DSS Purchase Order 
Consultant Contract 20-0300- 1! 5

STATE OF SOUTH DAKOTA
DEPARTMENT OF SOCIAL SERVICES
DIVISION OF BEHAVIORAL HEALTH

Consultant Contract
For Consultant Services

Between
Broadhead LLC State of South Dakota
123 N. 3rd St, STE 400 Department of Social Services
Minneapolis, MN 55401?1807 DIVISION OF BEHAVIORAL HEALTH

700 Governors Drive
Pierre, SD 57501-2291

 

 

 

Referred to as Consultant Referred to as State

The State hereby enters into a contract (the ?Agreement? hereinafter) for consultant services with the Consultant.
While performing services hereunder, Consultant is an independent contractor and not an of?cer, agent, or employee
of the State of South Dakota.

1. South Dakota Vendor Number is 12608630.

2. PERIOD OF PERFORMANCE:

A. This Agreement shall be effective as of September 1, 2019 and shall end on May 31, 2020, unless sooner

terminated pursuant to the terms hereof.

B. Agreement is the result of request for proposal process, RFP 1730 initial term.

3. PROVISIONS:
A. The Purpose of this Consultant contract:

04fl9

1. Develop and produce an effective South Dakota speci?c media campaign that increases awareness of
methamphetamine use and promotes resources for prevention, treatment, and recovery.

2. Does this Agreement involve Protected Health Information YES NO (X)
If PHI is involved, a Business Associate Agreement must be attached and is fully incorporated herein
as part of the Agreement (refer to attachment) .

3. The Consultant may use state equipment, supplies or facilities.

The Consultant agrees to perform the following services (add an attachment if needed):
1. See Attachment A for Scope of Work.
2. See Attachment for Budget.

The State agrees to:
1. Make payment for services upon satisfactory completion of services and receipt of bill. Payment will
be in accordance with SDCL 5-26.

2. Will the State pay Consultant expenses as a separate item?
YES NO X)
If YES, expenses submitted will be reimbursed as identi?ed in this Agreement.

The TOTAL CONTRACT AMOUNT will not exceed $1,375,000.00.

 

 

 

DSS Purchase Order 
Consultant Contract 20-0800- L115

4. BILLING:
Consultant agrees to submit a bill for services within (30) days following the month in which services were
provided. Consultant will prepare and submit a bill for services. Consultant agrees to submit a ?nal
bill within 30 days of the Agreement end date to receive payment for completed services. If a ?nal bill cannot
be submitted in 30 days, then a written request for extension of time and explanation must be provided to the
State.

5. TECHNICAL ASSISTANCE:
The State agrees to provide technical assistance regarding Department of Social Services rules, regulations and
policies to the Consultant and to assist in the correction of problem areas identi?ed by the State?s monitoring
activities.

6. LICENSING AND STANDARD COMPLIANCE:
The Consultant agrees to comply in full with all licensing and other standards required by Federal, State,
County, City or Tribal statute, regulation or ordinance in which the service andfor care is provided for the
duration of this Agreement. The Consultant will maintain effective internal controls in managing the federal
award. Liability resulting from noncompliance with licensing and other standards required by Federal, State,
County, City or Tribal statute, regulation or ordinance or through the Consultant?s failure to ensure the safety of
all individuals served is assumed entirely by the Consultant.

7. ASSURANCE REQUIREMENTS:

The Consultant agrees to abide by all applicable provisions of the following: Anti Lobbying Amendment
(31 USC 1352), Executive orders 12549 and 12689 (Debarment and Suspension), Drug-Free Workplace,
Executive Order 11246 Equal Employment Opportunity, Title VI of the Civil Rights Act of 1964, Title of
the Civil Rights Act of 1968, Section 504 of the Rehabilitation Act of 1973, Americans with Disabilities Act of
1990, Title IX of the Education Amendments of 1972, Drug Abuse Of?ce and Treatment Act of 1972,
Comprehensive Alcohol Abuse and Alcoholism Prevention, Treatment and Rehabilitation Act of 1970, Age
Discrimination Act of 1975, Pro-Children Act of 1994, Hatch Act, Health Insurance Portability and
Accountability Act (HIPAA) of 1996 as amended, Clean Air Act, Federal Water Pollution Control Act,
Charitable Choice Provisions and Regulations, Equal Treatment for Faith-Based Religions at Title 28 Code of
Federal Regulations Part 38, the Violence Against Women Reauthorization Act of 2013 and American
Recovery and Reinvestment Act of 2009, as applicable; and any other nondiscrimination provision in the
speci?c statute(s) under which application for Federal assistance is being made; and the requirements of any
other nondiscrimination statute(s) which may apply to the award.

8. RETENTION AND INSPECTION OF RECORDS:

The Consultant agrees to maintain or supervise the maintenance of records necessary for the proper and
ef?cient operation of the program, including records and documents regarding applications, determination of
eligibility (when applicable), the provision of services, administrative costs, statistical, ?scal, other records, and
information necessary for reporting and accountability required by the State. The Consultant shall retain such
records for a period of six years from the date of submission of the ?nal expenditure report. If such records are
under pending audit, the Consultant agrees to hold such records for a longer period upon noti?cation from the
State. The State, through any authorized representative, will have access to and the right to examine and copy
all records, books, papers or documents related to services rendered under this Agreement. State Proprietary
Information retained in Consultant?s secondary and backup systems will remain fully subject to the obligations
of con?dentiality stated herein until such information is erased or destroyed in accordance with Consultant?s
established record retention policies.

All payments to the Consultant by the State are subject to site review and audit as prescribed and carried out by
the State. Any over payment of this Agreement shall be returned to the State within thirty days after written
noti?cation to the Consultant.

9. WORK PRODUCT:
Consultant hereby acknowledges and agrees that all reports, plans, speci?cations, technical data, drawings,
software system programs and documentation, procedures, ?les, operating instructions and procedures, source
code(s) and documentation, including those necessary to upgrade and maintain the software program, State

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13.

14.

15.

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10.

11.

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D55 Purchase Order 
Consultant Contract 20-0800- 

Proprietary Information, as de?ned in the Con?dentiality of Information paragraph herein, state data, end user
data, Protected Health Information as de?ned in 45 CFR 160.103, and all information contained therein
provided to the State by the Consultant in connection with its performance of service under this Agreement
shall belong to and is the property of the State and will not be used in any way by the Consultant without the
written consent of the State.

Paper, reports, forms, software programs, source code(s) and other materials which are a part of the work under
this Agreement will not be copyrighted without written approval of the State. In the unlikely event that any
copyright does not fully belong to the State, the State nonetheless reserves a royalty-free, non-exclusive, and
irrevocable license to reproduce, publish, and otherwise use, and to authorize others to use, any such work for
government purposes.

Consultant agrees to return all information received ?om the State to State?s custody upon the end of the term
of this Agreement, unless otherwise agreed in a writing signed by both parties.

TERMINATION:

This Agreement may be terminated by either party hereto upon thirty (30) days written notice. In the event the
Consultant breaches any of the terms or conditions hereof, this Agreement may be terminated by the State for
cause at any time, with or without notice. Upon termination of this Agreement, all accounts and payments shall be
processed according to ?nancial arrangements set forth herein for services rendered to date of termination.

FUNDING:

This Agreement depends upon the continued availability of appropriated funds and expenditure authority from
the Legislature for this purpose. If for any reason the Legislature fails to appropriate funds or grant expenditure
authority, or funds become unavailable by operation of the law or federal funds reduction, this Agreement will
be terminated by the State. Termination for any of these reasons is not a default by the State nor does it give
rise to a claim against the State.

ASSIGNMENT AND AMENDMENTS:

This Agreement may not be assigned without the express prior written consent of the State. This Agreement
may not be amended except in writing, which writing shall be expressly identi?ed as a part hereof, and be
signed by an authorized representative of each of the parties hereto.

CONTROLLING LAW:

This Agreement shall be governed by and construed in accordance with the laws of the State of South Dakota,
without regard to any con?icts of law principles, decisional law, or statutory provision which would require or
permit the application of another jurisdiction?s substantive law. Venue for any lawsuit pertaining to or affecting
this Agreement shall be resolved in the Circuit Court, Sixth Judicial Circuit, Hughes County, South Dakota.

SUPERCESSION:

All prior discussions, communications and representations concerning the subject matter of this Agreement are
superseded by the terms of this Agreement, and except as speci?cally provided herein, this Agreement
constitutes the entire agreement with respect to the subject matter hereof.

IT STANDARDS:
Any software or hardware provided under this Agreement will comply with state standards which can be found
at http:/fbitsdgovtstandardsf.

SEVERABILITY:

In the event that any provision of this Agreement shall be held unenforceable or invalid by any court of
competent jurisdiction, such holding shall not invalidate or render unenforceable any other provision of this
Agreement, which shall remain in full force and effect.

NOTICE:

Any notice or other communication required under this Agreement shall be in writing and sent to the address set
forth above. Notices shall be given by and to the Division being contracted with on behalf of the State, and by
the Consultant, or such authorized designees as either party may from time to time designate in writing. Notices

04! 19

 

 

 

 

 

DSS Purchase Order #208018sz
Consultant Contract 20-0800- Big

or communications to or between the parties shall be deemed to have been delivered when mailed by ?rst class
mail, provided that notice of default or termination shall be sent by registered or certi?ed mail, or, if personally
delivered, when received by such party.

18. SUBCONTRACTORS:
The Consultant may not use subcontractors to perform the services described herein without express prior
written consent from the State. The State reserves the right to reject any person from the Agreement presenting
insuf?cient skills or inappropriate behavior.

The Consultant will include provisions in its subcontracts requiring its subcontractors to comply with the
applicable provisions of this Agreement, to indemnify the State, and to provide insurance coverage for the
benefit of the State in a manner consistent with this Agreement. The Consultant will cause its subcontractors,
agents, and employees to comply with applicable federal, state and local laws, regulations, ordinances,
guidelines, permits and requirements and will adopt such review and inspection procedures as are necessary to
assure such compliance. The State, at its option, may require the vetting of any subcontractors. The Consultant
is required to assist in this process as needed.

19. RIGHT TO REJECT:
The State reserves the right to reject any person or entity from performing the work or services contemplated by
this Agreement, who present insuf?cient skills or inappropriate behavior.

20. HOLD HARMLESS:
The Consultant agrees to hold harmless and indemnify the State of South Dakota, its of?cers, agents and
employees, from and against any and all actions, suits, damages, liability or other proceedings which may arise
as the result of performing services hereunder. This section does not require the Consultant to be responsible
for or defend against claims or damages arising solely from errors or omissions of the State, its of?cers, agents
or employees.

21. INSURANCE:

Before beginning work under this Agreement, Consultant shall ?nish the State with properly executed
Certi?cates of Insurance which shall clearly evidence all insurance required in this Agreement. The Consultant, at
all times during the term of this Agreement, shall obtain and maintain in force insurance coverage of the types and
with the limits listed below. In the event a substantial change in insurance, issuance of a new policy, cancellation
or nonrenewal of the policy, the Consultant agrees to provide immediate notice to the State and provide a new
certi?cate of insurance showing continuous coverage in the amounts required. Consultant shall furnish copies of
insurance policies if requested by the State.

A. Commercial General Liability Insurance:
Consultant shall maintain occurrence-based commercial general liability insurance or an equivalent
form with a limit of not less than $1,000,000 for each occurrence. If such insurance contains a
general aggregate limit, it shall apply separately to this Agreement or be no less than two times the
occurrence limit.

E. Business Automobile Liability Insurance:
Consultant shall maintain business automobile liability insurance or an equivalent form with a limit of
not less than $500,000 for each accident. Such insurance shall include coverage for owned, hired, and
non-owned vehicles.

C. Worker?s Compensation Insurance:
Consultant shall procure and maintain Workers? Compensation and employers? liability insurance as
required by South Dakota law.

D. Professional Liability Insurance:

Consultant agrees to procure and maintain professional liability insurance with a limit not less than
$1,000,000.

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22.

23.

24.

 

958 Purchase Order 
Consultant Contract it 20-0800? LCLS

(Medical Health Professional shall maintain current general professional liability insurance with a
limit of not less than one million dollars for each occurrence and three million dollars in the
aggregate. Such insurance shall include South Dakota state employees as additional insureds in the
event a claim, lawsuit, or other proceeding is ?led against a state employee as a result of the services
provided pursuant to this Agreement. If insurance provided by Medical Health Professional is
provided on a claim made basis, then Medical Health Professional shall provide ?tail? coverage for a
period of ?ve years after the termination of coverage.)

CERTIFICATION REGARDING DEBARMENT, SUSPENSION, INELIGIBILITY, AND VOLUNTARY
EXCLUSION:

Consultant certi?es, by signing this Agreement, that neither it nor its principals are presently debarred,
suspended, proposed for debarment, declared ineligible, or voluntarily excluded from participation in this
transaction by the federal government or any state or local government department or agency. Consultant
further agrees that it will immediately notify the State if during the term of this Agreement either it or its
principals become subject to debarment, suspension or ineligibility from participating in transactions by the
federal government, or by any state or local government department or agency.

CONFLICT OF INTEREST:

Consultant agrees to establish safeguards to prohibit employees or other persons from using their positions for a
purpose that constitutes or presents the appearance of personal or organizational con?ict of interest, or personal
gain as contemplated by SDCL 5-18A-l7 through Any potential con?ict of interest must be disclosed
in writing. In the event of a con?ict of interest, the Consultant expressly agrees to be bound by the con?ict
resolution process set forth in SDCL 5-18A-17 through 

CONFIDENTIALITY OF INFORMATION:

For the purpose of the sub?paragraph, ?State Proprietary Information? shall include all information disclosed to
the Consultant by the State. Consultant acknowledges that it shall have a duty to not disclose any State
Proprietary Information to any third person for any reason without the express written permission of a State
of?cer or employee with authority to authorize the disclosure. Consultant shall not: disclose any State
Proprietary Information to any third person unless otherwise speci?cally allowed under this Agreement; (ii)
make any use of State Proprietary Information except to exercise rights and perform obligations under this
Agreement; make State Proprietary Information available to any of its employees, of?cers, agents or
consultants except those who have agreed to obligations of con?dentiality at least as strict as those set out in
this Agreement and who have a need to know such information. Consultant is held to the same standard of care
in guarding State Proprietary Information as it applies to its own con?dential or proprietary information and
materials of a similar nature, and no less than holding State Proprietary Information in the strictest con?dence.
Consultant shall protect con?dentiality of the State?s information from the time of receipt to the time that such
information is either returned to the State or destroyed to the extent that it cannot be recalled or reproduced.
State Proprietary Information shall not include information that was in the public domain at the time it was
disclosed to Consultant; (ii) was known to Consultant without restriction at the time of disclosure from the
State; that is disclosed with the prior written approval of State?s of?cers or employees having authority to
disclose such information; (iv) was independently developed by Consultant without the benefit or in?uence of
the State?s information; becomes known to Consultant without restriction from a source not connected to the
State of South Dakota. State?s Proprietary Information shall include names, social security numbers, employer
numbers, addresses and all other data about applicants, employers or other clients to whom the State provides
services of any kind. Consultant understands that this information is con?dential and protected under applicable
State law at SDCL 1-27?15, modi?ed by SDCL 1-27-16, SDCL 28?1-29, SDCL 28?1?32, and SDCL 28-1?68
as applicable federal regulation and agrees to immediately notify the State if the information is disclosure, either
intentionally or inadvertently. The parties mutually agree that neither of them shall disclose the contents of the
Agreement except as required by applicable law or as necessary to carry out the terms of the Agreement or to
enforce that party?s rights under this Agreement. Consultant acknowledges that the State and its agencies are
public entities and thus are bound by South Dakota open meetings and open records laws. It is therefore not a
breach of this Agreement for the State to take any action that the State reasonably believes is necessary to
comply with the South Dakota open records or open meetings laws. If work assignments performed in the
course of this Agreement require additional security requirements or clearance, the Consultant will be required
to undergo investigation.

04X 19

 

 

25.

04,319

 

DSS Purchase Order 
Consultant Contract 20-0800- 11:

REPORTING PROVISION:

Consultant agrees to report to the State any event encountered in the course of performance of this Agreement
which results in injury to any person or property, or which may otherwise subject Consultant, or the State of
South Dakota or its of?cers, agents or employees to liability. Consultant shall report any such event to the State
immediately upon discovery.

Consultant's obligation under this section shall only be to report the occurrence of any event to the State and to
make any other report provided for by their duties or applicable law. Consultant?s obligation to report shall not
require disclosure of any information subject to privilege or con?dentiality under law attorney-client
communications). Reporting to the State under this section shall not excuse or satisfy any obligation of
Consultant to report any event to law enforcement or other entities under the requirements of any applicable
law.

 

 

 

26. AUTHORIZED SIGNATURES:

In witness Sm, the parties signify their agreement by af?xing their signatures hereto.
en A I

DSS Purchase Order 
Consultant Contract 20-0800? Lt-Lf

 

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Consultant Printed Nam 
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StateI Wolfgang I Hatel

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Stat?/ 3 Chief Financial 0 ikkonen date
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State Agency Coding:
CFDA 
Company 1000
Account 52941 10?? .
Center Req 085 1304
Center User
Dollar Total $1,375,000.00

 

DSS Program Contact Person Jana Sprenger
Phone 605-773-3123 ext. 1106408

DSS Fiscal Contact Person Contract Accountant
Phone 605 773?3586

Consultant Program Contact Person
Phone
Consultant Program Email Address

Consultant Fiscal Contact Person
Phone
Consultant Fiscal Email Address

SDCL states that a copy of all consulting contracts shall be ?led by the State agency with the State Auditor
within ?ve days after such contract is entered into and ?nally approved by the contracting parties.

Beth Burgy
612-617-7947

 

bburgy@broadheadco.com

Laura Broadhead
612-617?7929
lbroadhead@broadheadco.com

information about consulting contracts, see the State Auditor?s policy handbook.



 

For further

 

DSS Purchase Order 
Consultant Contract 20-0800? L15:

Attachment A
Broadhead LLC
Scope of Work
September 1, 2019 - May 31, 2020

General Expectations:

Broadhead LLC will:

0 develop and produce effective South Dakota-specific campaign elements that
increase awareness of methamphetamine use and promote resources for
prevention, treatment and recovery.

