***** Addendum #2 *****

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1 City of Pawtucket, RI ***** Addendum #2 ***** RFP # Marketing Services July 3, 2018 The following questions and clarifications were received for this solicitation. 1. How will success be measured? By whom and how often? Success is based upon and set by specific tasks and projects. i.e. a newsletter would go out by a particular date every month; a set number of social media posts per week; and a targeted campaign would have specific measurements. With a new vendor, the City team would likely set bi-weekly meetings to start and then monthly meetings with the group to go over completed projects and provide input on upcoming tasks. 2. Do you currently have a creative partner? Who? 3. Have you ever worked with a creative agency? Yes 4. Define the type of relationship you are seeking from a creative partner. The City of Pawtucket (City) is seeking a Company to assist in the development of a strategy, design and implementation of its multi-faceted digital and traditional marketing and branding needs. The Company will advise on all facets of the marketing initiative. The City is also seeking a creative partner capable of planning and delivering standalone projects. 5. Are local/in-state groups given preference? 6. Page 7/Strategic planning: You request to provide an outline or sample of a strategic plan - are you asking what yours will look like or are you asking to see what other clients look like?

2 If you are not at liberty to provide a plan, page 7 also outlines the option to provide a sample. You could also provide a draft of what you think the City s should look like. 7. You reference the city having "dozens" of departments. How many dozens? Approximately 2 dozen divisions. Please reference the City s website. For access to this information. 8. How long ago was the current brand created? Who did it? What type of assets do you have to work with? Can you provide the brand study? Can you share your current messaging strategy? The City s new logo, branding, tag line and website were developed roughly three years ago. The City does not have a messaging strategy to share at this time; most are dependent upon the issue or project. 9. Do you have any research that supports the direction/decisions you have made re: marketing? 10. Can you share your current marketing plan so we can better understand what you have been doing? 11. Please provide a list of specific deliverables that you are actually requesting to be priced out. The RFP eludes to some things that leaves room for assumptions. Please be specific on your list of deliverables. The RFP states that the vendor would assist in the development of a strategy, design and implementation of its multi-faceted digital and traditional marketing and branding needs. The Development of a plan is a key deliverable. Once the plan is developed there would be specific deliverable to be priced, i.e. social media campaign (based upon the creation and number of posts per week); development of a feel good campaign highlighting the city s accomplishments, press releases, mailers, ad development, etc. 12. On a scale of 1-5 (5 being most aggressive), where does the City fall in regards to wanting to be pushed creatively? On a scale of 1-5 (5 being most aggressive), where does the City fall in regards to being open to taking a different approach to marketing (new ideas)? 4 14 & 15. Please provide your current marketing budgets including creative partner spend and media spend. If this is not provided, please direct me to open records where this info can be obtained. Please provide your anticipated budget for the coming year (to fulfill this scope of work). Anticipated budget: $40, Have you used any online dashboards, analytical tools, etc. to measure success?

3 Yes. 17 Will we be working with a committee or does the city have a point person that will have the authority to make decisions? The Deputy Director of Administration and Communications Director would advise the vendor. 18 What is the City's internal marketing capacity, and who would be managing the relationship with the marketing agency? What is the role of the Pawtucket Foundation in this effort? The Deputy Director of Administration and Communications Director would advise the vendor. The Pawtucket Foundation is a separate entity that would not be overseeing the work of the vendor, although they are a partner of the city working on projects such as the new train station. The train station project has its own marketing/communications firm. 19 Who does the City view as its competition for attracting businesses? For attracting residents? Surrounding communities - Providence, Cumberland, Lincoln, Attleboro, and East Providence. Overall Blackstone Valley area. 20 Has the City conducted any recent research on the perception of Pawtucket among target audiences?, the city has not completed such studies. 21 Is there a single department which will be the primary point of contact for the agency or will the agency work with all City departments? The point would be the Mayor s office and a protocol would be established for information flowing between the department s and the vendor. The Mayor s Office would also feed the vendor information on upcoming news or opportunities. 22 Is there a page limit for the response and/or any restrictions regarding the format for submission? 23 In regards to the budget, does the City prefer an hourly rate card structure or a retainer structure? Hourly rate. 24 It appears the current website is a Drupal CMS. When was the site last updated? Created: 3 years ago Updated: in the last few months. 25 Has the City addresses the recent security threats regarding Drupal to prevent hacking of the site or is this something the new agency would be expected to address? The IT Department is aware of the issues and has worked/is working with the vendor. 26 Has the city conducted any awareness and perception studies regarding the new brand? If so, will that information be made available to the selected agency?

