# DOA Main doc Response 20.01.26 (3).docx
# Tender: DOA-DPS-Creative-PENDING

Dynamic Purchasing System for the Provision of Creative Campaign Services for the Public Sector (MMP071F – RFT212986) Stage 2 - RFT Qualitative Tender Response Document Department of Agriculture, Food and the Marine Ref: MMP071F-21 DPS Member Name Marketing Network CONTENTS Introduction – Tenderers Details – Conflicts of Interest and Registerable Interests – Freedom of Information Section 1 – Declaration – Tenderer’s Statement Section 2 – Award Criteria 1 – Quality and Balance of the Team Proposed 2 – Response to the Campaign Brief 3 – Service Management and Delivery (Including Account Management) 4 – Proposals on the incorporation of Social Considerations (diversity and/or social inclusion) into the delivery of services Introduction The scoring table for this competition is included in the RFT Document. In the case of any contradiction, the information in the RFT Document takes precedence. The Dynamic Purchasing System (DPS) Member hereby acknowledges, agrees and confirms that the DPS Agreement for the Provision of Creative Campaign Services for the Public Sector in Ireland is hereby adopted and governs the provision of the Services. All Responses in this Qualitative Tender Response Document are subject to the rules, conditions and stipulations as set out in the RFT. Tenderers must complete this Qualitative Tender Response Document in its entirety. All of the instructions and guidance notes must be observed in every Section of this TRD. The TRD must be submitted in the same sequence as presented (not rearranged). Supplementary information: Service brochures or links to websites in lieu of the required response will not be accepted. Any information not set out in the response sections herein will not be evaluated, including any appendices and attachments added or affixed to this TRD. Any of the fields provided can be expanded, as necessary, although Tenderers are requested to provide comprehensive yet concise responses. The Contracting Authority reserves the right to verify the information provided Tenderer’s Details Legal Name of DPS Member Marketing Network Limited Contact Name for this RFT Kieran Killeen Telephone Number 01 662 7111 Email Address kieran.killeen@marketingnetwork.ie Company Registration Number 111462 Tax Reference Number IE 4805574A Tax Clearance Access Number 521627 CONFLICTS OF INTEREST AND REGISTERSABLE INTERESTS Tenderers must declare any actual or potential conflicts of interest, and registerable interests. There are no actual or potential conflicts of interest or registerable interests. FREEDOM OF INFORMATION Tenderers are advised the DPS client is subject to the Freedom of Information (FOI) Act, 2014. If a Tenderer considers that any of the information supplied in their Tender response is either commercially sensitive or confidential in nature, this should be highlighted and the reasons for its sensitivity specified. In such cases the relevant material will, in response to a request under the FOI Act, be examined in the light of the exceptions provided for in the Act. Clause 13 of the RFT refers. Pricing is commercially sensitive if access under FOI is provided to competitive agencies. Section 1 – Declaration [Tenderers shall complete and return the following form of Tenderers’ Statement printed on the Tenderers’ headed notepaper and signed by the Tenderer.] TENDERERS’ STATEMENT TO: Department of Enterprise, Tourism and Employment (the “Contracting Authority”) RE: 212986 (RFT) Having examined your Supplementary Request for Tenders (the “RFT”) including the Instructions to Tenderers, the Award Criteria, the Requirements and Specifications, and the Terms and Conditions of the Services Contract, we hereby agree and declare the following: 1. We understand the nature and extent of the Services required to be delivered as described in Requirements and Specifications at Part C to the RFT. 2. We accept all of the Terms and Conditions of: a) the RFT; b) the Services Contract and agree that if awarded any contract pursuant to the DPS Agreement to execute the Services Contract at Appendix 2 to the RFT. 3. We accept all the Award Criteria as set out in Part B of the RFT. 4. We agree to provide the Contracting Authority with the Services in accordance with the RFT and our Tender. 5 We agree that, if awarded any contract pursuant to the DPS Agreement that we shall, in the performance of such contract, comply with all applicable obligations in the field of environmental, social and labour law. 6. We confirm that we have complied with all requirements as set out in the RFT. 7. We confirm that all prices quoted in our Tender will remain valid for the period of time commencing from the Tender Deadline specified at paragraph 9 of Part A: Instructions to Tenderers of the RFT. 8. We shall, if awarded any Services Contract pursuant to a DPS Agreement, have in place on the Effective Date of the Services Contract all insurances (if any) as required by paragraph 10 of Part A: Instructions to Tenderers of the RFT. 9. We confirm that all Data Subjects whose Personal Data is provided in our Tender have consented to the processing of such Personal Data by us, the Contracting Authority, the Evaluation Team and the supplier of the etenders.gov.ie website, for the purposes of our participation in this Competition or that we otherwise have a legal basis for providing such Personal Data to the Contracting Authority for the purposes of our participation in this Competition and that we will provide evidence of such consent and / or legal basis to the Contracting Authority upon request. 10. We do not come within the category of prohibited economic operators identified in Regulation (EU) No 833/2014 of 31 July 2014 (as amended by EU Regulation 2022/576 or any subsequent amendments to same). 11. The origin of goods connected to our Tender, if any, are not subject to the prohibitions set out in Regulation (EU) No 833/2014 (as amended by EU Regulation 2022/576 or any subsequent amendments to same). 12. The subcontractor(s) on whose capacity we rely as part of our Tender (where the value of that subcontract exceeds 10% of the value of the Services Contract) does not come within the category of prohibited economic operators identified in Regulation (EU) No 833/2014 of 31 July 2014 (as amended by EU Regulation 2022/576 or any subsequent amendments to same). SIGNED (Authorised Signatory) Company Marketing Network Limited Print name Kieran Killeen Address Marketing Network House Argyle Square Donnybrook Dublin 4 D04 T6Y2 Date 19.01.26 Section 2 – Award Criteria The responses provided in this Section 2 of the TRD will be used to determine the allocation of marks under the Award Criteria, as set out in Part B of the RFT. Tenders are advised to adhere to the instructions and guidance notes provided and ensure that the information provided is sufficient to determine the quality, appropriateness and level of responsiveness of tenders during evaluation. Award Criterion 1 - Quality and Balance of the Team Proposed Tenderers are required to provide detailed information to demonstrate the quality and expertise of the proposed team assigned to deliver the service having regard to the requirements of this contract. In this demonstration, tenderers are asked to include reporting lines, backups, common task assignment responsibility, and all other pertinent details that will illustrate the provision of resources to the Client. Tenderers at a minimum must: List the service delivery team (including the Account Director) who is proposed will be directly involved in delivering the required services Briefly describe the role and expertise of each person on the team Provide a statement which describes the suitability of the team as a whole, who it is proposed will be directly providing the services. Page Limit: The Page limit for points a – c is TWO (2) x A4 pages Submit an organisational chart demonstrating reporting and management accountability of the full team involved in the delivery of service. Tenders should note that there is no limit to the size of the team outlined within the organisational chart Page Limit: The organisational Chart must not exceed one (1) x A4 page Individual profiles detailing relevant professional qualifications, experience and skillset for members of nominated core team who will be responsible for service delivery for the contracting authority’s Programme of Activity. This team must have immediate availability. Each of the CVs must outline: Name Proposed Role in the Service Delivery Team Details of education/qualifications in an advertising/marketing discipline Expertise and previous experience relative to the service to be provided Page Limit: Each CV must not exceed ONE (1) x A4 page for each key resource proposed For the purpose of evaluation, CVs for the Account Director, Account Manager, Creative Director, Senior Copywriter and Head of Digital roles only will be