. Plan, negotiate and buy statewide media to effectively reach the target audiences
and maximize budgets. Methamphetamine use can affect anyone, so campaign
messaging should reach broad demographics. This may include television, radio,
print, outdoor, online, nontraditional media and outreach to diverse communities,
including but not limited to American Indians and rural South Dakotans.

- Provide strong management and outstanding client service, including, but not
limited to, detailed billings, creative briefs, weekly status reports, production
timelines and calendars, and service reports to record decisions and next steps.
Participate in campaign evaluations as directed by the State.

Provide access to senior talent.

Creative Services:

Broadhead LLC will work collaboratively with the State on creative development including but
not limited to the following: advertising concepts, messages, themes, slogans, design of
advertising and publication layouts, production of videos from concept through storyboard to
final production, copywriting for print, video, radio, television, social and digital media, digital
photo collection (South Dakota specific), design of promotional items, and web development.

Media Purchase and Placement Services:

Broadhead LLC will provide media schedules that deliver advertising in appropriate media
environments to the specified audience efficiently and at satisfactory levels. Broadhead LLC will
evaluate and execute media plans which may include, but are not limited to, television, radio,
print, social, digital and out-of?home media outlets. Broadhead LLC will identify common media
usage across the state in addition to a mix of paid and open-access media to address
connectivity challenges in rural areas. Broadhead LLC will process all invoices from media
outlets and provide the Department with an itemized bill as directed by the State.

Digital and Social Media:

Broadhead LLC will develop content, maintain, track, monitor, provide reports and implement
strategies to increase reach and engagement of appropriate websites and social media
accounts. Broadhead LLC will evaluate optimizations to ensure campaign is staying true to its
objectives. Broadhead LLC will build social media content among prevention, treatment and
recovery, and friends and family.

04119

 

 

 

 

DSS Purchase Order 
Consultant Contract 20-0800- 1

Development, Printing, and Promotion Procurement:

Broadhead LLC will be responsible for developing and designing documents in formats suitable
for print and web, for printing of advertising, public relations, and promotional materials, and for
providing specifications for the production of printed materials and promotional items as agreed
upon with the State for purchase through the State procurement system.

Public Relations Services:

Broadhead LLC will work collaboratively with State staff on public relations efforts including but
not limited to the following: publish service announcements, talking points, press releases, op?
eds, media kits, education kits, and event planning and coordination.

Research Services:

Broadhead LLC will execute and produce research-driven and evidence-based advertising and
marketing campaign strategies through analysis of national, regional, and state research.
Broadhead LLC will implement a test-and-enhance approach to ensure the effectiveness of the
campaign prior to placing them in market. Broadhead LLC will utilize a focus group approach to
gather insights and uncover opportunities.

Video, DVD, TV, Motion Picture and Other Advertising Services:

Broadhead LLC will produce messages in video appropriate for digital and social media
platforms, DVD, TV and or motion picture quality formats satisfactory to the State.

Planning and Progress Reporting:

Broadhead LLC will provide a detailed campaign plan within one month of the contract start
period that outlines the overall campaign strategy; campaign budget; and development and
placement timelines. Broadhead LLC will provide written progress reports by the 10th of
the month in a format agreed upon with the State. Broadhead LLC may be asked to provide
periodic written reports related to specific projects throughout the contract period.

Special Projects:

Broadhead LLC may be asked to provide services on a per-project basis in support of the
collaborative efforts of the State.

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Attachment B:

DSS Purchase Order 
Consultant Contract 20-0300- Hf

Budget

 

to shooting.

The proposed budget below may be modified with approval. Staff time will be invoiced at a blended rate
of $160 per hour. Media and out-of-pocket assume a 15% mark-up. items will be invoiced by
job with a summary invoice of all jobs. Media placement will be invoiced in advance. Photography and
video production will likely need to be billed in advance as most companies require up to 75% paid prior

 

Area

Budget
Recommendation

Activitieleomments

 

A. Creative Services -
original creations

Costs in Creative Services include roduction
expenses and ag%ncy time.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Television $275,000 The TV shootwill be used to capture both still and
video imam
Print
Video $40,000 Shooting and production of PSA
Website design $20,000
Social Media $25,000: Content creation and development
Radio $25,000 Includes 4 spots
Out-of?Home $20,000
Other $35,000
Subtotal Creative Services $440,000
B. Public Relations $55?000 Launch PR and ongoing support
Services
g?x?gt Research $110300 Pre and post campaign focus groups
D. Additional Charges
Clerical Support $10,000
. $40,000 Ongoing account support
Consultation DSS Staff
Attending in-state nd/or $15,000-
out-o -state
meetings
Phone consultations
Website hostin and $5,000 Assumes hosting is done via state
malnte ance
Other charges (describe) $20,000 Reporting and Analytics
Subtotal Sections A-D $695,000
E. Media Placement
Traditional 5%?th gait};j $430,000
D'Qia' tetra assists 
Subtotal Media Placement $530300
TOTAL secrtous A - $1,375,000

 

 

 

04/19

10

 

 

Methamphetamine Prevention
and Public Education Campaign
REQUEST FOR PROPOSAL #1730
Submitted by:

July 25, 2019

a

 broadhead.

table
of contents
rfp form...........................................................................................................3
executive summary....................................................................................... 5
3.0 scope of work......................................................................................... 9
3.1 overall scope...................................................................................... 10
3.1.1 campaign elements.....................................................................11
3.1.2 media approach...........................................................................12
3.1.3 client service approach...............................................................13
3.1.4 campaign evaluation approach................................................ 14
3.1.5 access to senior talent..................................................................15
3.2 general expectations........................................................................ 16
3.3 creative services................................................................................. 18
3.4 media purchase/placement services............................................. 26
3.5 digital/social media services........................................................... 36
3.6 development, printing and promotion procurement................ 42
3.7 public relations services...................................................................44
3.8 research services............................................................................... 48
3.9 video, dvd, motion picture and
other advertising services................................................................ 50
3.10 planning and process reporting................................................... 54
3.11 special projects................................................................................ 56

4.0 proposal requirements and company qualifications......................57
4.4 overview............................................................................................. 58
4.4.1 proposed team........................................................................... 63
4.5 prior experience................................................................................ 68
4.5.1 comprehensive case study APHIS: asian longhorned beetle..............................................72
4.6 creative services................................................................................80
4.7 creative portfolio............................................................................... 84
4.7.1 tv ads............................................................................................. 86
  4.7.2 radio ads....................................................................................... 88
4.7.3 prints ads designed for newspaper publications..................90
  4.7.4 print ads designed for magazine or event publications...... 91
4.7.5 url addresses of agency-designed websites......................... 92
4.7.6 layout images of brochures or other collateral materials..... 94
4.7.7 examples of internet ads, including mobile
and social media platforms........................................................96
4.7.8 images of out of home advertisements.................................. 98
4.8 photography....................................................................................100
4.9 public relations................................................................................ 102
4.10 social media...................................................................................104
4.11 market research.............................................................................106
4.12 fee schedule...................................................................................108
4.13 project familiarity + availability.................................................... 110
4.14 special project constraints............................................................112
4.15 project management techniques............................................... 114
extending the campaign..........................................................................117
attachments................................................................................................ 119
attachment A....................................................................................... 120
attachment B........................................................................................127
equal employment opportunity statement................................... 128
additional information.............................................................................. 129

1

  



   

Rev. 05/08/2019

STATE OF SOUTH DAKOTA
OFFICE OF PROCUREMENT MANAGEMENT
523 EAST CAPITOL AVENUE
PIERRE, SOUTH DAKOTA 57501-3182

Methamphetamine Prevention and Public Education
Campaign
PROPOSALS ARE DUE NO LATER THAN 5:00 p.m. CDT July 25, 2019
BUYER: Division of
Behavioral Health

RFP #1730

POC: Dawson Lewis
Dawson.Lewis@state.sd.us

READ CAREFULLY
FIRM NAME:

broadhead LLC

AUTHORIZED SIGNATURE:

ADDRESS:

123 N Third Street Suite 400

TYPE OR PRINT NAME:

CITY/STATE:

Minneapolis, MN

TELEPHONE NO:

612-617-7947

ZIP (9 DIGIT): 55401-1807

FAX NO:

612-623-4810

FEDERAL TAX ID#: 47-2956260

E-MAIL:

bburgy@broadheadco.com

Beth Burgy

PRIMARY CONTACT INFORMATION

CONTACT NAME: Beth Burgy
FAX NO:

612-623-4810

mobile: 612-802-5966
TELEPHONE NO: office: 612-617-7947
E-MAIL:

bburgy@broadheadco.com

3

  

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A



A







 

executive summary

executive summary
Thank you for considering broadhead as your
potential partner in the Department of Social
Services, Division of Behavioral Health’s efforts to
prevent methamphetamine use in South Dakota.

At broadhead, that means putting the
audience first, diving deep to gain a cultural
understanding of the people surrounding the
problem at hand.

broadhead is a Minneapolis-based integrated
marketing agency, with full capabilities in
creative, digital, social, media and public
relations. With 90 full-time employees,
we are the largest, full-service independently
owned agency in Minnesota. In 2018, we
became an ESOP (employee stock ownership
program) company.

Our research effort was eclectic and wideranging, including in-depth analysis of the
current campaign and interviews, review
of various data concerning South Dakota
methamphetamine use and arrests, public
perception of drug prevention campaigns
and reviews of various literature examining
communications chasms between white people
and American Indians. We also fielded a survey
of South Dakota parents to identify the people
who hold the most influence on the choices
their children make. That research played a
major role in the development of our creative
brief and ensuing briefing, in which we drew
focus on the following insights:

Where to begin with this project? How do
we create a campaign that is relevant to
the diverse demographic and geographic
communities that make up South Dakota? How
do we make the impact of methamphetamine
use relevant to everyone, not just those
personally affected? It’s a complex issue
without a one-size-fits-all solution.
In order to develop and produce effective
South Dakota-specific campaign elements
that increase awareness of methamphetamine
use and promote resources for prevention,
treatment and recovery, we must first unravel
those layers of complexity.

6

4.8%

of South Dakota ninth graders
have tried meth. (Over twice
the national average.)

50%

of South Dakota parents say a
family elder is the person (other
than themselves) who has the
most influence on the choices
their children make.

American Indian reservations
possess many key characteristics
of substance-abuse prevalent
areas, including poverty and a
lack of law enforcement.

Children of parents who
do time in prison are 80
percent more likely to do
time themselves.

 executive summary
Against the backdrop of those statistics are
several cultures in crisis. Bright futures turned
bleak. And a South Dakota problem that
requires the help of South Dakotans. As we
developed our creative brief, the solution
became centered around this idea:

“With the help of South
Dakotans, we can ensure
the bright futures of our
communities are realized.”
What if we took the approach that meth
was everyone’s problem? And it impacts
communities across the state – be it a
community that is a family, a school, tribal
communities, urban areas or the far-flung
ranching communities. What if we can get
everyone to be ON meth? To be actively
engaged in looking for and reporting, to know
how to get help and support? To reduce the
stigma of one person or family fighting their
demons and replace it with a community
pledge to do more to fight for the future of
South Dakota? To shift the message from the
devastating effects of meth to one borne out
of optimization and empowerment?

I’m On Meth
A fully integrated campaign, the I’m on Meth
campaign reaches state-wide via television,
radio, out-of-home, digital and social to
engage with the diverse communities and
populations that call South Dakota home.
Through PR efforts, partnerships with
organizations, connections with the media, and
a presence at local events will bring attention to
the available resources.

Call to Action
Our approach to the call to action for this
campaign is simple: get people to help as
quickly as possible. We will do that through
the website ImOnMeth.com and utilizing
the SAMHSA toll-free number
1-800-662-HELP (4357).
The I’m on Meth creative is designed to get a
reaction. To make people stop and think. It will
increase awareness of the negative impacts of
methamphetamine use and promote resources
for prevention, treatment and recovery. The call
to action brings people to resources quickly, as
demonstrated by the simplicity of the website.
At times, we will tap into other existing call to
actions, such as the texting program through
Project Stand Up. But we want to be clear: we
want to make a difference. Our campaign will

get attention and lead people to resources for
prevention, treatment and recovery.

Measuring Success
While the stated objective is to “increase
awareness of methamphetamine use and
promote resources for prevention, treatment
and recovery,” we feel strongly that these
performance indicators are only mile markers
on our journey to achieve more central, resultsoriented objectives.
Success is not how many times people share
something, or like a post – this is bigger than
that. Success is not about how many times
people use a campaign hashtag. In fact, we’re
strategically not including one because that
is not the action we are looking for. Success is
increasing South Dakotans ability in recognizing
the harms/dangers of meth use, reducing the
number of meth related arrests, and reducing
the number of children being removed from
homes because of meth/drug use.
We believe the success of the I’m On Meth
campaign is determined by the people it
can impact and help. And we thank you for
your consideration.

7

  

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To address 5.2.3.1, the complete narrative of our assessment of the work, our
ability and approach and necessary resources are detailed within 5.2.3.2 (or
Section 3). We have provided an in-depth plan that includes creative, media,
digital and public relations activities that fully address our understanding and
approach to the methamphetamine problem in South Dakota.

section 3.0
scope of work
3.1 overall scope
3.2 general expectations
3.3 creative services
3.4 media purchase/placement services
3.5 digital/social media services
3.6 development, printing and promotion procurement
3.7 public relations services
3.8 research services
3.9 video, dvd, motion picture and other advertising services
3.10 planning and progress reporting
3.11 special projects

9

 section 3.1
overall scope
3.1.1 Campaign Elements
3.1.2 Media Approach
3.1.3 Client Service Approach
3.1.4 Campaign Evaluation Approach
3.1.5 Access to Senior Talent

10

 3.1.1 campaign elements
detailed response

Broadhead began in 2001 with a straightforward objective: Connect the growing gap
between rural and urban America. That gap
was focused around issues like energy, food
production and urban expansion.
Over the past 18 years, our company has
grown to 90-plus people, and our focus has as
well. While our roots remain firmly planted in
building connections, our focus is on helping
our clients define and ultimately be … greater.

Whether that’s shifting perceptions of a brand,
connecting a company and consumers on their
shared beliefs, or launching a cause-marketing
platform, we challenge ourselves and our
clients to activate on those opportunities in
which we can all ultimately be greater.
With this background, we believe we are
uniquely qualified to assist the Department of
Social Services in developing a South Dakotaspecific campaign that increases awareness

of methamphetamine use, while promoting
resources for prevention, treatment and
recovery. Sections 3.1.2 through 3.1.5 offer a
snapshot of our capabilities and our approach
to supporting our clients’ business.
As you explore the detailed response, you’ll
find a campaign that we are not only passionate
about, but truly believe can impact lives across
South Dakota.

11

 3.1.2 media approach
Our approach to media is holistic, as we
build plans that are channel agnostic and in
collaboration with all disciplines. We start with
objectives and measures of success, and then
examine the market — the customers and the
competitors — looking for seams of opportunity.
Our team includes seasoned experts in
planning and buying for all areas of media,
including digital, social, search, radio, national
and spot broadcast (television), print, out-ofhome, direct response and mobile.
Specifically, as related to this effort, we
anticipate tapping into the vast power of digital
media. We have deep experience in targeting
niche audiences. As mentioned earlier, we put
the target audience at the center of everything.
By truly understanding the target, we can
ensure we are effectively reaching them.
Through the explosion of data that is available,
we can take advantage of sophisticated
targeting methods to surround our audience
with information. By using techniques such
as geo-targeting, behavioral, look-a-likes,
custom micro segmentation, passion points, remarketing — the list goes on and on — we can
be in places where our audience is most open
to receiving information.

12

The core activities of our Media team include:

Media Planning:

Engagement Strategy:

Overall strategy and planning
for paid media activities.

Media, digital and marketing trends
expertise, creative technology and
analytics integration.

Media Operations:

Analytics:

Execution of the buy, trafficking
duties, and all media billing
and reconciliation.

Custom reporting and
optimization recommendations.

Media Buying:
Purchasing of paid media and
stewardship of the buy.

 3.1.3 client service approach
At broadhead, everyone has a role in client
service. We are in the business of helping
clients achieve business or organizational
objectives; and everyone can contribute to
that success, every day. With that said, the
primary responsibility for client service lives
with our Client Service team. Each client has
a Vice President   Account Director leading
their business. These individuals average
20 years of marketing experience across a
wide swath of clients, brands and industries.
They lead cross-functional agency teams of
discipline experts, anticipating challenges,
exploring opportunities, pushing boundaries
and creating a culture of ‘no surprises’ and
excellent client service.

Each client has different needs and
requirements. Within the first 30 days of a new
client relationship, we collectively determine
billing needs and requirements, frequency
of status calls and reports, and review (and
adjust as needed) the process for creative
brief development and review, routing and
approvals, production timelines and other
reporting requirements as defined by the client.

13

 3.1.4 campaign evaluation approach
Measurement is embedded into every stage
of campaign development, execution and
management at broadhead. Whether we are
the developers and drivers of the measurement
strategy, or if the foundation has already been
put in place by the client, we are committed to
optimizing campaign results and being the best
stewards of our clients’ investments.

Using our custom analytics process, we can
closely track all facets of the campaign. We
receive real-time data feeds from digital
reporting systems including Google Analytics,
Google Data Studio, Google Ads, DART/
DoubleClick, Social Studio, Critical Mention,
Facebook, Instagram, Twitter, LinkedIn and
Pinterest. Additionally, our process includes

manually fed data from direct marketing
and earned-media efforts, and we welcome
integration with any client in-house analytics
vendors.
All of this is curated into our Marketing Analytics
Portal (see image below), which provides clients
access to all data, insights and optimization
recommendations.

marketing analytics portal
14

 3.1.5 access to senior talent
Our teams are built around five groups —
client service, insights and planning (Rabbit),
engage (media and public relations), creative
and production services. We believe that
digital and social fall into the realm of many,
and therefore aren’t “siloed” into standalone
departments. On any given account, that
could mean a senior account lead, plus a
supervisor or account executive, depending
on scope, a strategist, a media director, a
senior PR lead and a creative director.
As you will see in section 4.4.1, the proposed
team for this effort is led by a VP   account
director with 15+ years of experience, and
supported by senior members of Rabbit,
creative and engage.
Additionally, agency leadership are very
involved in client business and actively
participate in planning and
strategy conversations.

agency structure
client service
account
service

creative

project
managers

art
direction

design

production services
copywriting production
•  broadcast
•  digital

desktop/
studio
proofing

•  print

engage
technical
writers

media
relations

media
media
planning + operations
analytics

insights and planning

events

social

digital
strategy

IA/UX

planning +
analytics

research

technology

sample client team
strategist
account
service

vp   account director
project
manager

public
relations
lead

media
director

creative director
digital
strategist

15

 section 3.2
general expectations
At broadhead, we are nothing without our
people. In the agency business, they’re what
makes everything happen. That’s why we take our
time to find the right talent and invest in growth
opportunities to keep them. Over the past five
years, no agency of similar size in our space has had
lower turnover. And that’s important for our clients
and our agency culture.
It means we’ve built a team of passionate, driven
individuals who bring their all to every project and
client in the agency. We strive to provide a talent
mix that includes great category experience and
great specialty experience.