4 . 27 Would you share a document that outlines the key messages for the City of Pawtucket, and any related brand personality descriptions/brand pillars that support the brand, Including the logo? The attached document provides an overview of major projects and accomplishments. 28 How would you describe your relationship with other city advocates such as the Pawtucket Foundation, RI Main Street Improvement Fund and rthern RI Chamber of Commerce? Positive 29 We read there is the potential for forming a Business Improvement District per this document on the Foundation's website; is there an effort locally to form a Business Improvement District (BID)? This is a Foundation effort. 30 In terms of audience, do they put all 3 groups (Businesses, Residents, and Visitors) on equal footing in terms of focus, or is there a hierarchy of importance? Dependent on the project. Some will be more focused on businesses and other existing residents. 31 What does success look like for Pawtucket; what are their metrics for success? The RFP outlines focusing on positive, relevant and timely events, news and projects The strategy will define and distinguish Pawtucket as a great place, to live, work, play, raise a family or start a business. It will further drive the City s progress and presence. 32 How is your budget calculated (i.e. based on bed tax, line item in city budget, partner contributions, etc.)? Line item contribution 33 What exactly is meant by Assist the City, on an ongoing basis, in developing a strategy to enhance the user interface and experience while using the City s website. This strategy would encompass site design changes, e- commerce integration and ongoing maintenance. Is this redesign and development of a new website? Would we program a new site or will your IT department be responsible for programming? Are there specific requirements regarding the Content Management System the site would be developed in? The City does not anticipate developing a new website, any work would include updates and working within the existing framework. 34 What platform do you use for your monthly newsletter distribution? How many subscribers are in your database? Constant Contact. Approximately 2, Your RFP mentions All licensing (List types and business license number(s)), certification and permits as required in the Scope of Work but I do not see any license requirements included in the scope of work. Are there any? This is boiler plate language. There are no license requirements.

5 36 Is there potential of awarding more than one company depending on expertise in different areas? Yes. 37 Are you willing to accept proposals from companies partnering to provide you all of the services in your scope? Yes 38 Is it possible to meet with the individuals that the company would be partnering with before submitting a proposal? 39 Who created the current website and branding/logo? GLADWORKS 40 Is there a current vendor that manages the city website? If so, who is helping with that currently? IT and Communications currently manage the site based upon the needs of the departments. David Clemente Purchasing Agent

6 When the Mayor entered office: $12 million operating deficit $14 million structural deficit (projected future deficit) Unfunded pension obligations Low cash flow Practice of borrowing to pay bills Drained rainy day fund Junk bond rating Facing the potential of bankruptcy Quick action to stabilize the City s finances: Ten percent reduction in personnel Freeze on purchasing and hiring Consolidations and efficiencies Instituted medical co-pays for non-union personnel Changes in health care packages resulting in savings Institute long term financial planning and best practices Use state funding programs with low interest rates for road work projects Pension funding improvement plan Progress: Rebuilt rainy day fund from a low of $1.8m to $12.6m (increase of almost $11 million 6 years) Increased expenditures by only $12 million over the past 6 years tax increases 3 of the last 5 years Fully funded pension obligations o ARC payments FY 1990 through FY 2011 (22 fiscal years): $58M o Grebien budgets FY 2012 through FY 2018 (7 fiscal years): $88M Improved bond rating (A3 Moodys from a low of Baa2 negative) Increased focus on economic development Investment in our schools: - The City continues to increase its investment in our schools - In the past four years, $1.5 million in additional unrestricted funds - $32 million bond for school renovation projects at Potter Burns ($13.8M) and Nathanael Greene - $24 million bond for school facility improvements throughout the district - 80% reimbursement from the state on facilities projects - 60% of school structures are over 50 years old Investment in our roads: - During the five year period prior to the Mayor taking office, the City repaved 12.7 miles of its roads ( ) - From , the City repaved over 100 miles of road - This year alone, the City is on track to repave 12 miles of road - $15 million bond for repaving in 2014

7 - RI Infrastructure Bank to further lower our borrowing costs Investment in public safety: - Increasing the number of Police Officers to Established Police Neighborhood Response Unit - Reorganized to a 2-Major model - Updating police fleet - Renovations to Police Department - Full-time Public Safety Director - Increasing the number of Firefighter positions to Upgraded 3 rd rescue truck - Renovations to Fire Station 6 on Newport Avenue - Updated roof at Station 2 at City Hall Attract new businesses and development: - Commuter Rail Station and Transit Hub - Tunstall Americas - Pet Food Experts - Isle Brewers Guild - Sara Bella Jewelry - Wage House - Transformation of American Insulated Wire to apartments and business space - Etc.