evaluated (Five (5) roles in total) Total Page Limit: A maximum of EIGHT (8) X A4 pages should be provided for Award Criterion 1 (one) Team suitability The team is highly suitable for the Department of Agriculture, Food and the Marine tender due to a combination of extensive government experience, deep understanding and experience in the development of public behavioural change campaigns, and specialised expertise across all required media and digital platforms. Behavioural change evidenced through our work with Eircode on promoting usage, Repak on creating and driving the understanding of and best practice in domestic packaging recycling and for Love Irish Food on developing the strategy and communications initiative to motivate consumers to buy Irish manufactured Food brands from members of Love Irish Food. The team will be led by agency CEO Kieran Killeen who will act as Account Director supported by top talent from within the agency. Delivery will be supported by a clearly defined governance structure, with strategic, creative and broadcast roles working collaboratively to manage delivery, compliance and quality risk. This approach ensures that activity remains aligned with the agreed strategy, is delivered to a professional broadcast-ready standard and meets all regulatory and public-sector requirements within agreed timelines. Here is a breakdown of what makes each team member suitable for the project: Kieran Killeen (Account Director): Government Experience: Over 35 years of experience, including previous work with government bodies like the Department of Climate, Energy and the Environment and the Department of Social Protection, demonstrating an understanding of government procurement and the need for value for money. Behavioural Change Expertise: Significant depth in understanding consumer audiences and driving behavioural change, honed over ten years as the marketing lead for Eircode, which is directly relevant to the tender’s public safety and behaviour change objectives. Role: Ensures client needs are met, and leads the overall project director/account director role (Section 4 and 5 of the tender), managing the budget, resources, and legal compliance. Elsie Arayes (Creative Director): Creative Leadership: Over ten years of experience in communications programmes in Ireland and internationally, bringing fresh, conceptual thinking to the campaign. Execution: Responsible for the execution and presentation of the two high-level creative concepts and for ensuring high-quality, impactful creative assets across all media types (radio, print, VOD, social media). Padraig Smith (Planning Director) Strategic Insight Leadership: Directs the process of gathering and applying deep audience insights to inform the core strategy while ensuring the solution aligns with policy objectives and addresses specific behavioural change goals as regards dog ownership. Strategy and Proposition: Leads the strategic planning and development of the proposal’s core content. Measurement and Evaluation: Designs the methodology for campaign pre-testing, performance measurement and post-campaign analysis, ensuring a robust framework is in place to track KPIs and report on the campaign’s overall effectiveness. Cross-Functional Coordination: Acts as the primary liaison for strategic alignment, coordinating the creative, digital and executive teams to ensure all aspects of the proposed activity is consistently unified and compliant with regulatory requirements, and based on the agreed central strategy. Paul Lucaci (Broadcast Director) Broadcast Creative Direction: Leads the executional direction of all broadcast and video content, ensuring radio and video assets are translated effectively from the approved creative concept into broadcast-ready outputs that are clear, engaging and fit for purpose across Irish and English language formats. Audio &amp; Video Production Oversight: Directs the production of radio, Video on Demand and short-form video assets, providing hands-on guidance on pacing, tone, visual storytelling and performance to ensure all outputs meet professional broadcast standards. Post-Production &amp; Asset Adaptation: Oversees editing, animation and motion graphics workflows, ensuring content is optimised and adapted appropriately for different channels, formats and durations while maintaining creative consistency and quality. Compliance &amp; Quality Assurance: Ensures all broadcast content adheres to relevant broadcasting standards and public-sector communication requirements, providing quality assurance and mitigating executional risk prior to delivery and distribution. Robert Doran (Head of Digital): Digital Focus: Critical for the integrated, multi-phased campaign with a strong digital focus. Specialised Production: Responsible for overseeing the creative production of all digital assets, including VOD, short-form video, and digital display content. Compliance: Ensures all digital assets comply with the EU Accessibility Act and the Official Languages Act as they apply to the online environment. Strategy &amp; Reporting: Ensures creative is optimised for digital channels (YouTube, X, Facebook, LinkedIn) and is the primary resource for monitoring and reporting on digital KPIs. Padraig Smith (Planning Director) Strategic Insight Leadership: Directs the process of gathering and applying deep audience insights to inform the core strategy while ensuring the solution aligns with policy objectives and addresses specific behavioural change goals as regards dog ownership. Strategy and Proposition: Leads the strategic planning and development of the proposal’s core content. Measurement and Evaluation: Designs the methodology for campaign pre-testing, performance measurement and post-campaign analysis, ensuring a robust framework is in place to track KPIs and report on the campaign’s overall effectiveness. Cross-Functional Coordination: Acts as the primary liaison for strategic alignment, coordinating the creative, digital and executive teams to ensure all aspects of the proposed activity is consistently unified and compliant with regulatory requirements, and based on the agreed central strategy. Graham Stewart (Copywriter): Message Quality and Consistency: With over twenty years of experience, his primary role is to ensure the consistency and quality of the campaign’s core messages (Control, Respect, Commitment, Welfare) across every touchpoint. Irish Language Expertise: Responsible for the sensitive and legally-compliant task of radio scripting in both English and Irish, specifically adhering to the Official Languages Act (Section 10A) and ensuring cultural/contextual relevance. Multi-Platform Copy: Responsible for all written elements, including radio scripts, high-impact print/display copy, and video/social copy optimised for the target audience. Conor O’Neill (Account Manager): Project Governance: Provides essential project oversight, ensuring all deliverables are produced on time, within budget, and meet the client's strategic objectives. Liaison and Quality Control: Acts as the primary client communication link and performs a final quality check to ensure message consistency and compliance (especially the Irish language component) before delivery. Marketing Network Organisational Chart CVs for your core team Kieran Killeen Role: Account Director Education &amp; Qualifications • MBA, University of Liverpool • Executive Leadership, Leadership Management International • Better Client Service, Dale Carnegie • MMII Experience Summary 35+ years leading national public information campaigns including Eircode, MyWaste, Abhaile and ComReg. Expert in managing multi-channel campaigns in regulated environments with a focus on behavioural change. Strong emphasis on stakeholder engagement, governance, and evaluation frameworks. Key Skills • Strategic leadership • Public-sector communications • Campaign evaluation and reporting • Cross-team coordination • Compliance oversight Role for this Tender As Account Director, Kieran Killeen will provide strategic leadership and governance across all phases of the campaign. He will be the senior liaison with the Department of Agriculture, Food and the Marine (DAFM), responsible for ensuring campaign objectives are met, and that all deliverables are aligned with public sector compliance, including Irish language obligations and the EU Accessibility Act. Kieran will oversee budget planning, contract management, escalation procedures, and performance reviews, ensuring the campaign delivers measurable outcomes and value for money. Conor O’Neill Role: Account Manager Education &amp; Qualifications • BA in Journalism, Dublin City University • Strategic Digital Comms, Marketing Institute • Strategic Creativity, IAPI Experience Summary Experience in managing national campaigns for clients including ComReg, Eircode, Ayvens, and Aircoach. Experienced in multi-stakeholder communications, project governance, timelines, budget management, and