REQUEST FOR PROPOSAL MARKETING PLAN FOR THE ROXBURY CULTURAL DISTRICT ISSUED: 11/29/2017 DEADLINE: 12/29/2017

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1 REQUEST FOR PROPOSAL MARKETING PLAN FOR THE ROXBURY CULTURAL DISTRICT ISSUED: 11/29/2017 DEADLINE: 12/29/2017 The Roxbury Cultural District (RCD) is now accepting proposals from marketing, branding, and communications professionals to develop a comprehensive strategy for marketing the unique cultural assets and local businesses in Roxbury. This is an open and competitive process. I. ABOUT THE ROXBURY CULTURAL DISTRICT On May 18, 2017, the RCD received formal designation from the Board of Directors of the Massachusetts Cultural Council as the third cultural district in the City of Boston. The formation of the RCD fulfills a long-standing community goal and results from a twoyear effort by residents, artists, business owners, and over 40 community partners. The mission of the RCD is to identify and recognize Roxbury's cultural assets and establish the tools, strategies, resources, and spaces that elevate the community of Roxbury as a living repository of arts and cultural expression--past, present, and future. The RCD provides the organizational structure for a sustained, collaborative focus on activating and marketing the neighborhood's arts and cultural assets to build physical and social connectivity between people and place, strengthen collective impact, and expand the potential economic opportunities that are aligned with a vibrant cultural district. For more information on the RCD, please visit roxburyculturaldistrict.org. II. PROJECT FOCUS AREA The plan s focus area is the formally designated cultural district that includes the Dudley Square Main Streets business district and the historic John Eliot Square. A map of the RCD and business district is provided at the end of this document. A detailed cultural district map with relevant cultural assets can be downloaded here. III. BACKGROUND AND EXISTING CONDITIONS The RCD is part of a diverse neighborhood whose rich cultural assets, local businesses, and the wide-ranging artistic talents of its residents reflect the area s unique, multifaceted cultural history. PAGE 1

2 Originally named Roxborough, an English place name drawing on the Latin word rex or king, it was one of the first towns in the Massachusetts Bay Colony and holds a fertile history that includes the First People and early English settlers. Roxbury was a key position during the Revolutionary War and became part of Boston s urban expansion when it was annexed in Following this expansion, Roxbury is now the geographic center of Boston. During the mid-19th century, the Irish immigrant population began to grow, making Roxbury a center of Irish social life. A strong Jewish community followed. Increased transportation from an expanded trolley car system and elevated rail line helped the commercial center of Dudley Square flourish. By the early-20th century, Dudley was a vital retail center with movie theaters, a bowling alley, and department stores, including Ferdinand s, the largest furniture store in New England. Throughout the mid-20th century and continuing to this day, Roxbury is the center of African-American culture in Boston, with strong ties to jazz and to early leaders of the civil rights movement, including Malcolm X, Rev. James Breeden, Dr. Martin Luther King, and Melnea Cass. This period also saw the impact of both urban renewal and land acquired by the Commonwealth of Massachusetts for the I-95 highway expansion. The land cleared and acquired during this period remains a tangible part of Roxbury s living history. Over the past three years, the district has seen increased public investment that includes: Bruce C. Bolling Municipal Building: Opened in 2015 as the new administrative headquarters of the Boston Public Schools, retail shops, and the Roxbury Innovation Center. The City of Boston s $125 million investment transformed the historic and long-vacant Ferdinand Building into a strong community anchor. Roxbury Heritage State Park: Opened in 1992, the park is comprised of the Dillaway-Thomas House (1750), a historic structure that served as the headquarters of the Continental Army during the 1775 siege of Boston, and a park with a scenic overlook of downtown Boston. The park will reopen in 2018 after a $3.56 million rehabilitation by the Commonwealth. Whittier Choice Neighborhood Initiative: A $30 million federal grant awarded in December 2016 leverages $260 million in public and private investment to redevelop Whittier Street public housing and support key investments in cultural anchor institutions and connectivity. Investments include: 1) The redesign of Ruggles Street into a bike and pedestrian friendly street linking Ruggles MBTA Station to Dudley Square; and 2) The History Yard at Roxbury PAGE 2