16

The question every client wants answered is
“what’s it like to work with broadhead?” The
short answer is every client is different but our
promise is the same and you find it in big type
on our wall (see next page).
Partner. Clear vision. Trust. We seek the same
in a client that we believe they would seek in
us. We seek collective success, where we win
together and grow together. And in doing so,
can make a clear difference for the people of
South Dakota.

  

.2

17

broadhead?

section 3.3
creative services
From an agency perspective, one of the wonderful
things about new business is the opportunity to
dream big and live in a world of unlimited “What
if? Could we?” possibilities. One of the hardest
parts of new business is creating work in a vacuum,
without the benefit of client collaboration. To that
end, we’ve taken the information the Department
has provided, conducted our own research and
developed a thought-provoking approach to help
combat methamphetamine use in South Dakota.
broadhead is recommending an integrated
campaign, including print, television, radio, digital
and social. Campaign elements are contained
in several sections of this response. Section 3.3
contains the creative rationale, creative mantra and
the first look at the hero image of the campaign.

18

 please go to
rfp.broadheadco.com/sddss
to hear Wayne Carlson,
VP   Rabbit and Walt Burns,
Creative Director, explain the
inspiration behind I’m On Meth.

19

 3.3 creative services

20

We are not the first to embark on an awareness
campaign focused on the methamphetamine
crisis, and truth be told, some very emotional
and impactful work has been done in the
past. As we dove into this challenge, the first
question we asked ourselves was what new
approach can we add to the conversation?

Often, the path to developing great creative
work that connects on an impactful and
emotional level is to narrow the audience. But
as we dug deeper, broadhead discovered that
as we expanded the audience, it led us to a
unique space and a message that thus far, has
been missing from the dialogue.

Looking at previous meth awareness campaigns
we discovered they all took a similar direction –
target people who might try meth and convince
them it is a terrible risk and stands an almost
certain chance of destroying their lives. The
statistics are scary and thus the messaging has
steered towards fear.

The message lies in the thought that if you think
meth is someone else’s problem, a problem
only in someone else’s neighborhood, town or
family, you’re wrong. The only way to stem the
tide is for everyone to be involved. We want to
shift the message from fear to empowerment.

Now, how do we deliver this message in a
powerful way that captures the attention of a
diverse group? Our delivery is bold and aims to
not only get people thinking but talking as well.
We want all South Dakotans to be vested in this
fight and feel that the State of South Dakota is
providing ways they can affect positive change,
so our call-to-action is just that – a call that leads
to action.
Note: We have used stock imagery in these
concepts. If broadhead is awarded the
business, we plan for a photo and video shoot
in South Dakota to ensure the authenticity of the
creative and the appropriate representation of
its citizens.

 3.3 creative services:

the idea
Simply, but powerfully telling the story that meth is everyone’s problem,
we ask the audience to engage and think. Visually, we see South Dakota
residents – grandmothers, businessmen, tribal elders, people who we would
not expect to be dealing with the meth crisis directly, combined with the
headline, “I’m on Meth.” It is inclusive, empowering and establishes the idea
we are creating a movement for all South Dakotans to take an active role in
keeping their state a great place to live.

21

21

 3.3 creative services

There’s a problem in South Dakota and we need everyone on it.
Because it’s our neighborhood. Our families. Our lives. And meth doesn’t belong here.
1 - 8 0 0 - 662 - HEL P • I mOnMeth.co m

22

 3.3 creative services

There’s a problem in South Dakota and we need everyone on it.
Because it’s our neighborhood. Our families. Our lives. And meth doesn’t belong here.
1 - 8 0 0 -662 - HEL P • ImOnMeth.com

23

 3.3 creative services

There’s a problem in South Dakota and we need everyone on it.
Because it’s our neighborhood. Our families. Our lives. And meth doesn’t belong here.
1 - 8 0 0 - 662- HELP • ImOn M eth.co m

24

 3.3 creative services

There’s a problem in South Dakota and we need everyone on it.
Because it’s our neighborhood. Our families. Our lives. And meth doesn’t belong here.
1 - 8 0 0 - 6 6 2 - H E L P • I m O n M et h .co m

25

 semh

media purchase/placement services

3.4 media purchase/placement services

Because of the unique complexities in
South Dakota, we are recommending a layered
engagement approach. The media usage habits
of a 14-year-old boy and a 55-year-old woman
and the tribal communities are significantly
different. The concern with a one size fits all
plan is that it will only be effective to the middle
and would not create effective impact to the
population at highest risk for addiction. 
The first layer is a base which identifies
common media usage across the state. The
additional layers ensure strong delivery to
high-risk populations with alternative media
usage patterns. 
Additionally, we recognize and have addressed
digital connectivity challenges in rural areas
and inaccessibility of paid media channels for

those with limited income or below poverty
levels. Therefore, the recommended media mix
always includes some free, open-access media. 
We believe this plan will be successful
in increasing awareness and encourage
engagement because:
•  We are segmenting our efforts to reach four  
distinct audiences.

• 

•  We are using multiple types of media,
implementing a surround-sound approach,
to ensure we reach people multiple times in
multiple ways.
•  Within this, video placements are   
prioritized to provide the most impactful  
communications since they support sight,
sound and motion.

•  General South Dakotans, both in urban   
and rural areas.
•  American Indian populations.
•  Generation Z (people aged 10-24).
•  Parents with children under the age
of 18.

Our recommendations are rooted in data
– we will be meeting our target audiences
where they are, ensuring we get eyeballs
on our messaging.

• 

Flighting of the communications are
strategically cadenced to play off each other
and consumer media consumption habits.

27

 3.4 media purchase/placement services
layer 1: base media plan
The base media plan focuses on a common interest point to reach all
demographics and geographies across South Dakota. We landed on a focus
of weather and news. Populations have a varied interest in news (generally
dependent on education level).  However, everyone is affected by weather
regardless of education, profession, etc.  

some highlights include:

28

social media

television

digital advertising on local
newspaper websites

We will use the highest reach platforms such as
Facebook, Instagram and YouTube. As indicated
by Pew Research, 67% of Americans get news
from social media.

We will focus on local news programming
which provides high reach. We will also include
analog stations for free access. 

Local newspaper websites will encompass most
of our digital advertising buy, which will allow
us to reach both urban and rural residents.

 3.4 media purchase/placement services

radio

out-of-home

paid search

We will focus on specific stations and statewide news networks, such as the Dakota News
Network. We will also layer in audio streaming
via Spotify and i-Heart to extend reach and
cost-efficiencies.

We will extend reach by using high
traffic locations, such as interstates, to
build message impact through high 
frequency. We will also include a heavy
up with indoor posters.

We will identify keywords that are currently
untapped opportunities to drive users to
treatment education and prevention resources.
There are many keywords we would avoid
using in our plan because other efforts (i.e.
federal government) are already bidding on
those keywords. Our keyword strategy would
focus on our marketing campaign terminology,
slang words for meth, and any other mentions
of meth where undesirable search results occur.

29

 ME I 1-800-662-HELP
'11} II I I '1hllII. rill - 'il.7?out-of-home

broadhead.

3.4 media purchase/placement services

There’s a problem in South Dakota and we need everyone
on it. Because it’s our neighborhood. Our families.
Our lives. And meth doesn’t belong here.
1 - 8 0 0 - 6 6 2 - H E L P • I m O n M et h .c o m

There’s a problem in South Dakota and we need everyone
on it. Because it’s our neighborhood. Our families.
Our lives. And meth doesn’t belong here.
1-800-662-HELP • ImOnMeth.com

out-of-home

31

 3.4 media purchase/placement services
layer 2: high risk/alternative media habits
These target segments will benefit from the base plan and audience
duplication, but we recommend a heavy-up in media weight toward
these segments to ensure communication to those most at risk.

heavy-up target audience

heavy-up target audience

heavy-up target audience

american indians

generation z (aged 10-24)

parents of children under the age of 18

We are recommending a custom heavy-up that
aligns with the media consumption of American
Indians. Specifically, this includes:

Generation Z is an especially important heavyup target, because we know that on the
younger end of this spectrum, these children
are easily influenced. And those between the
ages of 16-24 have been identified as those at
highest risk for addiction. Our heavy-up would
consist of:
•  Social media platforms to align with the data
that indicates that Generation Z’s primary
media consumption is social media. We will
focus primarily on Snapchat and Reddit for
this segment.

We think this is a great audience to heavy-up
against because it provides us an opportunity
for “duo-prevention.” We can help prevent
potential parent addiction, but also provide
information to help parents recognize the signs
and/or risks of their child’s substance abuse.
Our heavy-up recommendation includes:
•  Social media, including Instagram
and Facebook.

• 

32

Custom targeting on Facebook, Instagram
and YouTube, with a focus on the following
South Dakota counties where the tribal
communities are located: Oglala Lakota
County (Shannon County), Jackson County,
Corson County, Todd County, Moody
County, Ziebach County, Dewey County,
Charles Mix County, Buffalo County,
Roberts County. 

• 

Extension of billboard locations on major
interstates near tribal communities (as
billboards are not allowed on reservations).

• 

Radio on specific American Indian stations.

• 

In-app gaming placements are also a
great opportunity to reach this audience
where they already are. We would explore
partnerships with Fortnite, Pokemon Go
and others to reach this audience while they
are engaged in these games.

• 

Connected TV, which would be bought
in a programmatic fashion to identify
parents and deliver targeted messages.

 3.4 media purchase/placement services
engagement plan recap
We are excited about this plan and the
difference it can make in helping to prevent
methamphetamine use and addiction in South
Dakota. We wanted to provide a few final
thoughts, specific to this plan:
Our deep understanding of urban and rural
media provides us with a unique advantage for
this marketing effort, and we will tap into the
synergies of both. We’re proud of how we work
with clients to create innovative opportunities

in all forms of media (paid, earned and owned),
which not only drives awareness but results in
true engagement and action.

One final thought, we will work with the
Department as directed to ensure billing and
reporting needs are met.

The relationships we build with media partners
not only ensures we get the best buy for
our clients, but the amount of added-value
opportunities that we secure helps to extend
the investment in unique and memorable ways.

On the following pages we’ve included a
Engagement Schematic that outlines the
recommended communication vehicles along
with timing and investment levels.

By building in measurements throughout the
plan, we will continually optimize to ensure we
are reaching as many people as possible.

33

 3.4 media purchase/placement services
engagement schematic
2019
sept
base media plan
local news/weather
analog television
news dayparts
:30 spots
rapid city and sioux falls DMAs
400 GRPs/month

newspaper websites
i.e.: ArgusLeader.com, RapidCityJournal.com
rich media banner ads
750,000 impressions/month

social media
i.e. facebook + instagram
1,000,000 impressions/month

radio
local stations and state news networks
:30 + :60 spots

extended reach + frequency
out-of-home
billboards placed on high traffic highways ~8
indoor posters: restroom placements

traffic/information driver
search
multi-layered keywords

34

oct

nov

2020
dec

jan

feb

mar

apr

may

 3.4 media purchase/placement services
engagement schematic
2019
sept

oct

nov

2020
dec

jan

feb

mar

apr

may

high risk + alternative media habits
demo-specific
american indians
social media
custom targeting
i.e. facebook + instagram
50,000 impressions/month

radio
i.e.: KILI - voice of lakota nation

out-of-home
billboard placements, reservation entrances

parents of children: under age 18
social media
i.e. instagram, snapchat
200,000 impressions/month

connected tv
:30 spots bought programmatically to demo
100,000 impressions/month

generation z - aged 10-24
social media
i.e.: snapchat, reddit
300,000 impressions/month

gaming placements
i.e. fortnite
100,000 impressions/month

35

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digital/social media services


36 broadhead. ?58$

 

broadhe 37

3.5 digital/social media services
In addition to the details provided in 3.4, we
wanted to highlight some additional thoughts
specifically about social for this campaign.
To support meth education, prevention and
recovery, we recommend the following goals
for social media advertising:

Brand Awareness:
Focusing on impressions and brand recall lift
(specifically for Facebook and Instagram, which
measures the amount of people who remember
your ad after two days).

Conversions:
Priority would be given to users who take an
action on the campaign website to get more
information (i.e. find a local treatment agency,
get resources, etc.)

Traffic to website:
Landing page views.

Video Views:
Video views, views to completion.

38

We noticed in the provided “Meth Changes
Everything” Digital Report that regardless of
what the objective was, optimizations were
mainly based on impressions, reach and clicks.
We want to ensure that moving forward
optimizations are evaluated on these goals to
ensure we stay true to campaign objectives.
Additionally, when thinking about the social
content for this campaign, we recommend
building a content program that is based on the
following three pillars:
•  Prevention: content to curb
experimentation or use of meth.
• 

Treatment and Recovery: content focused
on people who are seeking treatment or are
in recovery.

• 

Friends and Family: content to engage the
broader community, providing resources to
help prevent the spread of meth use.

  A PROBLEM IN SOUTH DAKO A
AND WE NEED EVERYONE ON IT.

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CALL 1 800-662-HELP

OUR FAMILIES.
OUR LIVES.

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campaign landing page
lmOnMeth.com

broadhead.

broadhead.

insta story

 

METH.
IT.

10.24 AM

 

 

I'm On Meth

There?s a problem in South Dakota and we need everyone on it.

Ill:
METH.
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Because it?s our neighborhood. Because it's our neighborh
Our families. Our lives. Learn More Our lives. And meth doesn

362 Convitmt: 311 5m. 15

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METH. 
ON IT.

   

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TRENDING NOW

digital takeover of local
newspaper websites

broadhead.?

section 3.6
development, printing
and promotional procurement
We have a 10-person production team
that handles desktop/keyline production,
proofreading, photo re-touching, front-end web
design, email and banner ad production and art
buying, among other production skills. Included in
this team is a group of experienced print, digital,
and broadcast producers.

42

Our production team has relationships with
printers, studios, photographers, developers, etc.,
in Minneapolis and across the country. Our team
works to negotiate the best rates for out-of-pocket
production expenses; manage usage rights for
print, digital and broadcast; and generally ensures
we have the right outside partners supporting our
clients’ business.

We also frequently purchase promotional
merchandise for our clients. As with print
materials, we select partners for promotional
products by project, and do utilize more than
one supplier based on price, timing or other
variables. We welcome working with the State on
promotional merchandise needs and would be
open to using any of your preferred suppliers.
We have several clients with preferred print
and/or premium partners. We maintain strong
working relationships with those companies to
ensure we collectively deliver the best product
for the client.

 3.6 development, printing and promotional procurement

hats and pins

t-shirts

pop-socket

laptop sticker

bumper sticker

43

 section 3.7
public relations services
There are many public relations opportunities
associated with this effort. We’d partner with
the Department to amplify any ongoing efforts.
Beyond that, we would recommend several
specific ideas to launch the campaign. (More
details about our public relations capabilities can
be found in 4.9)

all South Dakotans. We would work with the
Department to create a content calendar for ongoing media relations efforts.

Along with the initial announcement release,
we recommend offering interviews with a
spokesperson who can speak further about the
campaign and its importance. Media targets
media relations
include local and state newspapers, broadcast TV
Beyond the paid campaign elements, our strategic- and radio, plus online-only outlets – all of which
minded PR team connects with media to use as a
focus on local, South Dakota news.
vehicle to tell an organization’s story. In this case,
Following the initial campaign push, we recommend
we recommend a broad South Dakota distribution
a follow-up announcement to highlight all known
announcement that explains all the campaign
results of the campaign, such as a change in the
elements, its mission and how it is coming to
various reported statistics, actions taken, sentiment
life across the state, plus various facts and stats
change, etc. to showcase to community members
to support the importance of this campaign to
the results of this important work.

44

  

broadhe 45

3.7 public relations services
The PSA addresses the idea that meth is
everyone’s problem and promotes the
resources available to get help and support.
Featuring Governor Kristi Noem and Julian Bear
Runner, president of the Oglala Sioux Tribe,
the copy reiterates the importance of getting
everyone to be on the lookout for meth.

PSA Script
VIDEO: (open on Kristi Noem. She is standing in front
of a school and wearing a t-shirt that says, “I’m on
meth.”)
AUDIO: “I’m Kristi Noem, governor of South Dakota
and we have a problem in South Dakota that
needs your attention. In the last several years, the
methamphetamine crisis has grown at an alarming rate
here in our state.
VIDEO: (Cut to Julian Bear Runner wearing a “I’m on
Meth” t-shirt)
AUDIO: “I’m Julian Bear Runner, Oglala Sioux Tribal
President. Left unchecked, it is hard to imagine meth
not affecting everyone and everything we care about
in this place we love. The truth is, this is all of our
problem and we need all of us to get involved.”
VIDEO: (cut back to Noem)
AUDIO: We all need to get on it.
VIDEO: (cut back to Bear Runner)
AUDIO: “When you see something happening or if
you know someone who needs help, make a call to
1-800-662-HELP (4357)”
VIDEO: (back to Noem)
AUDIO: “…or go to ImOnMeth.com and make a
difference.
Get on meth. And let’s get it out of South Dakota.”

46

1-800-662-H ELP
I mOnMeth.com

 3.7 public relations services
I’m On Meth educational kits
Educational kits will provide local organizations
and tribal communities with resources to
promote the “I’m On Meth” campaign.
Additional school-focused kits would be
created to roll out the movement at a school
level through a partnership with the South
Dakota Education Association.  
These kits can be disseminated through
strategic partnerships that include the
following:
•  General South Dakota: 
•  We would look to partner with South
Dakota Education Association, as
mentioned above, and also with nonprofits that work directly with at-risk
South Dakotans such as GROW South
Dakota, Feeding South Dakota, Rapid City
Community Conversations.