quality control. Key Skills • Project coordination • Workflow oversight • Clear communication • Quality control Role for this Tender As Account Manager, Conor will manage the day-to-day operations of the campaign, serving as the central communication hub between the agency and DAFM. He will coordinate timelines, deliverables, and internal resources, ensuring that every aspect of production meets agreed deadlines, quality standards, and strategic goals. He will also oversee the project forecast estimate, manage the change control process, and ensure every item is aligned with the campaign’s strategic direction and regulatory requirements. Elsie Arayes Role: Creative Director Education &amp; Qualifications • BA in Graphic Design, Notre Dame University, Lebanon Experience Summary Over 12 years leading creative campaigns for Eircode, Aircoach, MyWaste and Circol ELT. Specialist in concept development, visual identity, accessible design and creative direction across all media. Key Skills • Creative leadership • User-centred design • Multi-format creative direction • Behaviour-change campaigns • Inclusive and accessible communication Role for this Tender As Creative Director, Elsie will lead the development and delivery of the campaign’s visual and conceptual assets. She will be responsible for crafting two high-level creative concepts that are strategically aligned with the behavioural change objectives of the brief. She will ensure that all visual communications are accessible, inclusive, and comply with the Official Languages Act. Elsie will direct asset production for all media types (radio, print, VOD, digital, and social), maintaining high creative quality and audience relevance. Graham Stewart Role: Senior Copywriter Education &amp; Qualifications • BA in English, Trinity College Dublin Experience Summary 20+ years copywriting experience with major Irish and international agencies including TBWA and McCann. Specialist in public-sector messaging, plain-English writing, behavioural change content and bilingual scripting. Key Skills • Messaging clarity • Scriptwriting • Multi-format content writing • Copy systems development • Behavioural communications Role for this Tender As Senior Copywriter, Graham will craft all written campaign messaging, including bilingual (Irish) scripts, print copy, and short-form social content. He will ensure messaging is consistent across all campaign touchpoints, and that the language used is culturally appropriate, legally compliant, and behaviourally persuasive. Graham will also be responsible for radio scripting in both Irish and English, adhering strictly to Section 10A of the Official Languages Act and ensuring clarity, resonance, and accessibility in every format. Padraig Smith Role: Planning Director Education &amp; Qualifications Bachelor in Business Studies (Trinity College Dublin) MMII – Strategic Marketing and Strategic Marketing in a Digital World Dale Carnegie – Leadership Executive Leadership – Leadership Management International IAPI - Creative Thinking in Commercial Communications Experience Summary Vast experience of the Irish market since 1992 and a Member of the Marketing Institute of Ireland. Padraig also acted as the Irish representative on the Board of the European Association of Agencies as well as being president of the Integrated Marketing Communications Council. He is a shareholder in the business, with over 35 years’ experience in planning, strategy, marketing communications, advertising, digital and social media marketing. Key Skills Ability to Interpret client briefs Understanding the pathway to success Insights and consumer behaviour Integrated thinker who brings strategy to life across multiple disciplines Stakeholder engagement Research and compliance Role for this tender Padraig will direct the process of gathering audience insights to inform the core strategy while ensuring the solution aligns with policy objectives and addresses specific behavioural change goals as regards dog ownership. Padraig will lead the strategic planning and development of the proposal’s core content while also designing the methodology for campaign pre-testing, performance measurement and post-campaign analysis thus ensuring a robust framework is in place to track KPIs and report on the campaign’s overall effectiveness. He will act as the primary liaison for strategic alignment, coordinating the creative, digital and executive teams to ensure all aspects of the proposed activity is consistently unified and compliant with regulatory requirements, and based on the agreed central strategy. Paul Lucaci Role: Broadcast Director Education &amp; Qualifications • Diploma in Digital Creative, Polytechnic University of Bucharest • Certificate in Motion Design, Griffith College Experience Summary Over 8 years’ experience delivering broadcast-ready video, animation and audio-visual content for public and commercial organisations. Specialist in broadcast execution, video production, animation and post-production, with strong experience translating creative concepts into high-quality assets across multiple formats and channels. Key Skills • Broadcast creative execution • Video and audio production oversight • Motion graphics and animation • Post-production and asset adaptation • Multi-format content delivery Role for this Tender As Broadcast Director, Paul will lead the execution and delivery of all broadcast and video assets for the campaign. He will oversee the production of radio, VOD and short-form video content, ensuring all outputs are broadcast-ready, accurately timed and compliant with relevant broadcasting standards. Paul will direct post-production and animation workflows, adapting assets appropriately for different channels while maintaining creative quality, consistency and clarity of messaging. He will work closely with the Creative and Account teams to ensure that broadcast outputs align fully with the approved campaign strategy and behavioural objectives. Robert Doran Role: Digital Strategist Education &amp; Qualifications • MSc Multimedia, Dublin City University • Diplomas in UX, Graphic Design and Website Design Experience Summary Over 15 years’ experience in digital strategy, UX and performance analytics. Led digital campaigns for Eircode, MyWaste, Keelings and public-sector organisations. Specialist in multi-platform engagement, audience segmentation, analytics, optimisation and evaluation. Key Skills • Digital strategy • User experience • Analytics and optimisation • Multi-channel planning • Reporting and insights Role for this Tender As Head of Digital, Robert will oversee the strategy, production, and performance analysis of all digital assets. He will ensure digital deliverables meet accessibility and format specifications, are compliant with EU and Irish law, and are optimised for high performance across social platforms (YouTube, X, Facebook, Instagram, LinkedIn). He will also manage KPI tracking, develop post-campaign analysis reports (PCAs/Measurement Reports), and provide actionable insights to inform and optimise future campaign phases. Award Criterion 2 - Response to the Campaign Brief DPS Members responding to this RFT must demonstrate their full understanding of the Client’s requirements, their challenges and their target audiences, as described in the campaign brief at section 4 of Part C: Specification of Requirements. This may include but is not limited to: Understanding of the nature and challenges of the brief; Quality of research and informed understanding of the target audience(s); Quality and robustness of strategic approach and proposed high-level/outline creative concept. Response must include solutions to challenges identified; Quality of the project plan (inclusive of milestones, aligned to nominated team resources); Quality of proposal to monitor and report on campaign effectiveness. Tenderers should also provide a statement highlighting their understanding of the position of the DPS Client. Page Limit: A maximum of ten (10) x A4 pages should be provided for Award Criterion 2 (two) Note: A full creative response is NOT required as a response to this award criterion Statement Highlighting Understanding of the Position of the DPS Client We understand that the Department of Agriculture, Food and the Marine (DAFM) has assumed responsibility for Dog Control and is now tasked with a challenging behavioural change campaign. DAFM’s core mandate (to promote competitive and sustainable economic development, and to maintain the highest standards of animal welfare and consumer protection) underpins the critical need for this campaign. The challenge is not just regulatory, but cultural, aiming to shift public perception and responsibility around dog ownership to protect both human health and rural livelihoods (livestock). We are prepared to work closely with the Communications Unit and the Media Buying agency to deliver integrated, value-for-money solutions that are aligned with