3 Neck will occupy a portion of the vacant Nawn Factory as a 1,200 SF interior space and 3,000 SF outdoor plaza for the interpretation of Roxbury s 400-year geographic history. This installation will be a gateway to the Dudley Square business district, providing interpretive programming and real-time information on events, businesses, and cultural assets in the RCD. Today, the district is seeing an increased pace of public and private investment; this is visible in expanded economic activity in Dudley Square, arts and cultural activities in public and private spaces, and the renovations and refurbishment of many buildings, including the Dudley Branch of the Boston Public Library. IV. SCOPE OF SERVICES The RCD is accepting proposals to develop the organization s marketing plan. The RCD seeks an innovative plan that amplifies the existing resources of community partners, leverages strategic partnerships with public and private entities in Boston and Greater Boston, and can be implemented by a small staff and a working board. The plan should focus on the RCD as a central concept, but should also encompass the RCD s key role in marketing the cultural assets and businesses within the District s boundaries. Key tasks include: 1. Develop a straightforward engagement strategy to gather relevant information from key stakeholders, including RCD partner organizations, City of Boston Office of Arts and Culture, cultural anchor institutions in Boston, ArtsBoston, MA Office of Travel and Tourism, Massachusetts Cultural Council, and others. The RCD will also provide additional background information and the findings from the community engagement process and four focus groups held with artists and business owners. 2. Develop a comprehensive marketing strategy that conveys the district s history, culture, and aspirations and how these elements may be further leveraged for social capital and economic development. This marketing strategy should seek to: engage residents, and previously untapped local, national, and international audiences; account for marketing at transportation hubs into and in the RCD; reflect the energy and enthusiasm of local businesses and artists; recommend strategies for sustainable links to abutting neighborhoods and academic/cultural institutions; and propose the enlivening of the RCD through all seasons. The new RCD logo is in development and will be integrated into all marketing materials. Project deliverables will include the following: 1. A marketing strategy that is authentic and compelling, and showcases the momentum and attributes that make the RCD so unique in the city and region. This 24- to 36-month multifaceted marketing campaign will include recommendations PAGE 3

4 for: A coordinated advertising campaign: print, broadcast, digital, online, , etc. A proposal for a creative strategy and design such as collaterals, reports, advertising and visual display, broadcast, or social media. 2. An Action Plan that identifies the schedule for a rollout of each of the strategies and clearly indicates those strategies that are short-, medium-, and long-term. This should include special arts and cultural events, sales promotions, and collateral materials. Responsible organization and agencies should be clearly identified. 3. Marketing Budget: This should include the estimated cost for the RCD to implement the short-, medium-, and long-term strategies identified in the marketing plan. 4. Original electronic files of all project documents, spreadsheets, data, and presentations. V. PROPOSAL GUIDELINES AND REQUIREMENTS Please provide the following materials with your proposal: A. Firm, Qualifications, and Approach: A written narrative statement describing the firm and experience providing services similar to those in this RFP. This should include a description of the firm, its size and organizational structure, as well as the consultant s background, resources, and experience in relevant areas. Experience in marketing cultural districts is a plus. B. Work Plan: Work plan describing the approach to managing, coordinating, and delivering this project, including cost. The work plan should include: 1. The engagement and development tasks listed in Section IV and any steps/tasks not included in the Scope of Services that would materially affect the quality of the project. 2. A brief narrative explanation of how the work plan will ensure that the marketing plan aligns with the mission and goals of the RCD and the unique character of the Roxbury community. 3. A preliminary schedule for the project, indicating all work plan tasks and their durations as well as all project deliverable dates. 4. The cost of delivering the marketing plan including personnel and nonpersonnel expenses. C. Staffing: Include a listing of key project team members and sub-consultants by name, field of expertise, specific responsibilities on the project, and estimated number of hours they will work on the project. Include any relevant experience each project team member has directly participated in. D. References: Provide the name of at least two references from recent clients for whom similar services have been provided. References should include the name, address, and telephone number of the client contact person. Identify when work was performed and the type of work and services performed. These references may be contacted. E. Supplemental Materials: Supplemental materials should include a portfolio of three similar completed projects. PAGE 4

5 Proposals should be submitted as PDF files via , with RCD Marketing Plan in the subject line, to The deadline is 5:00 pm ET on 12/29/2017. VI. REVIEW CRITERIA Proposals will be evaluated by the RCD Board of Directors based on, but not limited to, the following considerations and criteria: A. Qualifications and experience of key personnel as well as the firm; B. Understanding of the RCD s needs and services to be provided; C. Demonstrated ability to complete the work; D. Project approach and timeline; E. Responsiveness to the RFP; and F. Cost. VII. INQUIRIES Please direct questions to Charlotte Rice at charlotte_rice@tamcc.org or (857) PAGE 5