Tender Specification for the AGSA brand strategy, architecture, policy and implementation

Transcription

1 Tender Specification for the AGSA brand strategy, architecture, policy and implementation a. Background The Auditor-General South Africa (AGSA) brand is our most valuable asset and regarded highly both locally and internationally in the audit and government fraternities. The AGSA aims to align its attributes with varying perceptions by stakeholders, including constituents. This will affirm the brand reputation and presence so that our brand strength retains a long-lasting valuable position in the minds of stakeholders. The AGSA has a constitutional mandate and, as the Supreme Audit Institution (SAI) of South Africa, exists to strengthen our country s democracy by enabling oversight, accountability and governance in the public sector through auditing, thereby building public confidence. We aspire to see a public service that is characterised by the following: Robust financial and performance management systems Oversight and accountability Commitment and ethical behaviour by all A value-adding assurance provider. Our approach to realise our aspirations has both external and internal focus. The following goals will be pursued over the next three years: Valueadd Auditing Visibility for impact Viability Vision and Values Driven The organisation has made significant strides over recent years in managing risks in a robust and holistic manner and our leadership has identified key focus areas to assist with delivery on our organisational mandate in the medium term. For brand, these are as follows: Strategic: to be relevant to our stakeholders Reputational: to lead and be seen to lead by example in relation to other SAIs

2 Operational: audit process articulation thereof to stakeholders Human capital: to have access to the right calibre of staff to successfully deliver on our strategy Technological: functional information technology/ digital (IT) governance structures and processes in a branding context as a digital communication enabler to reach broader sections of our stakeholders. It is fitting to develop a brand strategy that positions the AGSA brand in line with the new corporate strategy, which emphasises brand presence and visibility for impact and assists the organisation to manage identified risks and ultimately develop an affinity both internally and externally with the AGSA. This brand needs to be positioned and refreshed to the level of the esteem it holds within the organisation and internationally. Buy-in Scope of work To develop a brand strategy that will build, enhance and maintain a unique image of an independent, professional chapter 9 (of the SA constitution) organisation with a constitutional mandate; demonstrating care for internal, local and international stakeholders (mostly other SAIs) and engenders trust and top of mind association of the AGSA. To develop a brand strategy that protects and enhances the AGSA brand and reputation by ensuring a consistent experience for stakeholders in all touch points. To develop brand architecture for audit services in their national and regional capacities: 1. Regulatory audits a. National and provincial government audits (PFMA) b. Local government audits (MFMA) 2. Non-regulatory audits a. Information systems audit b. Special (investigations) audits c. Performance audits 3. Audit research and development. 4. International audits To develop brand architecture for internal support services and sub-services offered by these business units: 1. People functions a. Learning and development

3 i. All staff ii. Trainee audit programme b. Graduate recruitment c. Human capital 2. Communication a. Stakeholder relations b. Internal communication c. Publications including audit, special, annual reports and similar d. Media, including aligned representation by leadership and AGSA representatives e. Brand 3. Strategic Audit Projects and Institutional Corporation 4. Information and Communications Technology 5. Finance 6. Information and Knowledge Management 7. Corporate Legal and Provisioning Services 8. Quality Control To develop the AGSA s corporate identity (brand policy) a visual audit must be undertaken for all two-dimensional (2D) collateral and three-dimensional (3D) environmental branded items outlined under specifications below. the appointed service provider will be tasked to conduct annual brand audits for the duration of the contract. To implement the new brand strategy focusing on internal and external stakeholders. methodology must be created to determine impactful situations where the AGSA brand can be emphasised and awareness can be created. Be mindful of the different audiences the AGSA must address, from national to international audiences, including youth groups for recruitment purposes, to well-educated financial audiences, as well as rural and uneducated audiences. messages should also be created for more financially educated segments. touch points (including events and functions) must be identified where the AGSA brand can be emphasised. Measurement elements to be identified to measure the impact of the AGSA brand presence.