DAFM’s high-standards remit and the complexities of the Official Languages Act and other EU/national regulations. Understanding of the Nature and Challenges of the Brief The campaign presents a complex Behaviour Change challenge, moving beyond simple awareness to drive concrete, responsible actions. The core challenges are multi-faceted: Challenge Area Specific Challenge Identified in the Brief Proposed Solution Focus Audience Apathy Lack of awareness among the general public regarding their legal and moral obligations. Messaging must be emotionally resonant, highly visible, and delivered through high-engagement channels (VOD, Social) to cut through apathy. Issue Complexity The issue spans both urban (anti-social behaviour, attacks on people/dogs) and rural (sheep worrying, livestock attacks) settings. Creative concepts must be versatile and modular, allowing for distinct message framing (e.g., &quot;social fear&quot; vs. &quot;financial/animal suffering&quot;) while maintaining a unified core message (&quot;Under Control&quot;). New Owners/Impulse The rise of new owners post-COVID and the need for realistic information on time and cost commitment (€1,600 pa). Focus on proactive education, particularly targeting the 15-35 age group, before they acquire a dog, framing ownership as a serious, costly long-term commitment. Quality of Research and Informed Understanding of the Target Audience(s) Our strategy is built on the understanding that the target audience—especially the core 15-35 age group and new dog owners does not primarily consider dog control a serious or immediate issue. We must shift their perspective from &quot;my dog is perfect&quot; to &quot;I am responsible for my dog’s behaviour.” Audience Segment Current Mindset (As per Brief) Insight-Driven Communication Strategy Core Target (15-35s / New Owners) &quot;It's my dog, I'm a good owner, my dog is friendly, I don't need a lead.&quot; Use digital-first, short-form, and VOD content to deliver emotional, relatable, and shareable content. Focus on the negative social consequences (e.g., intimidating others, restricted access to spaces) and the true financial/time cost. Rural Visitors / Shared Space Users &quot;It’s a natural area, my dog needs to run.&quot; Direct, educational messaging during peak lambing season. Use OOH/Radio near rural trailheads and visitor areas to clearly articulate the catastrophic impact of sheep worrying on farming families. General Public Unaware of the severity of attacks, legal obligations, or the cost of ownership. Use high-reach traditional media (National Radio/Print) to establish the key legislative and moral messages, elevating the seriousness of &quot;under control&quot; to a societal standard. We would propose initial, rapid pre-testing of creative concepts via online panels to ensure the messaging resonates correctly and does not generate defensiveness or apathy in the core 15-35 target audience. The pre-testing panels will be selected to ensure demographic representation. They will be made up of a cross section or rural and urban dog owners and be gender balanced. For accuracy, we will divide the groups into those aged 15-24 and those aged 25-35 and conduct the research amongst a minimum of 30 participants per group. On the basis that we are proposing to develop two high level concepts, our plan is to use online surveys to do A/B testing on the concepts. Feedback from the groups will allow for messaging to be finessed, should there be a need to do so. KPI’s will be developed in advance of any research being undertaken. The KPIs will include behavioural intent, emotional impact, clarity of message etc. Post Campaign research will also be conducted In addition to standard PCA reporting, we believe post-campaign engagement is essential for maintaining momentum and ensuring long-term behavioural change. Our approach includes: Retargeting campaigns based on digital engagement data Ongoing educational content aligned with the campaign’s behavioural goals CRM/email strategies (if data capture is enabled) Partnerships with community stakeholders to maintain message visibility Quality and Robustness of Strategic Approach and Proposed Creative Concepts Our strategic approach is &quot;Under Control: It’s Not Just About the Lead.&quot; This positions the campaign beyond a simple plea for lead use, but as a holistic call for personal responsibility, training, and financial commitment. Core Strategy: Two-Pillar Approach Pillar 1: The Responsibility is Yours (Behaviour Change): Focus on the dog owner's agency and the direct, negative consequences of negligence on others (people and livestock). Pillar 2: The Reality Check (Awareness &amp; Education): Focus on the legal and financial commitment required, acting as a preventative measure for impulse ownership. Strategic Rationale and Behavioural Impact The proposed strategy has been designed to directly support the campaign’s behavioural objectives by translating audience insight into clear, actionable communications. Each creative output is deliberately structured to reduce barriers to engagement, reinforce positive behaviours and prompt measurable action among the target audience. By aligning insight, messaging and channel selection, the campaign ensures that activity is not only visible, but effective in influencing the desired behavioural outcomes. Added Value Should the opportunity arise, we would also seek a number of added value opportunities via Citizens Information, There are 90 Citizens Information Centres around Ireland, who engage with the public on a daily basis. Potential exists to provide print collateral for display at no cost in their centres. There are also 126 Intreo branch offices nationally who may also be in a position to display print material at no cost for display. There are also 330 library branches across Ireland, who may also provide access for print material at no cost for display. Quality of the Project Plan Our methodology is designed to meet DAFM’s maximum response times and ensure a seamless, multi-phase delivery that incorporates official requirements (Irish language, EU/national regulations). Key Milestones and Project Timeline Phase Description Key Deliverables / Milestones Nominated Team Lead Phase 1: Project Initiation &amp; Strategy MAX 3 Weeks from contract award. Strategy meeting, formal briefing, and in-depth DAFM/partner liaison. Detailed Project Plan, Finalised Research Insights Document, Team Alignment and Sign-off. Account Director Phase 2: Creative Development &amp; Pre-Testing MAX 6 Weeks. Concept refinement, asset design, copy/scriptwriting, talent sourcing, and pre-testing. Two Creative Concepts fully developed, Scripts (EN/IR) approved, Pre-Testing Report submitted to DAFM. Creative Director/Senior Copywriter Phase 3: Production &amp; Delivery Ongoing (Per Campaign Phase). Asset production (Radio, VOD, Print, Digital). Master asset delivery to Media Buying Agency, OLA-compliant assets delivered (Irish Language). Account Manager Campaign 1: Feb/March 2026 2 Weeks before launch. Final asset delivery. Radio/VOD/Digital/Social/Print Assets delivered. Account Manager Campaign 2: May/June 2026 2 Weeks before launch. Final asset delivery. Radio/VOD/Digital/Social/Print Assets delivered. Account Manager Campaign 3: December 2026 2 Weeks before launch. Final asset delivery. Radio/VOD/Digital/Social/Print Assets delivered. Account Manager Phase 4: Post-Campaign Evaluation MAX 8 Weeks after each campaign phase concludes. Post-Campaign Analysis Report (PCA) and Performance Review Meeting. Head of Digital Team Resources (Sample Alignment - Actual Names would be provided) The Core Service Delivery Team will be structured to ensure seamless delivery: Account Director: Oversees strategy, budget, and client satisfaction (KPIs). Account Manager: Daily contact, managing response times and production schedule. Creative Director/Senior Copywriter: Responsible for the quality and strategic alignment of all creative outputs (EN/IR scripts, concepts). Head of Digital: Leads campaign monitoring, digital asset creation, and post-campaign analysis. Quality of Proposal to Monitor and Report on Campaign Effectiveness Our monitoring and reporting framework is built around the Communication Objectives, moving from measuring Output to measuring Outcome (Behaviour Change). Metric Category Key Performance Indicators (KPIs) Measurement Source Reporting Frequency Responsibility Reach &amp; Output Total Impressions, Reach, Frequency, % Completion Rate (VOD), Irish language compliance. Media Buying Agency Data, Social Platform Analytics. Work-in-Progress (Weekly) Head of Digital + Media buyer liaison Engagement Click-Through Rate (CTR) to DAFM resources/leaflets, Social Shares/Comments, Search uplift for campaign-related terms (e.g., &quot;dog ownership cost&quot;), website clicks. Digital Analytics (Google, Social Media), Website, Search Data. Monthly Management Report Head of Digital Attitudinal/Awareness