• 

In the tribal communities:
•  We recommend initiating partnerships
with many of the groups working
to improve life on reservations to
encourage additional disseminating
of materials. Organizations
include: Kiyuksa O’Tipi Reintegration
Center, First Families Now, OST
Emergency Youth Shelter and Oglala
Lakota Children’s Justice Center. 

poster

•  Additionally, we will share kits with
American Indian-focused media like
Native Hope to encourage further
dissemination of the campaign.

brochure

notebook

note: creative will be
versioned for tribal
community use.

47

 semh

research services


48 broadhead. ?58$

3.8 research services
Working with the Department to define
campaign goals and desired actions, we would
implement a test-and-enhance approach to
ensure the effectiveness of campaign elements
prior to placing them in market. Testing of
these materials is best done in a focus group
setting, so that we can gather insights of
great depth and uncover opportunities to
adapt and improve the product as needed.
Further; having structured, but free-flowing
conversations around the topic, allows us the
opportunity to uncover engagement extensions
and opportunities.

Details of our focus group approach include:
•  Two focus group sessions with members
of three audience segments, for a total of
six sessions.
• 

Our focus groups will represent rural, urban
and American Indian audiences, respectively.

• 

Our 2-hour sessions with each audience
will be used to gauge their reactions to the
creative and messaging as well as uncover
any engagement opportunities not currently
in the plan, but worthy of exploration,
according to focus group feedback.

Additional information about our research
capabilities can be found in section 4.11, while
campaign measurement is addressed in 3.1.4.

49

 secti - 

  

video, dvd, motion picture
and other advertising services

SOUTH DAKOTA
50 broadhead. ?58$

 

broadhe 51

3.9 video, dvd, motion picture and
other advertising services
COPY DECK

COPY DECK

July 2019
Client: SD Meth RFP
Job #: 12997; Project: 2019 RADIO; Version 2

July 2019
Client: SD Meth RFP
Job #: 12997; Project: 2019 RADIO; Version 1

:60 Radio “I’m On Meth”

:60 Radio “I’m On Meth”

FX:

Sounds of a mechanic shop in background throughout. A grizzled middleaged mechanic begins V.O.

FX:

Sounds of a high school hallway in the background. High-school-aged girl
begins V.O.

VO:

I’m John, and I’m on meth.

VO:

I’m Alyssa, and I’m on meth.
And so is every one of my friends.
And my teachers.
And my parents.

Because my neighbors are on meth.
Because my son’s high school is on meth.
Because studies show that normal, sober people can become meth addicts
after just one hit. And because the people that try meth for the first time are
younger every year.
So instead of putting on blinders while the 7th graders down the street are
being offered a drug that’s guaranteed to destroy their lives, I’m getting on
top of it — and so should you. Learn the warning signs of meth use at
ImOnMeth.com. If you or a loved one need help, or if you know of someone
who does, call 1-800-662-HELP, and be proactive about killing this epidemic
before it kills our community.

We’re looking for meth because my brother wasn’t — meth found him at a
party, and even though he thought he was just trying it, meth was all he
thought about ever again.
So now instead of ignoring it, or whining about it, or laughing it off when I
see it at school, I’m actually looking for it — and I need your help. Learn the
warning signs of meth use at ImOnMeth.com. If you need help, or if you
know someone who does, call 1-800-662-HELP, and be proactive about
stopping this epidemic in its tracks.
A meth problem is everyone’s problem. It’s time to get on it.

A meth problem is everyone’s problem. It’s time to get on it.

radio scripts
52

 The television spot features “ordinary”
South Dakotans, with cameos from
South Dakotan celebrities.

TV Spot

3.9 video, dvd, motion picture and other
advertising services

We see various South Dakotans address the camera.
VIDEO: (open on a grandmother sitting in a church
pew)

As described in section 3.4, television, radio
and social media are key components of
our engagement plan to reach the varied
demographic and geographic audiences in
South Dakota.

AUDIO: “I’m on meth.”

Our specific video production capabilities are
detailed in section 4.8 and examples of prior
work can be found in our creative portfolio,
section 4.7.

AUDIO: “I’m on meth.”

VIDEO: (cut to a little league coach in the dugout)
AUDIO: “I’m on meth.”
VIDEO: (January Jones at a coffee shop)

VIDEO: (cut to an American Indian elder)
AUDIO: “I’m on meth.”
VIDEO: (cut to Brock Lesnar ready to enter the ring)
AUDIO: “I’m on meth.”
VIDEO: (cut to Pine Ridge Football team on the
sidelines, the camera goes down the line and each
player responds)
AUDIO: “I’m on meth.”
VIDEO: (cut to some young artists in Art Alley, Rapid
City)

Please go to rfp.broadheadco.com/sddss
to hear a rough track of the radio spot and
view additional samples of our broadcast
and social work.

AUDIO: “Meth has become a big problem in South
Dakota and we need everyone to get involved. We
need everyone to get on it.”
LOGO TAG

1- 8 00- 662- HE LP

Meth. We’re on it.

ImOnMeth.com

1-800-662-HELP (4357)
ImOnMeth.com

53

 Nib

planning and progress reporting


54 broadhead. ?58$

3.10 planning and
progress reporting
We begin planning with a general
discussion with our clients, to understand
key opportunities and challenges, budget
parameters, as well as any new competitive
information. From there, our Rabbit team
(insights and strategy) develops an insights
report that drives our planning process. The
report incorporates trends effecting our clients
and their customers, competitive analysis as well
as any prior year results.
Rabbit facilitates a strategic planning workshop
with key leadership from the client and the
agency to ensure all players have input into
the planning process. Once we receive input,
our team of experts develops a Strategic
Framework that includes: communication
objectives, strategies and tactics along with
engagement planning parameters. This
framework is shared with our clients and any
adjustments are made. The next and final
step is the development of the detailed
communications plan that results in a final Scope
of Work.

Progress Reporting
With every campaign, we strive to bring new
learnings forward to our clients, whether they
come from data analysis, audience feedback,
A/B message testing, social chatter or tests of
new tactics. By curating all campaign data into
a single customized dashboard (section 3.1.4),
we can quickly and securely draw insights and
adjust campaigns, if needed.
In addition to the dashboard, we strive to
provide program and promotion analysis that
gets to an ROI. We understand the pressure
clients are under today to prove the value and
return of the dollars they are spending. We
partner with our client’s data team to ensure we
can tie efforts back to business objectives and
critical success factors. We work with each client
to determine measurement cadence, and we
include actionable recommendations whenever
we share metrics.

The caveat with an RFP assignment: the
work you are seeing in this proposal
was developed in a vacuum, without the
benefit of client dialogue. If we were
chosen as the Department’s partner in
the effort, one of our first steps would
be to review the proposed creative and
engagement approaches and refine as
necessary per input. However, with the
research and insights already gathered
for this response, we are confident in our
ability to provide a detailed plan within
one month of the contract being awarded.

The format and timing of progress reports and
analytics will be determined by the client and
agency within the first 30 days of the contract.
(section 3.1.3)

55

 section 3.11
special projects
We like to say we have the power of
Minneapolis behind us. The Twin Cities are a
Top 5 agency market. Which means we have
a nearly unlimited pool of creative, media,
digital, account service, public relations and
production resources to tap into at a moment’s
notice. If special projects are needed to support
the program and the State Department, we can
quickly add resources to the team.

56

 Detailed Response 
Proposal Requirements and

Company Qualifications

 

SOUTH DAKOTA

D5883

 

section 4.0
proposal requirements and
company qualifications
4.4 agency overview
4.5 prior experience
4.6 creative services
4.7 creative portfolio
4.8 photography
4.9 public relations
4.10 social media
4.11 market research
4.12 fee schedule
4.13 project familiarity + availability
4.14 special projects constraints
4.15 proposed project management techniques
57

 semh

overview


58 broadhead. ?58$

agency background
broadhead is the largest, independent, fullservice marketing agency in Minnesota. We
have a team of 90 full-time writers, designers,
developers, media and social strategists, PR
pros, planners, and generally talented people.
We like to say we’re big enough to have the
tools clients need to grow and small enough to
provide the attention they require. 
Since our founding in 2001, we’ve focused
on bridging the differences between urban
and rural audiences. You might ask: Why is
that important? The truth is that urban + rural
America are incredibly dependent upon each
other but see the world through much different
lenses. And in South Dakota, more than half the
population lives in rural areas (USDA-ERS).  

Layer on top of that the great disparity in
education, socioeconomics and diversity — and
you begin to see why one size can hardly fit all.    
Understanding the common values as
well as differences in these groups is what
makes broadhead different. Whether we’re
representing a food client, an agricultural client,
a government agency or an enthusiast client, we
start at the intersection of urban + rural and then
apply the appropriate lens. With the right lens
comes higher engagement and understanding.
And that’s the true measure of success. Are we
driving engagement and change? Deliver the
right message, to the right audience, at the right
time, and you have a much better opportunity
to succeed.  

The idea of “Audience First” is at the center of
all the work we do for clients. It means taking
the time to listen and understand relevant
conversations happening in the marketplace.
It’s looking internally and externally to
understand what matters most to our target
audiences. It’s understanding how our client’s
position meets the specific needs of their target
audience.  
In staking out that position for our client, we
build a brand or an engagement plan designed
to effectively cut through the clutter that all of
our audiences are facing every day. And just
as importantly, we are constantly measuring,
responding and adjusting the plan based on
in-market performance.  

59

 The b.> Philosophy
The agency’s guiding principle is simple — be greater. Or in
broadhead speak, b.>.  
b.> is at the center of how we run our business and drives the
organizational values that define our culture.
•  We believe the success of our clients leads to our own. 
•  We support each other, we drive each other, we succeed
together, we fail together, we leave egos at the door. 
•  We will never stand still, we are committed to challenging the
status quo, testing what’s new and striving to be greater. 
•  We believe growth professionally and financially every year
drives benefit for our people, our clients and our business.  
•  We operate with the highest of expectations, of our people and
clients. Be good people. Be honest. Be honorable.  

60

 areas of
expertise
our vision
To be the most effective independent agency in North America.

•  Advertising 
•  Analytics + Measurement 

our purpose

•  Brand Strategy 

To be a tireless champion of our clients + their business.

•  Content Marketing 
•  Customer Loyalty Strategy 

our mission
We help clients grow their value through revenue, reputation of
brand, and authentic relationships with customers.

•  Data and Technology Consulting 
•  Design 
•  Digital + Mobile 
•  Human-Centered Design 
•  Journey + Connection Mapping 
•  Media Planning + Buying 
•  Public Relations 
•  Research + Insights 
•  Social Media 
•  Video Shooting + Editing 
•  Web Development 
•  Workshop Facilitation  

61

 approach to project management
In general, we take an approach of “Plan
the work. Work the plan. And expect the
unexpected.” And perhaps just as important, we
truly believe in the concept of a “no surprises”
agency. We are in constant communication
with our clients. If a deadline changes, what are
the implications? If we are experiencing scope
creep on a job, how do we address and correct
early versus waiting until the job is complete?  
Cross-functional convergence teams meet
every morning. What needs to get done

62

that day? Who needs help? Who has time to
help? Convergence meetings create a broader
awareness of time, workflow and deliverables
across the agency, allowing us to better meet
client needs. 
We have a culture that enables people to
feel true ownership of the project. Having a
full team of owners — from account, creative,
financial, producers, project managers,
planners, public relations, media, technology,
etc. — results in people deeply caring about the
work and critically accessing it — versus pushing
the project off to the next person. Technology-

wise, we utilize Workfront and ProofHQ as
our primary project management tools and
Advantage as our financial management tool.  
When projects, big or small, are completed, we
want to learn from them. We lead the crossfunctional team through a Good, Difficult,
Different discussion. And often clients are a
part of those conversations. As a result, we’re
able to better replicate what went well, and
we understand and address for next time what
didn’t go as planned. We also walk away with
an understanding of the impact of decisions on
other team members.   

 section 4.4.1
proposed team
agency leadership
The proposed team for this project combines a
cultural anthropologist, a brand strategist, and a
creative director who considers his time spent in
the western U.S. as a critical touchpoint in his life,
as well as a seasoned account director and media
director. And while it may be cliché, everyone
on this team raised their hand to work on the
effort. We talked earlier about how the concept
of b.> permeates our agency. Helping to reduce
the impact of meth on the communities of South
Dakota is truly a way to help so many people b.>.
And this team is ready and willing to roll up their
sleeves and partner with you to impact as many
South Dakotans as possible.

63

 4.4.1 proposed team

wayne
carlson

sören
erickson

emilie
hitch

vp, rabbit
7 years

vp,
account director
1 year

vp, rabbit
5 years

Informed by a wide-ranging, 15-year
marketing career, Wayne believes that
through insights and intelligence, marketers
can humanize brands, earning them the
right to communicate with the type of
problem-solving pathos that stands out
amid the clutter surrounding modern
audiences. That philosophy has helped
Wayne guide successful endeavors for clients
in a wide range of industries, including
consumer (Pentair, Jim Beam, sWheat Scoop,
Mayo Clinic), B2B (H.B. Fuller, Rockwell
Automation, IntriCon), and agriculture (BASF,
DuPont, The Mosaic Company).  

64

With roots stemming to his first post-college
job as a newspaper writer and editor, Sören
has 15-plus years of experience as a strategic
problem-solver and marketer in corporate
and agency environments. Prior to joining
broadhead, he held roles at Syngenta and
Cargill, and previously worked at a marketing
communications agency where BASF (Crop
Protection, Pest Control, Turf & Ornamentals,
and Professional Vegetation Management)
was a longtime client. At Cargill, Sören
worked in Food Ingredients, where he
connected the company’s supply-chain,
ingredient production and food product
R&D expertise to some of the largest food
companies in the world.

Emilie joined broadhead following leadership
roles at the inCompass Social Innovation
Lab and Thinkers & Makers. She began her
agency career at Olson, where she pioneered
its highly regarded Brand Anthropology
program and was charged with the task of
probing consumer thoughts and behaviors
for clients such as General Mills, Lee Jeans
and Nike Bauer. A graduate of Yale with a
degree in anthropology, Emilie also holds
graduate degrees from the London School
of Economics in anthropology and in public
affairs from the Humphrey School at the
University of Minnesota. She volunteers
for such organizations as The Quetico
Superior Foundation, Eat for Equity and
YMCA Camp Warren. 

 4.4.1 proposed team

walt
burns

april
hollander

anna
nelson

creative director
4 years

vp, media director
8 years

senior engagement
strategist
2 years

Walt began his copywriting career at J.
Walter Thompson in Chicago, followed
by jobs at agencies in Denver, Boston,
Jackson Hole, Portland, an extended
stint freelancing from a home-base in
Montana, and now Minneapolis. He has
produced work for clients ranging from
Timberland to Nike to Hewlett-Packard to
Tillamook Cheese to the State of Montana.
Walt’s work as both a creative director
and copywriter has been featured in
Communication Arts, The One Show, Print
Regional Design Annual, Lurzer’s International
Archive and Graphis, as well as earning a
substantial quantity of local, regional and
National Addys and a Silver Effie. 

Armed with deep experience in all forms
of media, April has developed planning
expertise she utilizes to consistently extend
the reach and impact of client messaging. In
addition to working with a vast array of clients,
including Boehringer Ingelheim Vetmedica,
Inc., Porsche and Timex, April possesses a
background in both the agency and the
corporate worlds that provides her with a
unique understanding of the groups on both
sides of the table. Always striving to expand
her wealth of knowledge to benefit clients,
April elected — mid-career — to strengthen
her research skills by returning to school and
earning a master’s in library science. 

Anna is a digital marketer who is passionate
about developing best-in-class digital
strategies that achieve client goals. With
experience on both the agency and client
sides, Anna works closely with account
teams to apply a strategic approach across
all digital channels. Her focus areas include
digital advertising, website and mobile
strategies, social media engagement, and
digital channel measurement. Having joined
broadhead in early 2017, Anna applies
her digital expertise to accounts including
Boehringer Ingelheim, Firestone Ag Tires and
California Strawberries. Her client experience
includes work for Penn State, Famous Dave’s
and Thrivent Financial. 

65

 4.4.1 proposed team
agency leadership

dean
broadhead

beth
burgy

leigh
thiel

chief executive
officer
18 years

president
16 years

svp, client service
5 years

As president of broadhead, Beth brings 20+
years of experience to the agency, having
spent time at leading agencies including
TBWA\Chiat\Day and Martin Williams. A farm
girl who has replaced her boots with high
heels, Beth shares her passion for agriculture
with her clients. That passion also led her
to serve as president of the National AgriMarketing Association. Her client experience
includes American Cyanamid, Bayer Crop
Science, Boehringer Ingelheim Vetmedica,
Inc., Marshfield Clinic/National Farm Medicine
Center, Novartis/Syngenta Crop Protection
and Pfizer Animal Health.

Leigh brings 20 years of account management
and communications experience to
broadhead. Work she has led for clients has
resulted in multidiscipline, long-term initiatives
with traction at the national level all the way
down to the local level. Leigh has worked
closely with leading clients including BASF,
Cargill, CHS, Syngenta, Pfizer Animal Health,
The Mosaic Company, Boehringer Ingelheim
Vetmedica Inc., and AgStar Financial Services.
Previously, Leigh was vice president, account
director at Martin Williams after launching her
career at Miller Meester. She still considers
herself an Iowan, having graduated from Iowa
State with an agriculture business degree and
growing up on a corn and soybean farm near
the Missouri River.

A 25-year marketing veteran, Dean founded
broadhead in 2001, following roles in both
corporate sales and agency management.
A writer by trade, Dean recognized early
on the role digital and technology would
play in storytelling, brand engagement and
the agency’s ability to help clients solve
tough business challenges. A self-described
believer in focus, Dean built broadhead to
connect the divide between urban + rural in
the areas of farm, food and lifestyle. Coupling
the agency’s focus, its stable leadership team
and incredible clients, Dean and his staff have
made broadhead one of the fastest-growing
agencies in the country over the past decade.

