INVITATION TO TENDER

SCWO does not prescribe a fixed number of photography or videography hours per month. Agencies are invited to propose an appropriate scope based on their recommended approach and may utilise the pricing structure provided in the tender submission template. 

SCWO's Board is actively involved in the organisation and may provide input on communications initiatives. The Board is also an important stakeholder group and may support positioning, advocacy, and media engagement efforts where appropriate. 

SCWO does not maintain a fixed list of sensitive topics. Content and media opportunities are assessed on a case-by-case basis, taking into account the nature of the issue, current developments, and organisational priorities. Agencies are expected to work closely with SCWO to review and align on proposed content and responses. 

The primary challenge is not a specific misconception but a lack of awareness of SCWO's full scope of work. Stakeholders may be familiar with only one aspect of the organisation, such as its role as the national coordinating body for women's organisations or one of its direct services. A key communications objective is to strengthen understanding of how SCWO's advocacy, research, services, programmes, and member engagement efforts collectively contribute to advancing gender equality in Singapore.

SCWO does not prescribe a fixed posting frequency and welcomes recommendations from agencies. The organisation seeks a strategic approach that supports its communications objectives, audience engagement, and growth targets across each platform.

SCWO does not specify a required number of static or video posts per month. Agencies are encouraged to recommend an appropriate content mix and cadence based on platform best practices, audience needs, and campaign objectives.

SCWO places greater emphasis on the quality and relevance of media coverage than on the number of opportunities secured. Strong, strategic placements that advance organisational objectives are prioritised over achieving a specific volume of coverage. 

Yes. Platform subscription costs, such as social media scheduling tools and other third-party software, are considered third-party expenses and are billed separately from the monthly retainer. Agencies may wish to account for any software or platform subscriptions. Recommended paid social media boosting, or media spend required to deliver the proposed scope of work should be incorporated within the monthly retainer. 

On-site support is expected for key events where media engagement activities are planned, particularly for public relations and media management. This may include coordinating interviews, managing media attendance, and supporting spokesperson engagement. On-site social media support is desirable but not mandatory. 

Community management is currently handled in-house by SCWO. Agency support may be required during major campaigns, events, or periods of increased engagement volume. At present, community management is not expected to form a significant component of the scope of work. 

The annual social media growth targets are intended as directional benchmarks and provide flexibility in year-to-year performance. However, the overall three-year targets remain important indicators of success and should guide the agency's long-term strategy. 

SCWO views public relations and social media as equally important components of the engagement. Public relations supports strategic positioning and thought leadership, while social media contributes to audience growth, engagement, and visibility. Agencies should therefore propose an integrated approach that addresses both areas. 

SCWO is currently conducting research which we are targeting to launch at SAGE 2026. As the research is still in progress, details and findings are not yet available.

The communications and media strategy for SAGE is not expected to centre solely around the research report. However, should the report be ready for launch, it may serve as a key media and publicity hook for the event.

SCWO welcomes agencies to propose strategic approaches for generating publicity and visibility for SCWO around SAGE as a flagship tentpole event, including but not limited to the research report.

SCWO places significant emphasis on the quality and strategic value of the agency's work, including the strength of its counsel, thought leadership positioning, narrative development, stakeholder engagement and overall contribution to advancing SCWO's communications objectives.

Quantitative metrics will also be considered, in particular, social media audience growth and meaningful coverage in Tier 1 media, and strategic Tier 2 publications.

KPIs will be established collaboratively with the appointed agency and reviewed periodically. As the partnership matures, SCWO would generally expect the agency's strategic contribution and overall impact to strengthen over time.

Ultimately, renewal decisions will be based on overall performance and strategic value delivered.