Benchmark Survey (Pre-Campaign). Post-Campaign Survey (3-6 months post-launch). Monitoring of: % of target audience aware of legal requirements; % of audience who agree control is a moral responsibility. Bespoke Primary Research (Client decision), Sentiment Analysis of Social Media. Post-Campaign Analysis (PCA) Report (Per Phase) Account Director and Research resource partner Behavioural Outcome Long-term DAFM Metrics: Trends in Dog Surrender Figures, Reported Incidents of Sheep Worrying, and Local Authority Fine/Enforcement Data. DAFM Data, Local Authority Data. PCA Report (Focus on Year-End Review) Account Director with engagement with DAFM Financial Performance Budget V Spend including any changes to scope Budgets/POs/Invoices On-demand and quarterly Account Manager PCA Report Structure: Every Post-Campaign Analysis (PCA) Report will include a detailed analysis of performance (measurement report) against the defined Communication Objectives, a full budget reconciliation, and actionable Learnings and Recommendations for optimising the next campaign phase. We commit to submitting the final PCA for each phase within MAX 8 Weeks of its conclusion Measurement and Optimisation Measurement will be used as an active decision-making tool throughout the campaign rather than solely as a post-campaign reporting mechanism. Pre-campaign validation will inform final execution, while in-campaign performance data will be reviewed on an ongoing basis to optimise messaging, formats and channel emphasis where appropriate. Post-campaign evaluation will assess effectiveness against agreed KPIs, ensuring clear accountability, learning capture and value for money. Platform: In order for the campaign to be robust, reach all target audiences, provide continuous support along with crucial information to develop and maintain a certain societal habit, a platform could be created that is branded and dedicated to the cause. We propose having a dedicated Instagram page with content speaking to all three audience segments. The ‘highlights’ section can be populated with different types of information, sectioned off clearly, with reels pinned to the top that explain key points of the campaign. This platform will be called ‘Dog Aware’, a parallel to ‘Drink Aware’, meant to encompass new owners and ‘bad’ owners alike. We have visualised its branding and have used it in our two options below but with a different visual language. The logo we created is friendly and approachable with the choice of icon and illustration style, and the font used has a more stern and serious approach. The colours chosen appeal to our target audience, fresh, modern, attention grabbing, but utilising warning colours, flashy and strong. Colour Option 1: Colour Option 2: High-Level/Outline Creative Concepts Concept 1: Pride &amp; Control Theme: &quot;Take the lead&quot; A play on words, referencing the tool that represents control, the lead, and touching on the dog owner’s pride by insinuating that they are not in control as long as their dog is out of control. This is the tone of voice and direction throughout the campaign communication. Print/OOH:38102285750 The visual is straight forward but alarming at the same time. The dog is threatening, capturing attention and highlighting an important aspect of the campaign, safety. The visual is balanced with the zigzag border, it’s playful but still showing the effect of the danger. The copy explains what is expected from the viewer and ends with a clear call to action, our tagline. The playful and colourful stickers serve to bring in the segment of the audience who are new owners, to reel them in rather than scare them away from dog ownership. These elements will play a role in the campaign depending on which segment we’re talking to. Social Media Posts Examples:3810231432521431253143254248150304800 Radio Script: Who takes the lead? You are liable for your dog’s behaviour And you are responsible for their wellbeing. If your dog is undisciplined, Then you’re the one who’s out of control. Keep your dog safe and make your community a safer place. Take the lead Follow @dog.aware for more information Tóg an iall* An bhfuil iall agat ar do mhadra? Tá dualgas ortsa ar iompar do mhadra. Mura bhfuil smacht agat orthu is tusa an duine atá as smacht. Tóg an iall agus coinnigh do cheantar níos sábháilte VOD Storyboard Sample:38102318183 Who takes the lead? You are liable for your dog’s behaviour and you are responsible for their wellbeing. If your dog is undisciplined, then you’re the one who’s out of control. Keep your dog safe and make your community a safer place. Take the lead Follow @dog.aware for more information The storyboard follows the style of the print ad; it has the borders in the same way, a combination of real footage and flashy graphics. The border is rounded when the dog is behaving, and spiky and aggressive when the dog is being bad. Appealing to a wide range of audience, the video is approachable and attracts new owners with the wholesome moments with the dog, where it also targets the ‘bad owners’ who need a wake up call. There is a type for bad owners, those who choose the illegal breed of dog, those who defend their dog’s bad behaviour. In order to attract them and create a spirit of ‘it’s cool to be in control’, the visual direction is chosen to portray this. VOD Storyboard Visual References:38102304800 Concept 2: Loyalty &amp; Reflection Theme: &quot;Loyalty goes both ways&quot; Loyalty is a word closely associated with dogs. Dogs are devoted to their owners and humans value this in dogs the most. It is the first quality that people name when they choose having a dog versus any other pet. But do owners show the same devotion to their dogs? Loyalty means being there when it matters, it means showing up and going against what is easy and doing what is right. This theme reflects back on the owner, highlighting that the dog’s behaviour says a lot about a person’s values. Print/OOH:38101323850 The visual is minimal, it brings in a friendly dog making eye contact with the viewer and holding them accountable for the contract they’re making. The idea of a contract is brought in because it best portrays loyalty and shows that it’s a two way street. The contract outlines the main elements of the campaign and these can be elaborated on in the different deliverables. It’s serious but playful at the same time, with the name of the contract being a play on words, and the signatures in the bottom written as if a dog is addressing its owner and itself. Social Media Posts Examples:4410075390525381023810002228850381000 Radio Script: Loyalty. The word that defines dogs the most. They look at you with stars in their eyes. But do you pay them the same courtesy? Dog ownership is a responsibility, It’s more than cuddles and cute pics. You are responsible for feeding, grooming, and taking care of their welfare As well as ensuring your dog is under control and adhering to the rules. Loyalty goes both ways. Follow @dog.aware for more information Dílis* An focal is coitianta a úsáidtear chun cur síos a dhéanamh ar madraí. Breathnaítear ort le réaltaí sna súile. An bhfuil an chúirtéis chéanna agat dóibh? Tá freagracht (ort) an t-úinéir… smacht agus aire a thabhairt dóibh cosúil le bia, grúmaeireacht, grá, smacht, agus a chinntiú go gcloíann tú lena rialacha. Ná déan dearmad is sráid dhá bhealach í dílis. *Broadcast and Language Compliance All broadcast and audio-visual content will be developed and delivered in full compliance with relevant broadcasting standards and public-sector communication requirements. Irish and English language assets will be managed with specialist oversight to ensure accuracy, clarity and consistency of messaging, with all content reviewed prior to delivery to mitigate compliance and reputational risk. VOD Storyboard Sample: Loyalty. The word that defines dogs the most. They look at you with stars in their eyes. But do you pay them the same courtesy? Dog ownership is a responsibility, it’s more than cuddles and cute pics. You are responsible for feeding, grooming, and taking care of their welfare as well as ensuring your dog is under control and adhering to the rules. Loyalty goes both ways. Follow @dog.aware for more information Understanding of the DPS Client We understand that the Department of Agriculture, Food and the Marine (DAFM) has assumed the crucial function of Dog Control and is tasked with running a complex behavioural change campaign. We recognise that DAFM’s mandate covers the highest standards of animal welfare and the protection of rural livelihoods (livestock). Our campaign strategy is designed to deliver integrated, value-for-money solutions that are aligned with DAFM’s regulatory remit and compliant with the requirements of the Official Languages Act and other relevant EU/national regulations. 