66

 4.4.1 proposed team
agency leadership

maija
hoehn

marie
jacobsen

jeff
tresidder

svp, engagement
3 years

svp, rabbit
4 years

svp, executive
creative director
1 year

Maija leads the Engage group at broadhead,
which consists of media, public relations, digital,
social and analytics experts. She is a strategic
communications leader committed to using all
available data to develop integrated and effective
advertising campaigns. Her day-to-day focus is
on paid, earned and owned channel alignment,
as well as providing complete measurement
of all campaign activities. Working in various
industries during her career, Maija has remained
committed to developing campaigns that deliver
results while maintaining creative integrity and
brand integration. Some of her brand experience
includes Syngenta, Cargill, Kubota, Boehringer
Ingelheim, P.F. Chang’s, JBS, Simmons Bedding
and H&R Block. Maija is also involved as a
member, speaker and judge throughout various
advertising-related industry groups, including the
4A’s, Effie Awards, AdFed and The BrandLab.

Marie has spent her career focused on
developing relevant experiences for
customers across a broad set of categories.
She began working in digital early on
and understands the impact it can have
with consumers as well as how it needs to
integrate and support other channels. Marie’s
experience working on the corporate side
allows her to see across channels and silos to
ensure brands are delivering on their promise.
She is driven by creating solutions that have
measurable results. Marie has worked on a
broad variety of brands including Life Time
Fitness, Scotts Lawn Care, Payless Shoes, 3M,
Lincoln Financial Group, Marvin Windows, and
Country Inns and Suites.

Jeff leads the creative and production
departments at broadhead. Throughout his
career Jeff has helped develop impactful,
results-oriented creative for three state
lotteries, financial institutions, major retailers,
a construction equipment manufacturer,
agricultural inputs and equipment, the
Minnesota DNR, a snowmobile manufacturer,
the Boy Scouts of America, and much more.
Jeff remains committed to reaching people in
unexpected ways and impacting the way they
view the world. Jeff has also been a teacher
and speaker at various schools and colleges,
helping students to recognize and develop
their own creative abilities.

67

 section 4.5
prior experience
USDA Animal and Plan Health Inspection Service (APHIS)
Minnesota Department of Transportation
Minnesota Soybean Research & Promotion Council (MSR&PC)
4.5.1 Case Study APHIS/ALB

68

 4.5 prior experience
client:  

description of work:  

USDA Animal and Plant Health Inspection Service (APHIS)  
4700 River Road  
Riverdale, MD 20737 

USDA APHIS engaged broadhead to rally
consumers around stopping a deadly tree pest
— the Asian longhorned beetle. The pest was
taking down tens of thousands of elms, maples
and countless other trees throughout the
northeast U.S. The beetle could be stopped
by an engaged public who would monitor
and report sightings of the beetle. Through
media relations, partnerships, influencers
and social media, broadhead helped USDA
secure a record number of citizen reports.
Highlights included stories in Time, HGTV,
“This Old House,” Boston Globe and The New
York Times, as well as a PSA that ran in Times
Square, and also partnerships with the Arbor
Day Foundation, Boy and Girl Scouts, and
National Night Out. See the full case study
under section 4.5.1. 

contacts:  
Rhonda Santos 
151 West Boylston Drive 
Worcester, Massachusetts 01606 
508.852.8044 
Rhonda.J.Santos@aphis.usda.gov 
Heather Curlett 
USDA APHIS 
4700 River Road  
Riverdale, MD 20737 
301.851.2294 
Heather.L.Curlett@aphis.usda.gov 

dates of contract: 
Oct. 1, 2011–January 31, 2016 

69

 4.5 prior experience
client: 

description of work:  

Minnesota Department of Transportation 
Waters Edge 
1500 West County Rd B-2 
Roseville, MN 55113 

Empowering the opinions of your constituents
can lead to not only more informed but also
more impactful strategies for change and
change management.  

contacts: 
Brian Isaacson, Deputy Director — 
Multimodal Planning at Ramsey County
Public Works 
brian.isaacson@state.mn.us  
651.234.7855 
Brenda Thomas, Strategy and Engagement
Director 
brenda.thomas@state.mn.us 

dates of contract: 
April, 2016–December, 2018 

 

70

The Minnesota Department of Transportation
had a hunger to learn how to engage with the
public earlier and incorporate their voices into
the planning process for the future of a large
section of a freeway corridor. To create a new
model for engagement, it needed not only a
process to follow but also a way to inspire a new
kind of thinking — essentially to start the gears
turning on transformative internal culture shifts.
Rabbit, broadhead’s insight and strategy team,
was solicited to help them determine the best
way to implement these changes inside and out. 
We started by designing a multimethod
listening program based on human-centered
design principles and our L.I.V.E Intelligence
approach — using everything from quantitative
surveys on the phone and online to in-depth
one-on-one conversations — with people who
live, work and play along the corridor and with
key staff from the agency.  

Through these efforts, we identified the
need to build both vertical relationships
(individualized to specific partners and
locations such as neighborhood associations,
district councils, community agencies and
organizations, and cities and counties) as well
as coalitions and working groups horizontally
across the corridor (equity advisory and
technical advisory committees, leadership
groups, working groups in land use and
management, traffic and other technical
expertise, business and economic development
interests, engagement representatives, etc.).  
While speaking with people throughout the
listening study, it became clear that they had
multifaceted expectations for the state agency.
We heard themes in both how they expected
the state agency to work with them as well
as what they expected to be considered
in designing and evaluating the actual
construction/engineering work. 
To jump-start a culture shift toward meeting
those expectations naturally, Rabbit worked with
the agency to develop an engagement toolkit
which provided staff with a roadmap of what
questions to ask — and how to find the answers
to them from community members — when
designing engagement for public projects.  

 4.5 prior experience
client: 

description of work: 

Minnesota Soybean Research & Promotion
Council (MSR&PC) 

In 2017 we were tapped by the MSR&PC
for a special campaign focusing on
biodiesel. Minnesota was the first state in
the nation to pass a mandate that required
biodiesel, a fuel derived from soybean oil,
be blended in all diesel fuel sold. The current
impact of using biodiesel blends is equivalent
to removing 128,000 vehicles from the road
each year. With an increase to a 20% biodiesel
blend (B20), the impact would increase to
removing 201,000 vehicles annually. To make
the increase happen, MSR&PC asked us to help
drum up support for B20. 

contact: 
Tom Slunecka, Chief Executive Officer 
151 Saint Andrews Court, Suite 710 
Mankato, MN 56001 
(507) 388-1635 

dates of contract: 
2013 to present  

increase engagement with Minnesota soybean
farmers and to support the B20 increase. With
this strategy, each time someone took the
pledge to support higher blends of biodiesel,
that pledge doubled as a sweepstakes entry
for the chance to win a meet-and-greet with
the DieselSellerz. In addition to the events and
promotion, the DieselSellerz built Minnesota
Soybean a custom biodiesel-burning truck.  
Through all biodiesel promotions with
the DieselSellerz, we secured 26.1 million
impressions and, above all, the move to B20
became a reality for Minnesota. 

The biggest obstacle would be convincing
diesel users that B20 works hard and runs
clean in any diesel engine. So, we turned
the misconception on its head, and our
brand driver became “Biodiesel. Minnesota
Tough.” To drive the positioning home, we
connected the toughest diesel users with the
biggest platform we could think of: the guys
from Discovery’s “Diesel Brothers.”  
broadhead leveraged the celebrity and brand
image of the DieselSellerz through paid media,
paid social, media relations, and events to

TOUGH GUYS

SUPPORT

TOUGH FUEL.

Biodiesel is a tough fuel for tough Minnesotans.
It’s a clean-burning fuel that is good for farmers and
good for the state. Support for biodiesel is support
for higher bushel prices and cleaner air. That’s why
Minnesota has partnered with the DieselSellerz from
Discovery’s hit TV show “Diesel Brothers” to support
it. They don’t back fuel that doesn’t cut it and neither
do you. Now you can take the pledge to show it.

To pledge your support for higher blends of biodiesel and enter for your chance
to be part of a private meet and greet with the DieselSellerz, visit mnsoybean.org/pledge.

NO PURCHASE NECESSARY. Void outside MN and where prohibited. Minnesota Biodiesel Tough Sweepstakes is open to legal U.S. residents, residing in Minnesota, who are 18 years of age or older as of date of entry.
Begins 12:01 AM CT 7/20/17; ends 11:59 PM CT 12/31/17. For complete Official Rules and eligibility, visit mnsoybean.org/pledge. Sponsor: Minnesota Soybean

123 N. Third Street

Suite 400

Minneapolis, MN 55401

P: 612-623-8000

www.broadheadco.com

71

 4.5.1 case study:
APHIS/ALB
The Asian longhorned beetle is a particularly
devastating pest. In order to combat an
infestation, a successful eradication involves
very difficult realities. The toughest of these
includes the removal of the infested trees and
potentially other exposed trees. This is not
only a complicated issue but an emotional
issue as well.
The pest threatens our nation’s recreational
areas, our forests, and suburban and urban
shade trees. If it becomes established in the
United States, the invasive insect has the
potential to cause more damage than Dutch
elm disease, chestnut blight and gypsy moth
combined, destroying millions of acres of our
hardwoods, including national forests and
parks and even our own backyard trees. The
recreation, timber, nursery and maple syrup
industries alone could suffer severe losses, not
to mention the environmental and ecological
impacts. The 13 genera of trees the insect is
known to infest make up a sizeable portion of
the trees in our nation.
For our comprehensive case study, we have
chosen to share our work with USDA APHIS.
We supported APHIS’s invasive species work
from 2011–2016. The case study focuses on
efforts from 2014 onward.

72

The “Tree Check Month” campaign was a
prevention/public affairs initiative with a very
defined audience and geography. Our primary
outreach efforts targeted the states of New
York, Massachusetts and Ohio, and in particular
the metro areas of New York City, Boston and
Cincinnati. In addition, secondary outreach efforts
covered the border states of Kentucky, Indiana,
Michigan, Pennsylvania, West Virginia and the
entire New England region.
Through the duration of the contract, the
objectives remained consistent year over year.
While the specific objectives are listed below,
ultimately, we had one goal: increase citizen
participation with the campaign.
•  Increase awareness of the ALB and inform
consumers of ways that they can get involved.
• 

Increase traffic to website.

• 

Encourage consumer reports of the beetle.

The Asian longhorned beetle (ALB) was first
discovered in the United States in 1996, likely
arriving here undetected inside wood-packing
material from Asia. The ALB has no known
natural predators, and it threatens recreational
areas, forests, and suburban and urban shade
trees. USDA Animal and Plant Health Inspection
Service (APHIS) was charged with public
outreach and building awareness on how to
identify and stop the spread of ALB. Historically,
APHIS had highlighted August as “Asian
Longhorned Beetle Awareness Month.”
But that in itself was a challenge. How do you
get people engaged to fight an invasive pest
that wasn’t even on their radar?
The initial campaign focused on spotting
the beetle and driving citizen reports to
beetlebuster.info.

 4.5.1 case study
APHIS/ALB

While the results were “okay” and delivered
upon the engagement goals, it became
obvious the campaign wasn’t resonating
among the target audience.
Research showed that the general public
didn’t get it. Nor were they sure of what
action to take.
“I’m sympathetic to environmental types,
but not to the point that I’m going to
go around collecting and freeze-drying
beetles.”
“I don’t have any of the trees that typically
get affected.”
“Be aware.”
“Don’t move firewood.”
“I’m not sure what I’m supposed to do.”

73

 4.5.1 case study
APHIS/ALB
the evolution to “Tree Check Month”
In 2014, we shifted gears. broadhead worked
with APHIS to evolve the month of August to
“Tree Check Month.” Instead of focusing on the
beetle, we put the focus on what’s at risk — our
trees — while giving them a very specific task. In
August, take 10 minutes to check your trees for
signs of trouble. It’s the same rationale behind
changing the batteries in your smoke detector
at daylight savings or checking your furnace
in the fall. It just becomes something you do
because you should.
We started with redefining the target audience.
Instead of casting a broad net around the
original three key constituencies — the general
public, educators and advocacy groups — we
narrowed the focus to the following:
•  Kids and families
•  Outdoor enthusiasts
•  Educators
By redefining the target audience with an eye to
the engagement levels and sentiment, we were
able be more selective in our media approach.

74

This would become extremely important with
our paid strategy. It required sophisticated
segmentation because of the sheer enormity of
our audience. Our highest priority included all
of New York, Massachusetts and Ohio — states
with multiple costly media markets. We used a
multipronged segmenting approach.
 

audience segmentation
•  Geographic, zeroing in on the urban  
and suburban areas in our priority states.
•  Behavioral, focusing on those most
likely to take action to save a tree,  
including outdoor enthusiasts,   
environmentalists and parents.
•  Contextual, targeting consumers with  
our message as they were looking at the  
weather, planning a hike or looking for a  
community event.

Creatively, we worked with APHIS to evolve
the creative approach and messaging of the
campaign. Previous campaigns had ranged
from straightforward, factual (black and white
beetle) to a more emotional plea (be a tree
hero). In 2014, we struck a balance of the two,
identifying that sweet spot between just the
facts and tugging on the emotions that trees
evoke. We used an iconic image of a curlyheaded boy holding a large magnifying glass
with directive headlines like “Save a Tree. Spot
the Beetle.” and a call to action of “Find It.
Report It. Save Trees.”
As part of the awareness effort, broadhead
worked with APHIS to evolve
AsianLonghornedBeetle.com from a static site
to a more dynamic resource for partners, media
and the general public. Part of that revamp
included creating a unique reporting tool that
allows anyone to give the exact coordinates of a
believed ALB sighting and upload photos of the
suspected beetle or damage.

 4.5.1 case study
APHIS/ALB
campaign overview
broadhead developed an integrated
campaign to build awareness around Tree
Check Month, including a paid media
campaign that targeted both infested and atrisk states, as well as media relations targeting
national, local and trade media.
Paid was the driving strategy of the campaign,
layering different vehicles based on the
maturity of the issue in a specific geography.
For instance, in Boston, where the beetle had
been active for more than a decade, we layered
targeted digital and social, with out-of-home,
transit and mobile billboards.

out-of-home

broadhead worked with APHIS to place a
unique media buy that involved wrapping
a Volkswagen Beetle to look like the ALB,
complete with the telltale enormous antennae
and sometime seen blue “feet.” The VW beetle
drove around Boston and Springfield, drawing
interest at events like the Yankees/Red Sox
game at Fenway and a Kenny Chesney concert.
The VW also served as a backdrop for several
television stories, including with network
affiliates that covered the story at length.

75

 4.5.1 case study
APHIS/ALB
300 X 250 ANIMATED “SEE”

See this?

Click this.

Click this.
Try it >

Click this.
Try it >
ASIANLONGHORNEDBEETLE.COM

banner ads

website
76

 

. A TREE. .
THE ASIAN 9 SPOT THE 

1.3 1.5 . 
LONGHORNED 
BEETLE. 

U.S. Depanmem of Agricu?ture

Find it. Report it. Save trees.

ASIAN LONGHORN 

US. Deparlmenl oiAchullme



 

out-of-home

 

4.5.1 case study
APHIS/ALB
PSAs supported the paid efforts, with a
combination of television, radio and print PSAs
running in the weeks leading up to and during
Tree Check Month, including multiple airings
in Times Square. PSAs were secured with a
combination of syndicated distribution and
high-touch pitching.
Earned media was used during Tree Check
Month and also throughout the year, providing
a steady drumbeat of information about the
beetle infestation and activating consumers. The
broadhead team utilized one-on-one pitching
as well as wire releases and a satellite media
tour to secure a significant number of interviews

with USDA officials, including several network
affiliates and daily newspapers.
Our flagship press conference was held at
the National Press Club and included highranking officials from USDA as well as partner
organizations to help tell the impact of ALB on
our country’s trees from different perspectives.
Notable national hits included CNN, Time, The
New York Times, HGTV, “This Old House” and
Southern Living.
Partnerships are at the heart of the ALB
eradication effort. broadhead worked with
APHIS to secure partnerships in the categories

of outdoor and tree organizations, educator
organizations, and general consumers.
Partners were offered a menu of content
and the simple task to help promote Tree
Check Month to their constituents. Secured
partners included The Arbor Day Foundation,
Kampgrounds of America, National FFA
Organization, Mass Audubon, American Hiking
Society, Boy Scouts of America, and National
Science Teachers Association. A partnership
with gooru.org positioned Tree Check Month
as one of only five curriculums featured on
the front page of their site that reaches an
estimated 250,000 teachers a month.

Multimedia PSA Pick-Up
Sample Coverage:

PR Newswire:
250+ Online Media Postings

78

 4.5.1 case study
APHIS/ALB
education projects

High-Touch PSA Pitching

Total Confirmed Outlets: 126

High-Touch PSA Pitching

2014 PSA Outlets by Media Type

Pitching

irmed Outlets: 126

ch
PSA
PSA
Pitching
Pitching
High-Touch
Outlets
by Media TypePSA Pitching

s:
lets:
126126
TV (48)
Confirmed Outlets: 126

Media
a TypeType

TV (48)
Radio (71)
Print (7)

Radio (71)
Print (7)

)4 PSA Outlets by Media Type

(71)
TV (48)
7) TV (48)
RadioRadio
(71) (71)
PrintPrint
(7) (7)

TV (48)

(71)
High-Touch Radio
PSA
Pitching
Print (7)

SA Pitching

Confirmed Outlets: 126
126

High-Touch PSA Pitching

14 PSA Outlets by Media Type

Type

al Confirmed Outlets: 126
TV (48)

79

 secti

 

creative services

creative process
creative brief template

SOUTH DAKOTA
80 broadhead. ?58$

We believe creating work that is relevant,
impactful and action-oriented must start with
deep cultural and audience-specific insights.
Our insights and strategy team, Rabbit, is a
combination of anthropologists, data scientists,
communications experts, and analysts whose
experience has taught them to explore the
context and focus on people. Our combined
understanding of what it takes to build
cohesive, creative plans will help set a course
grounded in strategic thinking, and deep
understanding of people and their values.
We begin by digging into people and culture,
asking questions along the way that provide us
an understanding of the needs, motivations and
behaviors of the audience and the category.
These insights allow us to see patterns, trends,

catalysts and tensions. This gives us the
opportunity to identify a new and unique point
of view – or ‘way-in’— to not only reach people,
but motivate them to act.
Once we have identified a unique point of view,
we develop a creative brief and turn the creative
minds loose. Our creative department is a
23-person team of designers, art directors, copy
writers, engagement strategists, and producers.
They ideate, test and brainstorm new ideas. We
narrow the focus by going back to our point
of view to help us determine which is the best
approach. As we limit the number of ideas that
work, we continue to brainstorm, improving on
each one of them, until we reach the “ah-ha”
moment, of “That’s it. That’s the idea.”