4 b. Period of contract Three years Specifications Strategic planning The roles and responsibilities of the appointed supplier will include the following: Developing an integrated brand strategy focusing on positioning, brand architecture and driving brand presence of the AGSA, its constitutional mandate and relevance to internal, local (auditee and non-auditee institutions plus the general SA public) and international stakeholders, and applying global best practice in the auditing environment. Detail the objectives, strategies and methods of execution to be used and develop measures to assess effectiveness and determine whether objectives are met. Details could include, but may not be limited to, corporate brand strategy, audit products/ services brand strategies, communication objectives, situation analysis (SWOT), target audiences, key products and their value propositions, key messages and recommendations for research as required, as well as budget, timing, rationale, deliverables, actions and next steps, and the evaluation process. Develop a corporate identity manual for the AGSA. Develop a launch and roll-out strategy over the duration of the contract, taking into consideration key focus areas articulated above, the constitutional mandate and audit cycles of the Municipal Financial Management Act (MFMA) and Provincial Financial Management Act (PFMA). Currently the MFMA general report is tabled in Parliament by the auditor-general in June and the PFMA general reports in November annually. Provide advice and guidance on the use of traditional, new and emerging media methods for the execution of the brand strategy that reaches institutional stakeholders and the general public. The media plan must be in line with current trends and digital developments and practical in supporting the brand strategy developed as per this request. Provide insight into and recommendations for partnerships, cross promotional and media sponsorship opportunities that will support the brand strategy but not compromise our independence. Prepare strategies using information to be provided, including but not limited to the AGSA s strategic plan budget and integrated annual report (IAR), taking into consideration other marketing and communications activities coordinated by the AGSA outside this request. Ensure that strategies are actionable with validated support and ideas that are aligned.

5 Ensure that strategies are approved by the AGSA before implementation. Reporting and communication The agency will be required to report to and communicate with the AGSA as follows for all work performed under the contract: Provide contract reports, as required, including but not limited to discussion points, decisions and next steps as applicable. Provide budget reports, as required, including but not limited to costs incurred and projected final costs against approved estimates and overall budget, as applicable. Provide performance monitoring and close-out reports for all executions, including but not limited to a summary from planning to completion, including results against planned objectives, impact summary, insights and recommendations as applicable. The agency is also responsible for facilitating and maintaining regular communication with the AGSA and immediately notifies the AGSA of any issues or concerns relating to any work performed under the contract as they arise. Deliverables The proposal must outline its high-level creative concept, particular project approach and cost. The responding contractor must recommend the most effective combination of deliverables and method statement. Outcomes Developed with measureable outcomes for the AGSA brand strategy and firm brand positioning among staff, local stakeholders (auditees and non-auditee entities),; the general SA public and international stakeholders. Service providers are required to respond to this request for tender by demonstrating their experience, capability, high-level concept and suggested approach towards the brand strategy, brand architecture, positioning, CI manual, roll-out strategy and monitoring mechanisms. The submission must provide a clear indication of the proposed approach to, but not limited to, elements listed under Summary of task above, and also the objectives of this project. In terms of the evaluation of the proposal, strong emphasis will be placed on the approach and its practicality for execution.

6 Measurements Strength of the brand strategy to meet the AGSA s objectives andto support key focus areas Practicality of the proposed brand strategy framework Brand architecture that is in sync with audit and support services Strength of proposed brand roll-out plan that takes all stakeholders into consideration over a given period and audit cycles. Specifications for the corporate identity manual Three-dimentional (3D) designs and applications A visual audit of the current environmental brand principles (EBP) of the AGSA. Revisiting and refreshing of the EBP, in general, in line with global best practice, also taking into consideration the use of space relating to the auditing environment, including but not limited to the following: Approach and entry Signage Building receptions and public areas Office and working areas Evaluation of ergonomics of all the AGSA offices nationally Quality checks on office furniture Paint colours Partitioning Materials (all finishes floors, rest rooms, circulation areas, reception areas, glazing, vinyl decals) Furniture look and feel Art work Cutlery and crockery, etc. Dress code (for leadership and strategic engagements). An EBP manual, together with a policy document and guidelines addressing the EBP specifications and applications of all items mentioned above, should be provided. Note: Respondents are welcome to recommend any further/other appropriate interventions as they see fit. These interventions must be explained and motivated in the context of this brief.

7 Two-dimentional (2D) and digital A visual audit should be conducted to ascertain the perception of levels of brand compliance regarding 2D collateral in general, and specifically: Digital platforms ishare (intranet) AGSA website Internal business TV broadcasts Templates (e.g. PowerPoint, forms, memos, letterheads, invitations, documents, etc.) Digital communiqués eflash From the desk of the DAG Important notices Service desk alerts ishare mailer Media alert Pop-ups e-signatures Intranet Infographics Visual media Corporate videos Photography Social media Twitter Facebook YouTube AGSA App LinkedIn Note: Comment on content, efficacy, SEO and digital strategy, etc. will also be required. Print Corporate stationery Pamphlets Brochures AudiTalk (in-house magazine) Invitations, greeting cards, certificates Posters Banners Exhibition material Reports (e.g. integrated annual report, MFMA and PFMA general reports, Performance audit reports, special reports, etc.) and clean audit

8 award certificates CD & DVD labels Presentation folders and temporary covers Business cards AGSA review Corporate gifts Audit thought leader (external magazine).