2. Understanding of the Nature and Challenges of the Brief Challenge Area Specific Challenge Identified in the Brief Strategic Solution Focus Behaviour Change Moving the public from apathy/ignorance to consistent, active control of their dogs (Key Message 1). Creative concepts must be emotionally resonant and highly visible across high-engagement digital channels to cut through audience apathy. Issue Complexity The issue spans both Urban (attacks on people/dogs, anti-social behaviour) and Rural (sheep worrying, catastrophic financial loss) settings. Concepts must be modular: delivering distinct message framing for Urban/Rural audiences while maintaining a unified core message of &quot;Under Control.&quot; Target Audience Focus on 15–35-year-olds / new dog owners who often lack awareness of the commitment (€1,600 pa cost) and legal obligations. Use digital-first, &quot;Reality Check&quot; content to proactively educate this group pre-purchase about the full, high cost and long-term commitment of ownership. 3. Quality of Research and Informed Understanding of the Target Audience(s) Our strategy, &quot;Under Control: It’s Not Just About the Lead,&quot; is grounded in the insight that the audience does not perceive dog control as a serious or immediate issue. We will use targeted channels to shift this perspective: Audience Segment Current Mindset (As per Brief) Communication Strategy Core Target (15-35s / New Owners) &quot;My dog is friendly, I'm a good owner, I don't need a lead.&quot; Shift the Narrative: Use VOD/Short-Form Social to normalise responsibility. Focus on the negative social consequences (fear, restricted access) and the true financial cost. Rural Visitors / Shared Space Users &quot;My dog is running free in a natural area.&quot; Highlight Catastrophic Impact: Use Radio and OOH in regional areas, especially during Feb/March (lambing season), to articulate the devastating legal and financial impact of sheep worrying on farming families. General Public Unaware of the severity of attacks, legal obligations, or cost. Set Societal Standards: Use high-reach traditional media (National Radio/Print) to establish the key legislative and moral messages as a clear societal norm. 4. Quality and Robustness of Strategic Approach and Proposed Creative Concepts Our strategic approach is &quot;Under Control: It’s Not Just About the Lead,&quot; a two-pillar model focusing on Pillar 1: The Responsibility is Yours (driving behaviour change through consequence) and Pillar 2: The Reality Check (driving awareness through education). High-Level/Outline Creative Concept 1: The 'Ripple Effect'. 5. Service Management and Delivery (including Account Management) Our service delivery is driven by a disciplined methodology, guaranteeing an expert, efficient, and prompt value-for-money service.5.1 Delivery, Timeliness, and Communications Plan Criterion Procedure to Ensure Compliance Our Commitment Methodology Hub and Spoke Model: The Account Manager is the central Hub, managing communication, budget, and project flow. Specialists (Creative Director, Head of Digital) are the Spokes, delivering platform-specific, modular assets. Streamlined, expert-led delivery. Urgent Query Escalated immediately to Account Director. Direct verbal response with a clear plan of action. Within 30 minutes (Exceeding 3 hours) Standard Query Acknowledged by the Account Manager, providing an estimated resolution time. Within 2 hours (Exceeding 24 hours) Meeting Request Immediate check of team calendars and confirmation of availability with a draft agenda. Within 48 hours (Exceeding 72 hours) Project Estimate Dedicated resource time allocated for rapid scoping and budget breakdown. Within 3 days (Exceeding 5 days) Integrated Campaigns The Account Manager liaises directly with the Media Buying Agency. The Head of Digital enforces a mandatory Specs Compliance Check on all assets to prevent last-minute technical delays. Seamless, multi-channel rollout. 5.2 Budget Management and Invoicing Criterion Procedure and Control Mechanism Budget Management All projects are governed by the Project Forecast Estimate. The Account Manager reports budget burn vs. forecast in bi-weekly WIP reports. Change Control Any request outside the approved scope triggers a formal Change Request Note, detailing the cost and timeline impact. No work commences without DAFM's prior written approval, strictly preventing scope creep. Invoicing Invoices are fully itemised, cross-referenced to the approved Project Forecast Estimate, and submitted immediately upon project sign-off. 5.3 Quality Assurance (QA) and Performance Reviews Criterion Procedure and Governance Quality Assurance Two-Tier Mandatory QA: Tier 1 (Specialist QA) checks technical compliance, copy accuracy, and brand consistency. Tier 2 (Director QA) (led by the Account Director/Creative Director) verifies strategic alignment, legal compliance (including OLA), and risk mitigation. KPIs &amp; Performance Service Delivery KPIs (e.g., On-Time Delivery Rate, Response Time Compliance) and Campaign Effectiveness KPIs (e.g., Awareness Lift, CTR) are formally tracked. Management Reports Bi-Weekly WIP Reports cover project status, budget tracking, and risk logs. Post-Campaign Analysis (PCA) Reports are submitted within 8 weeks of a phase's conclusion, focusing on objective achievement, budget reconciliation, and actionable recommendations. Satisfaction Managed via the Account Director, using the Quarterly Performance Review Meeting to formally review KPIs, discuss client feedback, and agree on service improvements. 6. Risk Mitigation, Dispute Resolution, and Assurance 6.1 Outline of Risks to Service Delivery and Mitigation Strategies Risk Category Specific Risk Mitigation Strategy Personnel Loss of a Core Team Member during a critical phase. Formal Succession and Backup Plan (R3): All five asterisked Core Roles have a designated, equally senior backup who is briefed on the account. The Account Director notifies DAFM immediately and nominates the replacement for approval. Creative Creative Concept fails to resonate or causes negative audience reaction. Mandatory Pre-Testing (R4): The proposed methodology includes rapid pre-testing of the two creative concepts before full production to refine messaging and mitigate risk. Project Control Scope Creep, causing delays and budget overruns. Strict Change Control Procedure (R1): Prevents work outside the approved scope without DAFM’s explicit written consent. Compliance Non-Compliance with Legal/Regulatory Acts (e.g., Official Languages Act). Tier 2 Director QA (R5): Includes a mandatory Legal/Regulatory Review checklist; Irish language content is verified by a qualified native speaker. 6.2 Dispute Resolution and Escalation Procedures We operate a three-tiered escalation model to resolve issues swiftly and professionally: Level Role Scope of Issue Resolution Time 1 (Operational) Account Manager Day-to-day queries, minor scheduling conflicts. Within 24 hours 2 (Strategic) Client Account Director Strategic disagreements, quality concerns, budget disputes. Within 48 hours (Meeting Scheduled) 3 (Executive) Senior Management Team Significant contractual or structural disputes. Within 3 working days of Level 2 escalation 6.3 Conflict of Interest Procedure We recognise that all Core Service Delivery Team members are required to declare any existing or potential conflicts. Currently no conflicts exist, however, should a conflict arise during the contract period, the Account Director will immediately notify DAFM's Contract Manager in writing, propose a mitigation strategy, and await DAFM's written approval before proceeding. Award Criterion 3 - Service Management and Delivery (including Account Management) Tenderers must demonstrate their approach to Service Management and Delivery including, but not limited to, their approach to: Delivery of expert, efficient, prompt, value for money service in a timely and responsive manner Managing integrated campaigns across multiple traditional, digital, mobile, social media and other emerging technologies. The methodology outlined should also address how the tenderer proposes to meet agreed response times. Management of satisfaction levels and quality of service Performance reviews and meeting Key Performance Indicators (KPIs) Quality Assurance Preparing management reports and any other reports as required Communications plan - Liaising with the Client to ensure the efficient and effective delivery of services including their approach to responding to queries Budget management Invoicing Dispute resolution and escalation procedures Conflict of Interest procedure Outline of Risks to service delivery, including strategies to mitigate these risks Page Limit: A maximum of SIX (6) x A4 pages should be provided Our service management approach is designed to give the Department clarity, control and confidence at every stage of delivery. The Department will experience predictable timelines, early visibility of risk, transparent budget management, and clear accountability through a single senior point of contact. Our processes are deliberately structured to reduce administrative burden on the client while maintaining full public-sector governance and compliance. With over 35 years’ experience in communication campaign strategy, planning development, and campaign execution, we bring significant expertise and robust internal processes to ensure the smooth development of communications campaigns on behalf of the Department of Agriculture, Food and the Marine. Our project teams are structured to ensure that should any member of the team become unavailable or incapacitated, there is always a support team member available to step into their shoes seamlessly. This ensures that the project can run with no interruption. We follow a rigorous procedure to ensure quality and timely delivery. Depending on client/project requirements, we meet clients weekly, bi-weekly or monthly. This approach has served us well over many years. The process adopted is as follows: • A creative brief is prepared for each campaign. • Weekly Progress Report template developed. This is circulated weekly each Monday to the client. It covers all initiatives in progress and confirms the status of each project. (see sample below)• A Budget is developed and presented to the client prior to costs being incurred.