More than anything, our creative process is
one of collaboration, with multiple internal
and external checkpoints. The brief serves as
the guiding principle for the work. Does this
concept deliver upon the objective of the
campaign and compelling message?
In terms of an example, the work you saw
earlier in the detailed response would be at
Client Creative Review stage. That example
comes with one large caveat, these types of
assignments happen in a vacuum, without
the benefit of client input and direction. In a
“real life” setting, the client and agency work
through the first two steps as a combined team,
co-creating the creative brief and setting the
direction of the campaign.

81

 4.6 creative services

creative process

creative process

trends + insights

internal creative
review

client creative
review

release to
production
/media

82

1

4

2

3

5

6

8

7

creative brief
development
and approval

creative kickoff

revisions

client review
and approval

The creative process involves the entire
agency. This drives us, and the process.
• 

Clarity in insights.

• 

Fueled by data.

• 

Inspiring in story + experience.

• 

Innovative in reach.

• 

Accountable in measurement.

• 

Relentless in optimization.

• 

Convergent by principle.

  

wt 6

New Biz -1299'7 - South Dakota Meth Prevention

CREATIVE BRIEF

Kick?Off: 6/27/19

4.6 creative services

creative brief

 

 

Purpose.

What is the deliverable?

A fully integrated campaign that includes:
- Television

Radio

Print

Website

Collateral

Social

Out of Home

Why are we doing this?
The future of South Dakota communities are in peril as the meth use
continues to grow.

People.
Who are we talking to?
Our approach will target those who will shape the future of South
Dakota Communities so that we can:
Increase the number individuals recognizing the
harms/dangers of meth use
Reduce the number of meth related arrests
Reduce the number of children being removed from
homes because of meth/drug use

To that end, our approach should be guided by the following
insights:
0 Those who use marijuana between the ages are
much more likely to become meth addicts.
- 4.8 percent of South Dakota 9th graders have tried meth.
(Compared to 2 percent nationally.)
0 It's believed that some meth distributors are targeting
American Indians, who have the highest meth usage rate of
any ethnic group.

 

 

 

at": 6

. American Indian reservations possess many key
characteristics of substance?abuse?prevelant areas, including
a lack of police presence and poverty. (The two poorest
counties in the United States are in South Dakota, homes to
two reservations.)

. Meth overdose deaths more than tripled between 2011 and
2016.

Meth users have more extensive criminal records and are
more likely than other users to commit property crimes.

. Recovery profesionnals indicate it's best to discuss addiction
when the addicted is sober.

How are they feeling?
Most South Dakotans feel like the meth problem is not their
problem.

On the reservations of South Dakota, American Indians often feel
isolated and under-valued and/or that they culture is being
defined negatively by outsiders.

What problem can we solve for them?
By utilizing voices of influence, we can create a clean culture that maintains
or restores promise for communities.

Product.

What is the One Compelling Message?

With the help of South Dakotans, we can ensure the bright futures of our
communities are realized.

What are the supporting facts?
. Addiction rate for meth use is almost 100 percent.
0 In 2017, 69 percent of drug-related arrests in South Dakota were meth-
related.

Author: Wayne Carlson

Approved by:
BB, JT

 

broadhead? 83

section 4.7
creative portfolio
4.7.1 TV Ads
4.7.2 Radio Ads
4.7.3 Print Ads Designed for Newspaper Publications
4.7.4 Print Ads Designed for Magazine or Event Program Publications
4.7.5 URL Addresses of Agency-Designed Websites
4.7.6 Layout images of brochures or other collateral material
4.7.7 Examples of Internet ads; including mobile and social media platforms
4.7.8 Images of Out-of-Home Advertisements

84

  

broadhe 85

4.7.1 tv ads
For TV/broadcast ads we have
included work for The Mosaic
Company and Boehringer Ingelheim.

The Mosaic Company
MicroEssentials
When The Mosaic Company launched
a premium branded fertilizer product,
brand awareness was job one. The “Next
Generation” campaign for MicroEssentials
used both national and regional vehicles
to drive awareness and make the brand
relevant at the local level.
The TV spot aired on both national
cable channels and local networks in
strategic geographies.

visit rfp.broadheadco.com/sddss to view the full video
86

 4.7.1 tv ads
Boehringer Ingelheim
Prevention Works
Boehringer Ingelheim is an animal health
company with a strong belief in doing
what’s right for the animal, the customer,
the consumer and the company. This belief
manifested itself in a campaign called
“Prevention Works.” It allowed Boehringer
Ingelheim to talk about more than merely
treating animals. Instead, Prevention
Works created a platform that allowed
for more consultative discussions among
cattle producers, veterinarians and BI
representatives, instead of the traditional
sales call.
This long-form video showcases resiliency
of those who care for animals regardless of
the conditions. In fact, a portion of the spot
was shot on the Minnesota/South Dakota
border on a 20-below day in January.

visit rfp.broadheadco.com/sddss to view the full video
87

 4.7.2 radio ads
COPY DECK

National Farm Medicine
“I Am”
Farm safety has long been an area of
focus for many agricultural organizations.
And many of those efforts are focused
on educating children, not the adults
who ultimately decide what and how
young workers approach their activities.
Working with the National Farm Medicine
Center and the National Children’s Center,
broadhead developed the “Cultivate
Safety” campaign that speaks directly to
parents and adults.
The strategic direction of the campaign is
to put words into action. It’s easy enough
to talk to children about farm safety, but
“Cultivate Safety” places the onus on the
adult to make the work environment safer.
The Wisconsin-focused campaign
included radio, print and digital. These
:60 spots ran in rotation on the Brownfield
Wisconsin Network.

88

Client: National Farm Medicine Center
Job Number: NFMC-0020
Job Name: Cultivate Safety “I Am” Radio - Script 1
For Client Review

VO Farmer:
I’m a botanist.
I’m a scientist.
And an activist.
I’m a mechanic.
I’m pragmatic
and a weather-watching fanatic.
I’m a caretaker
a hayraker
and a no-BS-taker.
I’m a slow walker
a slower talker
and a 10-point-buck-stalker.
I’m a provider
I’m a decider
and an ATV rider.
I’m a miller
a tiller
and a grain bin filler.
I’m no charmer.
I’m a farmer.
But the most important handle I’ve ever had?
Is Dad …
ANNCR:
You’re a parent first, farmer second. Do all you can to make your farm safe for children. Visit
CultivateSafety.org for help protecting the most important thing you’ll ever raise.

 

visit rfp.broadheadco.com/sddss to hear the produced radio spots

 4.7.2 radio ads
COPY DECK
Client: National Farm Medicine Center
Job Number: NFMC-0021
Job Name: Cultivate Safety “I Am” Radio - Script 2
For Client Review

VO Farmer:
This is my farm. And on it, I’m raising corn.
I’m raising soybeans.
A little bit of timothy hay
And sometimes wheat.
I’m raising chickens, and a few horses.
I’m raising catfish and crappies down at the pond.
And if that kid doesn’t get his chores done, I’m gonna be raising Cain.
I’m raising dust every time I rattle down the driveway.
Speaking of, I’m raising the transmission on the truck today.
Out in the bins, I’m raising pigeons — although I wish I wasn’t.
I’m raising money to replace that old barn roof … someday.
But above all that, before everything else, I’m raising my kids.
ANNCR:
You’re a parent first, farmer second. Do all you can to make your farm safe for children. Visit
CultivateSafety.org for help protecting the most important thing you’ll ever raise.

 

visit rfp.broadheadco.com/sddss to hear produced radio spots

89

 4.7.3 print ads
designed for newspaper publications

AgStar
“Can Do”
AgStar Financial Services (now Compeer
Financial) is one of the largest farm credit
services. We created the “Can Do” campaign
to drive home the message of the commitment
AgStar and its farmer-owners have to providing
safe and abundant food for our communities.
The series of issues-oriented ads focused
on the challenges today’s farmers face, such
as producing more food on less land and
producing more efficiently to feed a growing
population, and at the same time, caring for the
environment and the communities we all live
in. The ads featured individual AgStar farmerowners on their farming operations, depicting
how they accomplish their mission and how
AgStar helps them get there.
The ads ran in newspapers of the smaller metro
markets served by AgStar, including Rochester,
St. Cloud, Mankato, Albert Lea and Worthington.

90

 4.7.4 print ads
designed for magazine or event program publications

National Farm Medicine Center
“I Am”
As part of the National Farm Medicine Center
and the National Children’s Center’s “Cultivate
Safety” campaign, the print ads illustrate
the many things that farmers do and are
responsible for. The ads sign off with the key
takeaway from the campaign, to be a parent
first and a farmer second.

The ads ran as spreads and pages in state and
national agricultural publications, with a specific
Upper Midwest/Wisconsin media buy.

91

 4.7.5 url addresses of agency-designed websites
common hope
For more than 30 years, Common Hope has led
a sponsorship program in Guatemala focused on
keeping children in school while also providing
them and their families other life-changing services.
In a country where less than 20% of children finish
high school, often due to the financial stress of
remaining in school, Common Hope provides
support to those students and their families to keep
them in school. A high school degree is the surest
way to lift individuals out of poverty in Guatemala.
And Common Hope has a remarkable record of a
near 90% high school graduation rate.
At any given point, Common Hope has more than
3,000 students in their program. Common Hope
approached us to solve a problem: How do they
modernize their approach to digital marketing,
centering the effort on their web presence?
The lifeblood of any nonprofit is the ability to
raise funds. The Common Hope website did not
provide an easy way to do that. It was cumbersome
and confusing. Our objective was to make it
extraordinarily easy for website visitors to do two
things: first, know Common Hope’s purpose and
values; and second, make it easy for people to
become sponsors and/or donors. After an extensive
technology review and design process, we built
the website that powers Common Hope’s online
fundraising today.

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https://www.commonhope.org

 4.7.5 url addresses of agency-designed websites
the mosaic company—
the great yield mystery
When The Mosaic Company needed to interrupt
the busy lives of farmers during harvest season
with a message important to both entities,
broadhead brought them The Great Yield
Mystery – a social media campaign whose
foundation was a 10-episode fictional podcast
that encouraged social media followers to
investigate why the show’s main character yielded
fewer bushels than expected the previous season.
Quintessential to the program’s success was
greatyieldmystery.com, a campaign-specific
site where listeners could learn more about
the key characters, review case files and listen
to past episodes. The development of the site
(accomplished in six weeks) was vital in that it
reflected the tone and tenor of the podcast,
giving the audience a place to explore the
campaign through a fully conjugated user
experience.

http://greatyieldmystery.com

93

 4.7.6 layout images of brochures or other collateral material

California Almond Board

Bringing Almonds into the Classroom
Almonds are California’s number one crop,
but the majority of the state’s inhabitants
couldn’t tell an almond tree from an oak
tree. Realizing the future of the almond
industry rested in the hands of future
voters, the Almond Board of California
partnered with Ag in the Classroom.
Targeting California third graders,
an approved almond-centric science
curriculum was created.
A five-unit lesson plan and workbook
were the core elements of the curriculum,
covering all aspects of the almond
industry, from growing to processing
to nutritional information. To go along
with the workbook, an 8-minute video
was created which contained answers to
all the questions in the workbook. Since
its creation, workbooks and videos have
been utilized in classrooms up and down
the state, helping to educate the next
generation of California voters.

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Ag in the Classroom workbook

 4.7.6 layout images of brochures or other collateral material

marketing materials

MARKETING MATERIALS

Poster

Take a quick look at the available promotional
materials. Everything from print and radio ads to
handouts and signs are ready to be deployed.

Handout
Promo Razor Flag
Grab attention with a razor
flag. Plant it outside your
storefront so customers know
there’s a special event going
on at Firestone. Promo razor
flags are not in this kit, but
can be ordered here:

P L A N T L I K E YO U K N OW T H E R E ' S

A DEAL ON TIRES.
S AV E I N S T A N T LY

www.kahlerspec.com/stores/
firestoneagstore/_FARM_HARD

This handout serves both as a rewards information piece and as a rewards
reminder for potential customers. Options include handing out in store,
displaying on counters, attaching to work orders, sending as statement
stuffers, or distributing at farm shows, open houses and Field Clinics.

Dealer Print Ad
SAVE INSTANTLY WHEN
YOU BUY TWO OR MORE
FIRESTONE AG TIRES

DEALER NAME
ADDRESS

DEALER NAME
ADDRESS

DEALER NAME
ADDRESS

DEALER NAME
ADDRESS

CITY, ST

CITY, ST

CITY, ST

CITY, ST

(555) 555-5555

(555) 555-5555

(555) 555-5555

(555) 555-5555

*Advanced Deflection Design (AD2)
**CONSUMER: Coupon code may be redeemed for $25 off the purchase of any Destination Farm™ and Destination Turf™ Radial Tires; OR $100 off eligible Radial
and Bias Tires; OR $200 off select AD2™ Radial Tires (excluding DF and DT). Qualifying purchase must be made between February 1, 2018 and April 30, 2018 from
any Certified Firestone Ag Tire Dealer. To locate the nearest Certified Firestone Ag Tire Dealer, go to FirestoneAg.com and click on “Find A Dealer”. For a complete
list of eligible tires, visit FirestoneAg.com or see your Certified Firestone Ag Tire Dealer. Valid in U.S. only. Retail customers only (excluding implement dealers,
commercial fleet, fleet and group purchases, original equipment changeovers and adjustment and warranty claims). Must be 18 or older at time of purchase. Not
to be combined with any other Bridgestone, Firestone or Certified Firestone Ag Tire Dealer offer and not to be used to reduce outstanding debt. Coupon code has
no cash value. The discount is on pre-tax price qualifying sales. Customer pays any sales (or other) tax. Discount given at the time of purchase. Minimum purchase
of two (2) eligible Firestone Ag tires required; maximum purchase of 16 eligible Firestone Ag tires. Maximum savings of $3200 per coupon code. Coupon code
not valid on returns, exchanges, rain checks or prior purchases. Limit one (1) coupon code per qualifying purchase transaction. Coupon code void if copied, altered,
transferred, sold/ purchased, irregular or defective. Void where prohibited or restricted by law.

8

P: 612-623-8000
Minneapolis, MN 55401

$200 off on select AD2™*
radial tires**
Offer February 1, 2018, through April 30,
2018. Save on your favorite Firestone Ag
tires — available only at our Certified
Firestone Ag Tire Dealers.

Suite 400

$100 off on all eligible radial
and bias tires**

www.broadheadco.com

$25 off Destination Farm™ and
Destination Turf™ radial tires**

123 N. Third Street

Firestone Ag’s Farm Hard Rewards Dealer
Kit was created to announce a limited-time
quarterly promotion offering discounts on
tires to farmers. The kits were designed
to inform Firestone Ag’s extensive dealer
network of the promotion and equip them
with all the necessary tools to sell more
tires. The kit included promotion specifics
and a detailed instruction letter directed to
the dealers to make things easy as well as
handouts for farmers. All of the elements
were combined together in a sleek,
maroon box with a CTA on the front:
TIME TO SELL SOME TIRES.

A Farm Hard Rewards print ad is available for your
area publications, with added space for your dealer
imprint. This ad will qualify for 100 percent co-op
reimbursement for eligible Dealers with sufficient
funds. For this reward program, only these official
print ads can be used; no outside ads are allowed.
(Note: Ads may not be altered in any way.) Visit the
Dealer Support Site at FirestoneAg.com to create
and download your customized ad.

marketing materials

Firestone Farm Hard
rewards dealer kit

USB
BUY TWO OR MORE FIRESTONE AG TIRES AND
RECEIVE AN INSTANT DISCOUNT.*
*Eligible tires only. Maximum purchase 16 tires/maximum savings $3,200. Ends 4/30/18. Restrictions apply. See Terms and Conditions at www.firestoneag.com.

This Farm Hard Rewards poster is
designed to support your selling efforts.

This USB contains digital and promotional
materials for Farm Hard Rewards. On it, you
will find a 30-second deejay-read radio script
and a local dealer advertisement. We’ve also
included a social media kit to help get the
word out in the online community.

9

Kits were mailed to Firestone Ag’s
extensive dealer network of 2,000+ across
the United States and Canada.

sales collateral

95

 4.7.7 examples of internet ads
including mobile and social media platforms

Farm Hard #TBT
social content
A defined voice was established with
the launch of Firestone Ag’s Throwback
Thursday (#TBT) series that resonates
across content on the Firestone Ag
Facebook page. The voice focuses on
heritage, history and nostalgia, and
utilizes a tone that is passionate, humble
and approachable. For the #TBT series,
imagery (photos and videos) is pulled
from the Firestone archives. Using a
familiar tone to the overall Firestone Ag
brand, we aim to come across as sociable
and educational when interacting and
responding to the Farmer BOSS and the
Facebook community.
Engagement performance for the #TBT
series consistently reaches nearly 40%,
far surpassing our established Firestone
average engagement benchmark of 20%.

facebook posts
96

 4.7.7 examples of internet ads
including mobile and social media platforms

California Strawberries
#PickReal
Strawberries are one of America’s
favorite fruits, but they are
typically viewed as a dessert or
decadent ingredient, rather than a
wholesome snack. To help inspire
American moms to give their kids
strawberry-based snacks, and
to enjoy a few themselves, we
launched the #PickReal campaign
in 2017.
#PickReal highlighted the realness
of strawberries and positioned
them against processed snacks
by highlighting strawberry farm
workers who were also moms. The
campaign culminated in a food
truck tour throughout the greater
Los Angeles area, distributing free

strawberry snacks on National
Night Out.
The campaign evolved in 2018 to
the Snack on This campaign, which
highlighted the “snackability”
of strawberries. Focusing our
efforts on social media and
media relations, we created
content that highlighted the ease
of using strawberries in nontraditional ways and called out
the health benefits associated
with consuming strawberries. The
2018 campaign garnered over
346M impressions, 90,000 visits
to CaliforniaStrawberries.com and
over 945,000 social engagements,
helping to drive sales of
California Strawberries.

pinterest posts
97

 4.7.8 images of out-of-home advertisements

Airline Ambassadors
Every year, an estimated 3 million men,
women and children are victims of
human trafficking. Airline Ambassadors
International is committed to helping
end child trafficking by educating
flight attendants, pilots, airport and
hotel employees on how to spot victims
of trafficking.
Historically, the creative focused on the
faces of the victims. Our approach instead
focused on how easily children can
disappear. The out-of-home materials were
featured prominently in airport signage.

