, active and engaged membership. Milestones for the above goals include increased member participation in association business, greater attendance at the Annual General Meeting, improved social media metrics, increased visibility in the media, and an improved perception of the Professional Foreign Service among the general public.
2.2 Advocacy
Advocacy on behalf of PAFSO primarily targets decision makers, management, media and members of parliament. Currently PAFSO’s advocacy efforts are part of the duties of the association’s full-time president.
Through a chief spokesperson to government, media, and the general public, PAFSO’s advocacy efforts seek to elevate the status of a professional Foreign Service. In working with the Employer, national and international counterparts and key government policy makers, PAFSO seeks to protect the status of the profession and fight against its erosion.
Success will be identified by increased positive coverage in the media, improved relations with the Employer, and government policies that support the association’s mission.
3.0 Statement of Purpose
Through this request for proposals, PAFSO is seeking a firm to conduct a comprehensive review of its current advocacy and communications tools and programs. The goal of which is threefold: identify gaps and shortfalls in its current practices; compare the association’s current strategies with those of other similar public service labour unions and professional associations; and to recommend industry best practices towards which PAFSO should direct its limited resources in order to maximize impact.
The selected firm should be experienced in assessing and developing public communications and advocacy strategies, preferably involving public sector unions and professional associations similar to PAFSO.
4.0 Scope of Services
The services sought from the successful firm are to include, but not limited to:
- a detailed audit of PAFSO’s current tools and programs;
- a review of the relative effectiveness of these tools and programs at meeting PAFSO’s goals;
- a survey of the tools and programs employed by similar unions and associations;
- a detailed proposal of strategies, along with any additional resources necessary, that will better serve PAFSO to reach its goals in the long term; and
- a full written report outlining the results of the conducted analysis and a list of comprehensively costed recommendations.
5.0 Selection Process
All proposals submitted in response to this RFP will be reviewed and analyzed for completeness and the expertise of the firms in performing the scope of work requested.
The following criteria will be used in evaluating proposals:
5.1 Organization capacity
- The overall capacity of the firm to meet the goals of this project.
- Previous experience in deploying programs of similar scale and scope.
- The experience and reputation of the firm in completing similar projects on-time and within budget.
- Expertise in delivering innovative and effective strategies to maximize the efficacy and impacts of communications and advocacy programs.
- Excellent reputation in working with organizations in the National Capital Region.
5.2 Responsiveness to the scope of services
- Responsiveness and demonstration of a clear understanding of the proposal to the scope of services.
- A sound approach to program management and meeting all programs goals and objectives.
- Clear strategy for undertaking activities that build upon lessons learned from similar programs and builds upon the knowledge base that already exists.
5.3 Proposed management structure and timeline for completion
- Administrative and operational efficiency, requiring less PAFSO oversight and administration.
- Assembly of a functional team structure (including subcontractors) that assures timely and complete delivery of services.
- A high-level timeline for project completion.
- Demonstration that the chosen firm has adequate staff in place to meet timelines.
5.4 The qualifications of personnel to be assigned to the project (including any sub- contractors)
- Demonstration that the firm has assembled a team that has superior expertise in the applicable components described in the scope of services.
5.5 Proposal cost
- The proposed budget demonstrates a cost-effective approach to of each of the proposed scopes of services and required tasks as well as a breakdown of the components of those costs.
5.6 Reputation of the firm based on references
- All timely responses to this RFP will be reviewed and interviews may be conducted with selected submitters that PAFSO determines can best meet the above requirements. Proposers who are deemed most responsive may be asked to answer questions from the review team.
- Upon contract execution, the recommended firm will be required to submit a project plan to include a timeline for final submission of deliverables including important benchmarks throughout the project period.
6.0 Deliverables
PAFSO’s Executive Committee (EXCOM) is expecting a comprehensive written report and a presentation of the project findings and recommendations.
This report shall include, but is not limited to, the following items:
- an executive summary;
- comprehensive results of the assessments; and
- recommended next steps (with supporting rationales and timelines for implementation).
The report shall be provided to EXCOM members for their review no later than seven (7) days prior to the scheduled presentation of findings and recommendations. This presentation shall take place at a mutually agreed upon date and time.
The presentation shall include, but will not be limited to, the following:
- a summary of the key results of the audit of current tools and programs;
- highlights of key findings of the survey of other organizations’ tools and programs;
- a concrete description of proposed strategies and additional resources;
- an overview of the costing of the recommendations; and
- an oral Q&A opportunity for EXCOM members.
7.0 Timelines
Unless otherwise specified and mutually agreed upon, the selected firm will deliver its comprehensive report no later than sixty (60) days from the signing of the contract’s terms of reference.
Currently, work on this project is expected to begin in April of 2022.
8.0 Compensation and Terms
Project bids responding to this Request for Proposals must be received by PAFSO no later than 5 pm (EST) on Friday, April 1, 2022.
Prior to submitting a bid, further information may be obtained by contacting Pamela Isfeld, President, at pamela.isfeld@pafso.com. The lowest or any bid will not necessarily be accepted. PAFSO reserves the right to award any portion of this bid. Bids should be delivered by email to info@pafso-apase.com.
The final contracted cost shall be payable in full upon successful delivery of the final report and presentation to PAFSO’s Executive Committee. PAFSO will not provide any compensation for preparation of a bid.
Please note that neither PAFSO members or staff, nor the spouses or family of current Executive Committee members or staff, are eligible for this contract.
9.0 Questions and Answers
What is the amount of time allotted for the completion of this project?
PAFSO expects the project to take 100 hours to complete.