• Weekly meetings are agreed in advance of the project and run face-to-face or on Zoom/Teams as required.• Information-sharing platforms (i.e. Microsoft Teams) may or may not be used depending on client preferences. Our Quality Management Process works via the operational process outlined above in addition to: • Second eyes team(unconnected) review materials prior to artwork approval form submitted for any print project (signed off by agency and client). • Video material is supplied in draft phases using Frame.io – a shared platform that allows all those working on the project to comment directly on the content. • Revisions are managed by the Account Manager who oversees the output created by the creative and visual production teams. As an agency, we are not in the business of ‘nickel and diming’ clients and do not charge for revisions unless there are significant amends, the hourly rate agreed is applied to outputs using data from our real-time time-management system. Where additional costs are likely to arise, the client is immediately informed, and no work is commenced until these costs are signed off. • Creative File Management System - The agency has access to dedicated servers and content is also backed up in the cloud. Each job is filed in its own unique folder and all previous iterations are retained for 1 year. • Service levels are monitored on a weekly basis by the Account Director. Budgeting - Our internal buying team seek quotes from approved suppliers to assess the best price/quality options. Budgets are provided to the client in advance of project commencement. The client provides a PO on budget sign-off. Agency bills as agreed. Updated budgets are provided where the project scope changes, which must be signed off by the client prior to any additional costs being incurred. We operate with full transparency with “No Surprises”.• Production - All production requirements are managed and monitored by our skilled agency production manager in conjunction with the agency team. • Evaluation – The agency and client evaluate activity against pre-set KPIs. Once appointed, the Agency client service team will meet with the client to review our tender response, discuss client requirements and agree on efficient ways of working, including an approach to responding to queries. This will enable the agency to develop a full-service level agreement, which will include. • Management of satisfaction levels and quality of service. • Performance reviews including Key Performance Indicators (KPIs). • Quality Assurance. • Reporting requirements, content required and formats. • An outline communications plan with timings and key milestones. • Finance requirements including budget management. Invoicing and purchase orders, details required on invoices and payment schedule. • Dispute resolution and escalation procedures. • Contingency Arrangements – Risk analysis. • Agency team contact details. • Notification of holidays for team members. • Agency response times Team Structure and ContinuityOur project teams are structured to guarantee continuity and reliability. If any team member becomes unavailable or incapacitated, a trained support team member is ready to step in seamlessly. This ensures that projects run uninterrupted, maintaining high standards of delivery regardless of unforeseen circumstances. Project Management Tools: Monday.com &amp; NotionWe leverage Monday.com and Notion, robust project management platforms, to streamline workflows, track timelines, and monitor deliverables. Monday.com allows us to: ● Centralise Project Details: All project information, task assignments, and timelines are stored in a single, accessible platform, ensuring transparency. ● Track Progress in Real-Time: Dynamic dashboards provide an up-to-date view of project status, making it easy to identify potential delays or bottlenecks. ● Facilitate Collaboration: The platform enables seamless communication among team members and with client team members, ensuring that everyone remains aligned with project objectives. ● Manage Timelines Effectively: With built-in scheduling tools, we can create detailed timelines, set reminders, and ensure deadlines are met. Progress Reporting and Client CommunicationWe produce a detailed weekly report, referred to as ‘progress control,’ which serves as both a meeting agenda and a record of minutes in the form of a contact report. This report is shared with the project team within 12 working hours of the meeting. The use of Monday.com enhances this process by enabling automated updates and notifications for clients, ensuring consistent and timely communication. Internal Workflow ManagementInternally, our entire team meets every Monday, Wednesday and Friday to review workflows, timelines, and quality assurance processes using Monday.com to maintain team cohesion and address any immediate issues, ensuring that timelines and quality standards are always upheld. This has proven highly effective and ensures that Department of Agriculture, Food and the Marine campaigns are delivered on time, within budget, and to the highest standard of quality. Evaluation &amp; Reporting: Campaign tracking and evaluation is key to on-going success and learning for the future. As part of our response to any brief, we will look to agree SMART KPI’s with the client (Specific, Measurable, Achievable, Relevant, and Time-Bound). Once the campaign has been finalised, we will review it against the agreed KPIs. Where possible, we look to A/B test creative particularly on digital platforms to ensure best results. We also look to continually monitor performance and where possible refine creative to improve performance By adopting this structured and data-centric approach, we aim to foster accountability, drive measurable results, and support our clients in achieving their objectives with confidence and precision. If in-campaign evaluations reveal that we are not meeting the established targets, we take a proactive approach to course correction. This involves implementing an adaptive strategy that leverages A/B testing to identify what is and isn’t resonating with the target audience. By comparing different variations of key campaign elements—such as messaging, creative assets, or channel strategies—we gather actionable data to refine our approach in real time. This iterative process ensures we are continuously optimising campaign performance, addressing underperforming areas, and steering efforts toward achieving the desired outcomes. Irish Language Act The Official Languages Act (Amendment) 2021 has seen the need for state bodies to allocate 20% of their media spend to Irish language advertisements with 5% of the budget being spent on Irish language media channels. The agency understands the requirements of the act and has been working with multiple clients on the output of Irish language content since Q3 2022. We work with an experienced team of translators to ensure all creative is translated to the highest standard. Data Storage &amp; Compliance We operate as both a data controller and data processor depending on client needs. All data is securely stored either in Ireland or within the EU on servers which are fully protected. Where a third party stores data on our behalf, we ensure that this is stored securely within Ireland or the EU. When acting as a data controller and we engage the services of a data processor, we take the necessary steps to ensure that data protection standards are maintained in line with Article 28(3) of the General Data Protection Regulation (GDPR). Before the start of the processing operations, we enter into a written legally binding agreement to define their respective roles and responsibilities