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 4.7.8 images of out-of-home advertisements

 

 

     

 

 

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broadhead? 99

section 4.8

photography

SOUTH DAKOTA
broadhead. :I)SS?zti

 

4.8 photography
We’ve brought hundreds of photo and video
shoots to life over the years on behalf of our
clients. In your case, we would carefully align all
the details of the approved creative campaign
with the appropriate, unique local South Dakota
settings. Whether it be somewhere on location
in rural South Dakota, on a reservation, or
multiple scenes in and around Sioux Falls — we
would be sure to capture the right, high-quality
shots and footage.  
The campaign lends itself to capturing
the essence of South Dakota as a broader
community committed to reducing the impact
of meth across the state. Be it user-generated
content, images collected during the initial
production shoot or at campaign-specific
events, we can assist in building out an asset
library for Department use. We have created
asset libraries for several clients, some hosted
on their digital properties, while others utilize
our Digital Asset Management (DAM) tool via
our Workfront/ProofHQ platform.  

Once the shoot is complete, we take photos
in-house for retouching and fine-tuning the
images as needed. 
We edit most client video (broadcast, pre-roll,
social) in-house at our edit facility, N401 Studios.
Located one block from our main office, N401
contains our edit suites, an audio suite for
adding voiceovers and an expansive studio for
shooting on set.  
Additionally, in-house producers coordinate
most of our shoots. They manage the details big
and small to keep shoots on track from larger
broadcast spots to minimal shoots for social
content. Occasionally, we may hire an outside
production house and/or producer depending
on several factors including overall budget,
project scope and timing.  

We have close relationships with photographers
and videographers across the country that we
can tap into, depending on size and scope
requirements. We collectively determine the
best fit for the project and work with them (and
you) to deliver on our concepts.   

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public relations


102 broadhead. ?58$

4.9 public relations
strategic approach
The Public Relations team at broadhead
includes a unique combination of PR
veterans and former members of the media,
including consumer and trade reporters. Our
media relations philosophy is based on one
fundamental: that you must treat the media
as an audience, not a vehicle. It’s a very basic
premise that dictates how we interact with our
media partners day in and day out. We don’t
hit reporters cold with stories. We believe in
cultivating relationships over time, investing
in our media audiences, learning about their
individual nuances and needs, and ultimately
serving as resources for them.  
With that mindset in place, we approach media
relations with a belief that it is equal parts
science and art. The science comes in with great
discipline, creating processes and calendars.
We lay out clear-cut media audience priorities
and calendarize our messages and our pitches.
We judiciously use mass news releases. More
often than not, you’ll find us reaching out to our
media partners to talk about story ideas that
are unique to their outlet and their audiences,
versus taking a one-size-fits-all approach.  

And this approach has paid off. We
consistently capture earned media
opportunities for our clients locally and with
trade media, and we’ve had numerous national
media hits recently with the likes of Forbes on
behalf of The Minnesota Pork Board, and
our work with the California Strawberry
Commission was covered in The New York
Times, Chicago Tribune and L.A. Times. 

airline ambassadors
international
One specific client we worked with on
a prevention issue was with Airlines
Ambassadors International (AAI). Every
year, an estimated 3 million men,
women and children are victims of
human trafficking. After a group of flight
attendants realized that traffickers often
use commercial flights and mainstream
hotels in their crimes, AAI was launched.
AAI is committed to helping end child
trafficking by educating flight attendants,
pilots, airport and hotel employees, and
others in the travel industry on how to spot
trafficking victims, primarily children.  

AAI needed a way to stand out and elevate the
issue of human trafficking so people would take
notice. We created an AAI platform that took
the issue right where the crime was happening
... in the air, at the gates, in our hotels. We took
seemingly innocent, everyday scenes and
challenged them with a haunting subtext of a
child being victimized. 
The first phase of the campaign was focused on
educating members of the travel industry, on
both the issue of child trafficking and how to
spot a victim. We created several categories of
work, including fund-raising materials, support
for lobbying and congressional hearings,
awareness materials for use with the airlines and
hotel chains, as well as training materials. The
second phase included PSA materials that were
offered to both airlines and airports for use
with both employees and travelers. The primary
execution was posters but also included inflight magazines, pocket cards and inserts (see
section 4.7.8). 

results
• 

Overall participation in the flight attendant
training program has increased, as has
national media coverage. NBC News also
covered the crucial work of AAI.  

• 

Both private and public funding for the
campaign increased, a major indicator of
success for AAI.  

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 ?Mb

social media


104 broadhead. ?58$

4.10 social media
Social media is an important piece of nearly
every communications plan developed at
broadhead. Not only does social provide
additional channels to distribute messages,
it is an important part of the feedback
loop between your audience and your
organization. Social is where people share
and explore the values, meaning and
relationships with brands and institutions.

the overall planning process, just as any
other channel would be — integrated into
our media research, audience planning,
budgeting, campaign integration, content
development, deployment, measurement
and optimization. 

Just as we evaluate other forms of paid
media, we do the same with social —
and ensure we analyze social channels
We always establish a tailored Social
individually since each has their own
Media Playbook when we begin working
challenges and opportunities. Through
with a client to guide all efforts in social
audience audits and analyses, we
media. How will the client or brand look
recommend where (and importantly,
on each platform? Sound? Act? Feel? Key
where not) a brand should be. Generally,
elements of social content strategy are
social metrics will be integrated into the
documented in the playbook that guide
Marketing Analytics Portal as described in
social-specific content development.
our response in section 3.1.4 Campaign
The playbook also clearly outlines how
evaluation approach. However, from time
community management will be handled.
to time, we issue specialized social reports
How long should the standard response
that outline the performance of a specific
time take? How will sensitive comments be
social effort or provide social listening
handled? What about trolls? Through the
data through our social monitoring tool
development of the playbook, we work with Social Studio.
clients to set a decisive path forward for the
brand and ensure we are ready to engage. 
Beyond community engagement, we use
social media as a strategic communication
platform to reach our audience through
paid efforts. In short, social is a part of

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 section 4.11
market research
Research and planning are led by our insights
and strategy team, Rabbit. Rabbit combines
anthropologists, data scientists, communications
experts and analysts whose experience has
taught them to explore the context and focus on
people. They look through the lens of business,
brands and culture to identify insights that drive
innovation and growth for our clients.  
Our team of strategists and analysts complete both
qualitative and quantitative research that helps
our clients better define and understand their
target audiences, identify business opportunities,
understand the competitive set, and test potential
messages and creative. From a quantitative
standpoint, we do both online and offline surveys.
On the qualitative side, our team conducts in-

106

depth interviews, ethnographic studies, and online
and in-person focus groups. In addition, we invest
in a variety of trend and data tools that allow us to
do significant desk research into any question and
problem we identify before doing primary research. 
The core research activities of Rabbit include:  
•  Quantitative Surveys 
•  Qualitative Research 
•  In-depth Interviews 
•  Ethnography Immersion 
•  Focus Groups (in-person and online) 
 These activities are completed to support Brand
Metrics, Creative and Message Testing, Consumer
Insights, Segmentation and Persona Development,
Customer Satisfaction, and Product Concept Testing. 

 4.11 market research

research in
media planning

research examples
Boehringer Ingelheim—Zactran

California Strawberry Commission

Zactran is an antibiotic for cattle suffering
from Bovine Respiratory Disease (BRD) and
was facing significant competitive challenges
because it was not as efficacious as the market
leader and was more expensive than other
competitors. It simply didn’t know where it fit in
the market.  

The California Strawberry Commission (CSC)
wanted to launch a new campaign targeting
moms nationally, and specifically Latino moms
in California, to help drive consumption during
key times of the year. The Rabbit team began by
researching and learning everything possible
about moms’ propensity to feed their children
fruit and any differences with Latino moms. We
began with digging into Mintel’s syndicated
trend research, along with reading every
possible article and secondary research report
available. Through the digging, we identified
a core area of opportunity for CSC: To promote
strawberries at the intersection of Food, Family
and Tradition.  

Our solution was to start with an online survey
to understand customers’ (beef producers and
veterinarians) perception of the product, the
existing messaging, and the general issue and
impact of BRD. Working in partnership with a
publisher, we distributed the survey to a robust
list of both customers and prospects. Once we
had a strong foundation of understanding from
the customers’ perspectives, we completed
online focus groups with the two audiences
(producers and veterinarians) to dig deeper
into their brand perceptions of Zactran and the
competitive set. 
The outcome of the research drove a new
campaign brief that resulted in a unique market
position and a new advertising campaign. We
were able to support the campaign messaging
by sharing the key insights with the broader
organization, specifically the sales team. 

The creative team quickly developed a series
of messages that could potentially work with
the market. Within 24 hours of receiving the
messages, the Rabbit team deployed an online
survey to both audiences to understand the
impact and influence of each message. Within
48 hours of deploying the survey, we had
statistically significant results that supported a key
message and drove the overarching campaign.  

Regarding secondary research in media
planning, we use several different
resources to ensure we are planning the
most effective and efficient media to
reach our target audiences. In addition to
working closely with media partners and
using data they provide, we generally use
the following tools/resources for most
consumer plans we develop: 
•  MRI for overall audience media
usage statistics. 
• 

Nielson/Arbitron for broadcast
buying, TV and radio. 

• 

Third-party audience audits from data
sources such as Comscore and the
Traffic Audit Bureau. 

• 

DoubleClick to audit digital delivery.  

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fee schedule


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4.12 fee schedule
We deploy a 5-tier rate structure at the agency,
ranging from $125 per hour for junior staff
to $300 for agency leadership. A tiered rate
structure would be an option for this initiative
but knowing the scope and cultural importance
of this project, we think a blend rate would be a
better value for South Dakota. Yours is important
work that we want to make an important
contribution to. For this initiative, we propose a
blend rate of $160 per hour.
For media and out-of-pocket expenses, we
assume a 15 percent mark-up.
Once we have an approved SOW, the account
director will submit estimates for each job. We
typically follow a billing schedule of:
•  50% upon project initiation.

agency rate card

$125

analyst · manager · designer · writer · producer

$165

supervisor · sr. creative · strategist

$205

director

$235

sr. director

$300

svp · leadership

•  Additional 25% at three-quarters completion.
•  Final bill upon completion.
Media is billed 30 days in advance of
placement. Occasionally projects with large
out-of-pocket expenses, typically photography
or video, will need to be billed in advance as
production companies often require up to 75
percent paid before a shoot. In those instances,
the account director works closely with the
client contact to ensure invoices are processed
in the client’s accounting system.

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familiarity with south dakota


1.1.0 broadhead. ?58$

4.13 familiarity with south dakota
Located only 3.5 hours from the border of
South Dakota and Minnesota, we are readily
available and have familiarity with planning and
executing communications in South Dakota.  
Whether it be radio, digital, OOH, TV, print or
athletic sponsorships with South Dakota State
University, our work with various agricultural
brands has allowed us to become familiar with
South Dakota marketing opportunities. South
Dakota is considered part of the “12 North
Central States” — which means it falls into an
area of high demand for brands trying to reach
row crop growers.  
Our work with Boehringer Ingelheim sees us
conduct numerous events, still and video shoots
in South Dakota.

Additionally, one of our newest clients, Dakota
Provisions, is headquartered in Huron. Dakota
Provisions provides world-class meat products
and meat processing, employing more than
1,000 South Dakotans and continuing to grow.
We are currently working with them on the
development and launch of a new consumer
brand, slated to go to market in late 2019 or
early 2020.  
Along with our partnership with Dakota
Provisions and our vast work with agricultural
brands, we have enjoyed many years of
experience with South Dakota and we look
forward to putting this experience into action for
the South Dakota Department of Social Services.   

+
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 ?Nib

special project constraints


112 broadhead. ?58$

4.14 special project constraints
As mentioned earlier, while the ideal scenario is
“Plan the work. Work the plan.” we all know that
“Expect the unexpected” is more likely than not.
And that is another benefit of a seasoned team.
We know how to respond and shift direction.  
Working in the agricultural space, one learns
that the unexpected can often become the
expected. It’s an industry heavily dependent
upon Mother Nature. And in 2019, we all have
certainly witnessed the devastation and impact it
can have on farmers and those in rural America. 

With much of the Midwest under water, we
have shifted media buys, reworked creative,
and in some cases put programs on hold. When
one can’t get into the field to plant, the last
thing someone needs to hear or see are ads for
fertilizer or tires.  
Additionally, those same market dynamics have
caused clients to trim marketing budgets, as sales
are lower than anticipated. In those situations,
the account team and client have worked closely
together to assess what are the “must do’s” and
what tactics can be reduced or eliminated with
minimal impact on the broader campaign.  

“expect the
unexpected”
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 ?wk

project management techniques


114 broadhead. ?58$

4.15 project management
Project management is often an underestimated
practice when thinking about “how” an agency
comes up with and brings to life creative
thinking. broadhead prides itself on a “no
surprises” culture. Perhaps, nowhere is that
more obvious than in the project management
and production teams. From creative kickoff
to the final deliverable, project management
ensures the project stays on track while
managing assignments and milestones. 
Our team of project managers has some very
specific soft and technical skills.  
•  They have vision for how every project, big
or small, will get accomplished.  
• 

They are enthusiastic and approach every
assignment with “How can we?”  

• 

They understand production and technical
requirements and they partner closely with
our production experts. 

We combine this with Workfront, our project
management software, which enables projects
to be digitally managed in one centralized
location. All project communications are housed
in Workfront, giving greater visibility to the entire
team. Projects are assigned timeline templates
that can be easily adjusted on a per project
basis which allows for a speedier project start
and more consistency across accounts. Project
managers efficiently guide the project through a
carefully developed schedule that considers staff
workloads, creative development and execution
timelines, client timelines for review and
approval, supplier capabilities, as well as delivery
methods and timing.  

versions and changes made along the way. Our
clients who use it love it, as it takes the routing
process out of email and keeps all information
combined into one single source of truth. 
And, when things change (because they always
do), Workfront enables the team to be nimble
and make changes quickly as well. 
A project manager will be assigned to this
business and, while you won’t see or hear from
them on a regular basis, you will feel the impact
of their work on your behalf. 

Many of our clients also take advantage of 
ProofHQ, a component of Workfront. 
ProofHQ is a system that routes materials
digitally, allows for everyone to see each
other’s comments, and keeps track of prior

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Detailed Response 
Extending the

Campaign

 









I



U)

 

extending the campaign
The I’m on Meth campaign lends itself to
multiple extensions. Creatively, as we engage
with our various audiences, we will be on
the lookout for compelling stories of South
Dakotans actively engaged in meth prevention
efforts. This creates new content for social
and digital, while continuing to build the
Department’s asset library.  
In terms of media extensions, media
performance and social listening data will
guide the next iteration of the campaign. We’ll
scale up in the areas where we see the most
impact, and we’ll reduce efforts where we
aren’t making as big of a difference in getting
people to resources for meth prevention,
treatment and recovery.   

While we are confident that the plan we’re
proposing from September 2019 to May 2020
will make a real difference, we will be able to
find additional areas of opportunity as our efforts
unfold. Through our measurement tools, we can
evaluate which media vehicles are driving the
most people to the website, and taking an action.
Our social listening efforts give us insight into what
conversations are happening online about meth
in South Dakota, and through these data sources,
our nimble team will keep optimizing, nurturing
and breathing life into our efforts. 
We will also continue to explore how the
various partnerships in place with SDDSS are
helping to reach our goals and will evaluate
new partnerships to establish. And, we’ll want
to continue the momentum with events as we
enter the Summer and Fall of 2020. 

One such event is a traveling exhibit that visits
events across the state, bringing awareness
to the campaign and asking South Dakotans
to be on the lookout for meth use in their
communities. A literal exhibit-on-wheels will
travel around the state, visiting town festivals,
rodeos, fairs, concerts, cultural events,
homecoming football games, basketball
tournaments, as well as Mothers Against Meth’s
Black Balloon Day in March. 
Lastly, talking to South Dakotans will be an
important part to determine where best to
deploy resources for the continuation of our
efforts. Through our Rabbit group, we will
hold focus groups with our various target
audiences, so we can have real conversations
about what has made the biggest impact in
their communities. 

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3'
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SOUTH DAKOTA



   

attachments

Rev. 05/08/2019

Attachment A

STATE OF SOUTH DAKOTA
DEPARTMENT OF SOCIAL SERVICES
DIVISION OF BEHAVIORAL HEALTH

Consultant Contract
For Consultant Services
Between

road head LC State of South Dakota

123 Third ST Department of Social Services
ST 400 DIVISION OF BEHAVIORAL HEALTH
700 Governors Drive

Minneapolis, MN 55401-1807 Pierre, SD 57501-2291

 

Referred to as Consultant Referred to as State

The State hereby enters into a contract (the ?Agreement? hereinafter) for consultant services with the Consultant.
While performing services hereunder, Consultant is an independent contractor and not an officer, agent, or employee
of the State of South Dakota.

1. CONSULTANTS South Dakota Vendor Number is .

2. PERIOD OF PERFORIVIANCE:
A. This Agreement shall be effective as of June 1, 2019 and shall end on May 31, 2020, unless sooner
terminated pursuant to the terms hereof.

B. Agreement is exempt ?om the request for proposal process.

3. PROVISIONS:
A. The Purpose of this Consultant contract:
1.

2. Does this Agreement involve Protected Health Information YES (X NO 
If PHI is involved, a Business Associate Agreement must be attached and is fully incorporated herein
as part of the Agreement (refer to attachment A) .

3. The Consultant will not use state equipment, supplies or facilities.
B. The Consultant agrees to perform the following services (add an attachment if needed):
C. The State agrees to:
1. Make payment for services upon satisfactory completion of services and receipt of bill. Payment will
be in accordance with SDCL 5-26.
2. Will the State pay Consultant expenses as a separate item?

YES NO (X)
If YES, expenses submitted will be reimbursed as identified in this Agreement.

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D. The TOTAL CONTRACT AMOUNT will not exceed 33.

BILLING:

Consultant agrees to submit a bill for services within (30) days following the month in which services were
provided. Consultant will prepare and submit a bill for services. Consultant agrees to submit a final bill
within 30 days of the Agreement end date to receive payment for completed services. If a final bill cannot be
submitted in 30 days, then a written request for extension of time and explanation must be provided to the State.

TECHNICAL ASSISTANCE:

The State agrees to provide technical assistance regarding Department of Social Services rules, regulations and
policies to the Consultant and to assist in the correction of problem areas identified by the State?s monitoring
activities.

LICENSING AND STANDARD COMPLIANCE:

The Consultant agrees to comply in full with all licensing and other standards required by Federal, State, County,
City or Tribal statute, regulation or ordinance in which the service and/or care is provided for the duration of this
Agreement. The Consultant will maintain effective internal controls in managing the federal award. Liability
resulting from noncompliance with licensing and other standards required by Federal, State, County, City or
Tribal statute, regulation or ordinance or through the Consultant?s failure to ensure the safety of all individuals
served is assumed entirely by the Consultant.

ASSURANCE REQUIREMENTS:

The Consultant agrees to abide by all applicable provisions of the following: Anti Lobbying Amendment
(31 USC 1352), Executive orders 12549 and 12689 CDebarment and Suspension), Drug-Free Workplace,
Executive Order 11246 Equal Employment Opportunity, Title VI of the Civil Rights Act of 1964, Title of
the Civil Rights Act of 1968, Section 504 of the Rehabilitation Act of 1973, Americans with Disabilities Act of
1990, Title IX of the Education Amendments of 1972, Drug Abuse Office and Treatment Act of 1972,
Comprehensive Alcohol Abuse and Alcoholism Prevention, Treatment and Rehabilitation Act of 1970, Age
Discrimination Act of 1975, Pro?Children Act of 1994, Hatch Act, Health Insurance Portability and
Accountability Act (HIPAA) of 1996 as amended, Clean Air Act, Federal Water Pollution Control Act, Charitable
Choice Provisions and Regulations, Equal Treatment for Faith-Based Religions at Title 28 Code of Federal
Regulations Part 38, the Violence Against Women Reauthorization Act of 2013 and American Recovery and
Reinvestment Act of 2009, as applicable; and any other nondiscrimination provision in the specific statute(s)
under which application for Federal assistance is being made; and the requirements of any other nondiscrimination
statute(s) which may apply to the award.

RETENTION AND INSPECTION OF RECORDS:

The Consultant agrees to maintain or supervise the maintenance of records necessary for the proper and efficient
operation of the program, including records and documents regarding applications, determination of eligibility
(when applicable), the provision of services, administrative costs, statistical, fiscal, other records, and information
necessary for reporting and accountability required by the State. The Consultant shall retain such records for a
period of six years from the date of submission of the final expenditure report. If such records are under pending
audit, the Consultant agrees to hold such records for a longer period upon notification from the State. The State,
through any authorized representative, will have access to and the right to examine and copy all records, books,
papers or documents related to services rendered under this Agreement. State Proprietary Information retained in
Consultant?s secondary and backup systems will remain fully subject to the obligations of confidentiality stated
herein until such information is erased or destroyed in accordance with Consultant?s established record retention
policies.

All payments to the Consultant by the State are subject to site review and audit as prescribed and carried out by
the State. Any over payment of this Agreement shall be returned to the State within thirty days after written
notification to the Consultant.

WORK PRODUCT:

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10.

11.

12.

13.

14.

15.

Consultant hereby acknowledges and agrees that all reports, plans, specifications, technical data, drawings,
software system programs and documentation, procedures, files, operating instructions and procedures, source
code(s) and documentation, including those necessary to upgrade and maintain the software program, State
Proprietary Information, as defined in the Confidentiality of Information paragraph herein, state data, end user
data, Protected Health Information as defined in 45 CFR 160.103, and all information contained therein provided
to the State by the Consultant in connection with its performance of service under this Agreement shall belong to
and is the property of the State and will not be used in any way by the Consultant without the written consent of
the State.

Paper, reports, forms, software programs, source code(s) and other materials which are a part of the work under
this Agreement will not be copyrighted without written approval of the State. In the unlikely event that any
copyright does not fully belong to the State, the State nonetheless reserves a royalty-free, non-exclusive, and
irrevocable license to reproduce, publish, and otherwise use, and to authorize others to use, any such work for
government purposes.

Consultant agrees to return all information received ?om the State to State?s custody upon the end of the term of
this Agreement, unless otherwise agreed in a writing signed by both parties.

TERMINATION:

This Agreement may be terminated by either party hereto upon thirty (30) days written notice. In the event the
Consultant breaches any of the terms or conditions hereof, this Agreement may be terminated by the State for cause
at any time, with or without notice. Upon termination of this Agreement, all accounts and payments shall be
processed according to financial arrangements set forth herein for services rendered to date of termination.

FUNDING:

This Agreement depends upon the continued availability of appropriated funds and expenditure authority from
the Legislature for this purpose. If for any reason the Legislature fails to appropriate funds or grant expenditure
authority, or funds become unavailable by operation of the law or federal funds reduction, this Agreement will be
terminated by the State. Termination for any of these reasons is not a default by the State nor does it give rise to
a claim against the State.

ASSIGNMENT AND AMENDMENTS:

This Agreement may not be assigned without the express prior written consent of the State. This Agreement may
not be amended except in writing, which writing shall be expressly identified as a part hereof, and be signed by
an authorized representative of each of the parties hereto.

CONTROLLING LAW:

This Agreement shall be govemed by and construed in accordance with the laws of the State of South Dakota,
without regard to any conflicts of law principles, decisional law, or statutory provision which would require or
permit the application of another jurisdiction?s substantive law. Venue for any lawsuit pertaining to or affecting
this Agreement shall be resolved in the Circuit Court, Sixth Judicial Circuit, Hughes County, South Dakota.

SUPERCESSION:

All prior discussions, communications and representations concerning the subject matter of this Agreement are
superseded by the terms of this Agreement, and except as specifically provided herein, this Agreement constitutes
the entire agreement with respect to the subject matter hereof.

IT STANDARDS:
Any software or hardware provided under this Agreement will comply with state standards which can be found
at http1/fbit.sd.gov/standards/.

 

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16.

17.

18.

19.

20.

21.

SEVERABILITY:

In the event that any provision of this Agreement shall be held unenforceable or invalid by any court of competent
jurisdiction, such holding shall not invalidate or render unenforceable any other provision of this Agreement,
which shall remain in full force and effect.

NOTICE:

Any notice or other communication required under this Agreement shall be in writing and sent to the address set
forth above. Notices shall be given by and to the Division being contracted with on behalf of the State, and by
the Consultant, or such authorized designees as either party may from time to time designate in writing. Notices
or communications to or between the parties shall be deemed to have been delivered when mailed by ?rst class
mail, provided that notice of default or termination shall be sent by registered or certified mail, or, if personally
delivered, when received by such party.

SUBCONTRACT ORS:

The Consultant may not use subcontractors to perform the services described herein without express prior written
consent from the State. The State reserves the right to reject any person from the Agreement presenting
insufficient skills or inappropriate behavior.

The Consultant will include provisions in its subcontracts requiring its subcontractors to comply with the
applicable provisions of this Agreement, to indemnify the State, and to provide insurance coverage for the benefit
of the State in a mam'ler consistent with this Agreement. The Consultant will cause its subcontractors, agents, and
employees to comply with applicable federal, state and local laws, regulations, ordinances, guidelines, permits
and requirements and will adopt such review and inspection procedures as are necessary to assure such
compliance. The State, at its option, may require the vetting of any subcontractors. The Consultant is required to
assist in this process as needed.

RIGHT TO REJECT:
The State reserves the right to reject any person or entity from performing the work or services contemplated by
this Agreement, who present insufficient skills or inappropriate behavior.

HOLD HARMLESS:

The Consultant agrees to hold harmless and indemnify the State of South Dakota, its officers, agents and
employees, from and against any and all actions, suits, damages, liability or other proceedings which may arise
as the result of performing services hereunder. This section does not require the Consultant to be responsible for
or defend against claims or damages arising solely from errors or omissions of the State, its officers, agents or
employees.

INSURANCE:

Before beginning work under this Agreement, Consultant shall furnish the State with properly executed Certi?cates
of Insurance which shall clearly evidence all insurance required in this Agreement. The Consultant, at all times
during the term of this Agreement, shall obtain and maintain in force insurance coverage of the types and with the
limits listed below. In the event a substantial change in insurance, issuance of a new policy, cancellation or
nonrenewal of the policy, the Consultant agrees to provide immediate notice to the State and provide a new certi?cate
of insurance showing continuous coverage in the amounts required. Consultant shall furnish copies of insurance
policies if requested by the State.

A. Commercial General Liability Insurance:
Consultant shall maintain occurrence-based commercial general liability insurance or an equivalent
form with a limit of not less than $1,000,000 for each occurrence. If such insurance contains a general
aggregate limit, it shall apply separately to this Agreement or be no less than two times the occurrence
limit.

E. Business Automobile Liability Insurance:

Consultant shall maintain business automobile liability insurance or an equivalent form with a limit of
not less than $500,000 for each accident. Such insurance shall include coverage for owned, hired, and
non?ovmed vehicles.

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23.

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C. Worker?s Compensation Insurance:
Consultant shall procure and maintain Workers? Compensation and employers? liability insurance as
required by South Dakota law.

D. Professional Liability Insurance:
Consultant agrees to procure and maintain professional liability insurance with a limit not less than
$1,000,000.

(Medical Health Professional shall maintain current general professional liability insurance with a
limit of not less than one million dollars for each occurrence and three million dollars in the aggregate.
Such insurance shall include South Dakota state employees as additional insureds in the event a claim,
lawsuit, or other proceeding is filed against a state employee as a result of the services provided
pursuant to this Agreement. If insurance provided by Medical Health Professional is provided on a
claim made basis, then Medical Health Professional shall provide ?tail? coverage for a period of five
years after the termination of coverage.)

CERTIFICATION REGARDING DEBARMENT, SUSPENSION, INELIGIBILIT Y, AND VOLUNTARY
EXCLUSION:

Consultant certifies, by signing this Agreement, that neither it nor its principals are presently debarred, suspended,
proposed for debarment, declared ineligible, or voluntarily excluded from participation in this transaction by the
federal govemm ent or any state or local government department or agency. Consultant further agrees that it will
immediately notify the State if during the term of this Agreement either it or its principals become subject to
debarment, suspension or ineligibility from participating in transactions by the federal government, or by any
state or local government department or agency.

CONFLICT OF INTEREST:

Consultant agrees to establish safeguards to prohibit employees or other persons from using their positions for a
purpose that constitutes or presents the appearance of personal or organizational con?ict of interest, or personal gain
as contemplated by SDCL 5-18A?l7 through Any potential con?ict of interest must be disclosed in
writing. In the event of a conflict of interest, the Consultant expressly agrees to be bound by the conflict resolution
process set forth in SDCL 5-18A-l 7 through 5-18A-l7.6.

CONFIDENTIALITY OF INFORMATION:

For the purpose of the sub-paragraph, ?State Proprietary Information? shall include all information disclosed to
the Consultant by the State. Consultant acknowledges that it shall have a duty to not disclose any State
Proprietary Information to any third person for any reason without the express written permission of a State of?cer
or employee with authority to authorize the disclosure. Consultant shall not: disclose any State Proprietary
Information to any third person unless otherwise specifically allowed under this Agreement; (ii) make any use of
State Proprietary Information except to exercise rights and perform obligations under this Agreement; make
State Proprietary Information available to any of its employees, officers, agents or consultants except those who
have agreed to obligations of confidentiality at least as strict as those set out in this Agreement and who have a
need to know such information. Consultant is held to the same standard of care in guarding State Proprietary
Information as it applies to its own confidential or proprietary information and materials of a similar nature, and
no less than holding State Proprietary Information in the strictest confidence. Consultant shall
protect confidentiality of the State?s information from the time of receipt to the time that such information is either
returned to the State or destroyed to the extent that it cannot be recalled or reproduced. State Proprietary
Information shall not include information that was in the public domain at the time it was disclosed to
Consultant; (ii) was known to Consultant without restriction at the time of disclosure from the State; that is
disclosed with the prior written approval of State?s officers or employees having authority to disclose such
information; (iv) was independently developed by Consultant without the benefit or in?uence of the State?s
information, becomes known to Consultant without restriction from a source not connected to the State of
South Dakota. State?s Proprietary Information shall include names, social security numbers, employer numbers,
addresses and all other data about applicants, employers or other clients to whom the State provides services of
any kind. Consultant understands that this information is confidential and protected under applicable State law at
SDCL 1-27-15, modified by SDCL 1-27-16, SDCL 28-1-29, SDCL 28-1-32, and SDCL 28-1-68 as applicable
federal regulation and agrees to immediately notify the State if the information is disclosure, either intentionally

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25.

or inadvertently. The parties mutually agree that neither of them shall disclose the contents of the Agreement
except as required by applicable law or as necessary to carry out the terms of the Agreement or to enforce that
party?s rights under this Agreement. Consultant acknowledges that the State and its agencies are public entities
and thus are bound by South Dakota open meetings and open records laws. It is therefore not a breach of this
Agreement for the State to take any action that the State reasonably believes is necessary to comply with the
South Dakota open records or open meetings laws. If work assignments perform ed in the course of this Agreement
require additional security requirements or clearance, the Consultant will be required to undergo investigation.

REPORTING PROVISION:

Consultant agrees to report to the State any event encountered in the course of performance of this Agreement
which results in injury to any person or property, or which may otherwise subject Consultant, or the State of South
Dakota or its officers, agents or employees to liability. Consultant shall report any such event to the State
immediately upon discovery.

Consultant's obligation under this section shall only be to report the occurrence of any event to the State and to
make any other report provided for by their duties or applicable law. Consultant's obligation to report shall not
require disclosure of any information subject to privilege or confidentiality under law g, attomey-client
communications). Reporting to the State under this section shall not excuse or satisfy any obligation of Consultant
to report any event to law enforcement or other entities under the requirements of any applicable law.

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26. AUTHORIZED SIGNATURES:
In witness hereto, the parties signify their agreement by affixing their signatures hereto.

7/24/2019
Consultant Signature Date

   

Beth Burgy

Consultant Printe Name

 

 

State DSS Division Director Tiffany Wolfgang Date

 

State DSS Chief Financial Officer Laurie Mikkonen Date

 

State Agency Coding:

CFDA 
Company
Account
Center Req
Center User
Dollar Total

 

 

 

 

 

 

DSS Program Contact Person
Phone

 

DSS Fiscal Contact Person Contract Accountant
Phone 605-773-3586

Consultant Program Contact Person
Phone
Consultant Program Email Address

 

 

 

Consultant Fiscal Contact Person
Phone
Consultant Fiscal Em ail Address

 

 

 

SDCL states that a copy of all consulting contracts shall be filed by the State agency with the State Auditor
Within five days after such contract is entered into and finally approved by the contracting parties. For further
information about consulting contracts, see the State Auditor?s policy handbook.

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127

TOTAL SECTIONS A - E

SUBTOTAL
$680,000
MEDIA PLACEMENT

Traditional $430,000
(TV, radio, print, out-of-home)
Digital $250,000
(online advertising, social media, etc.)

E. Media Placement

SUBTOTAL $695,000
SECTIONS A - D

Other charges (describe) $20,000

Website hosting and maintenance $5,000

Phone consultations

3%

$40,000
Consultation with DSS Staff
Attending in-state and/or out-of-state
$15,000
meetings

100%

Reporting and Analytics

1%

49%

18%

31%

7%

Assumes hosting is done via state

Ongoing account support

Pre and post campaign focus groups

1%

1%

1%

$10,000

Clerical Support

$110,000

C. Market Research Services

8%

4%

$55,000

B. Public Relations Services

3%

Launch PR and ongoing support

Includes 4 spots

1%

Content creation and development

Shooting and production of PSA

The TV shoot will be used to capture both still and video imagery

Costs in Creative Services include production
expenses and agency time.

Activities/Comments

2%

32%

D. Additional Charges

% of Total Budget

2%

1%

3%

20%

SUBTOTAL
$440,000
CREATIVE SERVICES

Out-of-Home $20,000
$35,000
Other

Social Media $25,000
Radio $25,000

Video $40,000
$20,000
Website design

Print

$1,375,000

Budget Recommendation

Television $275,000

A. Creative Services - original creations

Area

Budget Allocation: Based on experience with key target audiences and experience in developing statewide
campaigns for this type of message, provide a general recommendation and explanation for allocating the said
budget into the areas detailed on the chart below. Prepare the allocation based on a $1,375,000 budget and
should demonstrate how the Offeror may suggest allocating a budget of this size.

Attachment B

 broadhead’s equal employment opportunity statement
The Company is committed to providing equal
employment opportunity for all employees
and applicants regardless of race, color, creed,
national origin, ancestry, sex, marital status,
religion, disability, age, sexual orientation,
status with regard to public assistance, genetic
information, veteran status, or any other
protected class recognized under applicable
federal or state law.
The Company does not and will not discriminate
against any employee or applicant for
employment because of race, color, creed,
national origin, ancestry, sex, marital status,
religion, disability, age, sexual orientation,
status with regard to public assistance, genetic

128

information, veteran status, or any other
protected class recognized under applicable
federal or state law.
Our commitment to equal employment
opportunity principles pertains to all human
resource practices, including without limitation,
recruiting, hiring, promotion, training,
discipline, separation, compensation, benefits,
and all other privileges, terms, and conditions
of employment.
The Company complies with the Americans
with Disabilities Act and the Minnesota
Human Rights Act with regard to disabilities.
Any employee or applicant who needs a

reasonable accommodation to perform the
essential functions of his/her job should
request such an accommodation from the VP
of Human Resources.
If you believe you or another employee is being
harassed and/or discriminated against because
of a protected classification, you should report it
immediately to the VP of Human Resources. Any
employee who is found to be discriminating
and/or harassing any other employee may
be subject to discipline, up to and including
termination of employment.

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additional information

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agency onboarding plan
day 1

day 30

day 60

determine SOW and
staffing requirements

rabbit sessions

plan development
and implementation

how we work together

strategy development

team meet and greet

KPI discussions

knowledge transfer

partner meetings

sharing of materials

Note: This is a general timeline,
but can be expedited as
necessary to meet client
timelines for campaign launch.
143

 thank you
Thank you for your consideration.
We believe the “I’m On Meth” campaign
has the ability to mobilize communities
and families for the betterment of the
entire state. We welcome the opportunity
to partner with the State of South Dakota
and the Department of Social Services in
this effort.

144