including ● The subject matter. ● Duration, nature and purpose of the data processing. ● The type of personal data being processed. ● The categories of data subjects whose personal data is being processed. ● Our obligations and rights as the controller and the specific obligations of the data processor. When collecting data, we ensure that all communications materials contain the appropriate data protection clause and information for the data subject. All communications to data Target Audience &amp; Persona Development A key element of our communications strategy will be to identify and understand our target audiences. These will be identified based on historical experience, research and client/agency insights. Once we agree on our target audience, we will look to develop personas to allow us to identify communication channels and messaging. Personas are simulated profiles that represent the audience we are attempting to communicate with. They are snapshots that enable us to develop a more sophisticated and targeted style of communication and messaging and reach people on a more personal level. When developing personas, we have an opportunity to deep-dive into our audience, focusing on micro segments with specific characteristics within these groups. It is important to have personas that can be targeted via multiple touch points, with key messages throughout the year. Escalation Procedure We maintain a formal, four-level escalation pathway to ensure rapid issue resolution and service continuity. Level 1 – Project Manager / Account Manager Minor issues resolved within 24 hours. Level 2 – Department Lead Creative Director, Strategy Lead or Production Head intervenes for repeated issues or risks to budget/timeline. Level 3 – Senior Management Managing Director involvement for high-risk issues or disputes requiring executive decision-making. Level 4 – Legal / Formal Dispute Resolution Only invoked in the rare event that contractual disputes remain unresolved. This structured escalation ensures transparency, rapid response and protection of the client’s interests throughout the contract. Risk Management and Contingency Planning Risk analysis is embedded in our PID and monitored weekly. Typical risks include: Delays in approvals Unexpected workload surges Scope changes Production or supplier delays Audience response segmentation issues Mitigation measures include: Early visibility of dependencies Milestone buffers Backup personnel for all roles Rapid reallocation of resources via Monday.com Clear version control “No surprises” budget management We maintain a trained support team to step in immediately if any team member becomes unavailable. Evaluation &amp; Continuous Improvement We apply a structured evaluation model: SMART KPIs agreed at project outset Dashboarding of digital and campaign metrics Monthly and end-of-campaign reporting A/B testing for digital creative variants Optimisation based on live data Where performance falls below expected levels, we implement targeted corrective measures, test alternatives and optimise creative or channel mix in real time. Award Criterion 4 – Proposals on the incorporation of Social Considerations (diversity and/or social inclusion) into the delivery of the services Tenderers must demonstrate their approach to social considerations, including diversity and wider social inclusion. Social considerations may refer to a DPS Member’s approach to social inclusion and diversity, including but not limited to their: Proposal to reach Irish society in all its diversity via the services delivered In this context, social inclusion shall be defined as set out in the Government of Ireland “Roadmap for Social Inclusion 2020-2025”, which states: “Social Inclusion is achieved when people have access to sufficient income, resources and services to enable them to play an active part in their communities and participate in activities that are considered the norm for people in society generally.” Diversity shall include measures to prevent discrimination, promote equality of opportunity and protect the human rights of all persons across various dimensions, including but not limited to: ∙ Nationality ∙ Culture (including membership of minority groups) ∙ Language ∙ Ability (including level of literacy and media literacy) ∙ Age ∙ Gender ∙ Sexual orientation ∙ Financial circumstances Page Limit: A maximum of 2(two) x A4 pages should be provided Award Criterion 4 – Social Considerations: Diversity and Wider Social Inclusion Our approach to social considerations is embedded within our service delivery methodology and is fully aligned with the Government of Ireland’s Roadmap for Social Inclusion 2020-2025. We recognise Creative Campaign Services as a critical public communication function, with a responsibility to ensure that information, resources and behavioural guidance are accessible to all members of Irish society, enabling full participation in community life. In the context of the Animal Welfare (Dog Control) campaign, social inclusion means ensuring that every dog owner, potential owner, and member of the public can easily access, understand and act upon their legal and moral responsibilities, regardless of language, ability, age, financial circumstance, cultural background, or geographic location. Proposal to Reach Irish Society in All its Diversity via the Services Delivered Our campaign strategy, creative execution and channel planning are designed to intentionally address multiple dimensions of diversity and social inclusion: Dimension of Diversity Communication Strategy &amp; Mitigation Focus Language Official Languages Act Compliance: All key deliverables, including the 30-second radio spot, will be produced in Irish and English Language. Irish language content will be written and verified by Irish language professionals to ensure clarity, accuracy and cultural appropriateness. Ability (Literacy) Low-literacy design principles: Campaign assets will prioritise visual storytelling, concise messaging and clear calls to action. Accessible formats: Video assets will be designed to work without sound and include captions/subtitles where applicable. Audio accessibility: Radio ensures reach for audiences with visual impairments. All digital assets will comply with the EU Accessibility Act, ensuring usability for people with physical, sensory and cognitive disabilities. Media Literacy Multi-Platform Strategy: By deploying the message across Radio, Print, OOH, and Digital/Social/VOD, we ensure the communication reaches the population base regardless of their primary media consumption habits or technical literacy level. Culture / Nationality Inclusive Casting: Visual and video content will reflect Ireland’s diverse population across ethnicity, age, family structures and community contexts, supporting audience identification and trust. Messaging avoids stereotyping and is framed around shared civic responsibility. Age Targeted Channels: VOD and social platforms (e.g. Instagram, TikTok, YouTube) target the priority 15–35 demographic. National and regional radio and print ensure strong reach among older audiences. Financial Circumstances Financial Inclusion Messaging (The Reality Check): The platform ‘dog aware’ has all the necessary information that highlight the cost of owning a dog, this will be communicated through social posts and videos and placed strategically on the page (highlights) to create more awareness on the subject. Strategic Application to the Dog Control Campaign Accessibility (Ability &amp; Language): The radio element, a high-reach medium, ensures the message is accessible to those with lower literacy levels or visual impairments. The provision of all radio assets in both Irish and English adheres to linguistic diversity. Targeting (Age &amp; Media Literacy): The 4 x 10-second short-form video content will be used to deliver micro-messages (e.g., &quot;The €1,600 Cost,&quot; &quot;Leads Protect Livestock&quot;) to the youth and digital-native audience (15-35) on high-frequency social platforms (e.g., TikTok, Instagram Reels), ensuring the message is delivered where this cohort is most active. Geographic &amp; Socioeconomic Inclusion: The campaign is designed to be fully integrated across national and regional media options (Radio/Print/OOH). This ensures that citizens in rural areas, who are disproportionately affected by sheep worrying and may have less access to certain digital services, receive the crucial, life-saving messaging. Conclusion Our approach ensures that both the service delivery and the creative outputs actively promote social inclusion in line with national policy. By following Universal Design protocols and designing accessible, linguistically inclusive and culturally representative communications, and by deploying them across diverse channels and regions, we ensure that the message of responsible dog ownership is accessible, understood and actionable for Irish society in all its diversity.