8 Pawtucket s 20/20 Downtown Development Vision Key Points Pawtucket is at a critical point in its history and the city is truly evolving. With a number of exciting public and private investments in Pawtucket s downtown, either happening or in the pipeline, w is Pawtucket s Time to align these efforts and set the stage for those projects to catalyze others. The birthplace of the American Industrial Revolution is now poised to undergo its 21 st century evolution into Rhode Island s premier arts and cultural destination, an ideal community to live, work, play, start a business, and raise a family. Development of Pawtucket s downtown and riverfront will enhance the city s diverse array of recreational, housing, entertainment, cultural, tourism, and business & job options. Pawtucket s Growth Center encompasses more than the downtown/main street area. It extends from the site of the future commuter rail station through Main Street and City Hall to the east side of the riverfront. Smart investment in this area will drive the city s future growth. Public investments have been leveraged for the commuter rail station, bike path, commerce, the arts, and historic preservation. Additionally, Pawtucket is now the gateway to our National Historical Park, the Blackstone River Valley, with Slater Mill as its crown jewel. Once-in-a-lifetime opportunities, like the commuter rail, must be capitalize on. Pawtucket s waterfront has tremendous potential for quality development and increased public access. Master plans have been developed for riverfront parcels on Division Street and the Tidewater site. The City has also upgraded Festival Pier, a one-of-a-kind riverfront park. The City of Pawtucket is reinvesting in its critical infrastructure, such as roads, bike paths, parks, and schools setting the stage for future growth and tourism. Pawtucket s private businesses, like Collette Tours, Pet Food Experts, Sara Bella Jewelry, Narragansett Insurance, Isle Brewers Guild and others, have chosen to invest in our community and Join the Evolution because they see the value and potential. The potential relocation of Pawtucket s baseball stadium to downtown fits into the City s existing vision for the future and could catalyze planned projects. The totality of these projects, if aligned properly, can been even more than the sum of its parts, and could create a multiplier effect spurring additional economic development. We need to raise public awareness and build on this momentum to further spur private investment in amenities such as restaurants, entertainment, specialty stores, and housing. The City and its downtown property owners and businesses can collaboratively shepherd development within the Growth Center to transform downtown into a dynamic, walkable city center that appeals to modern preferences and will attract new residents and businesses. Follow us on Facebook.com/CityofPawtucket &

9 Development Highlights Pawtucket-Central Falls Commuter Rail Station The new station will be built on the western side of downtown, an area envisioned as a prime opportunity for transit-oriented development. RIDOT has gone out to bid for the design-build and break ground later this year, and open in 2020/2021. The $40 million project is funded largely by a $13.1 million federal Transportation Investment Generating Economic Recovery (TIGER) grant program and the State s ten-year plan. This transit hub will link rail access with RIPTA, pedestrian and cycling routes, and other multi-modal opportunities. Craft Beer Capital Pawtucket is home to three standalone breweries: Foolproof, Crooked Current, and The Isle Brewers Guild, and Whitedog Distillery. The Guild, a craft beer cooperative, launched their brewing operation in 2017 brewing for Narragansett Beer, Newburyport Brew, Devil s Purse Brewing, Farmer Willie s, Sons of Liberty Spirits, Great rth Aleworks, and Night Shift Brewing. They have the capacity to produce 60,000 barrels of beer, or 19.8 million 12-ounce cans, every year. The Guild s offers indoor and outdoor event space, and an outdoor beer garden, and plans to expand to include tasting rooms, restaurants, classroom space and corporate offices. The craft beer industry has great tourism, employment, and economic development implications for Pawtucket and Rhode Island. Division Street Development The City has partnered with local developer Peregrine Group to redevelop the 11-acre riverfront property at 45 Division Street. Future development would likely include a mix of market-rate residential apartments, commercial and retail space, and a restaurant. Perhaps nowhere in Rhode Island does a more idyllic riverfront development parcel exist. Tidewater Site The Tidewater site is a former manufactured gas plant and electric generation facility at the end of Merry and Tidewater streets. The property is now largely vacant, and National Grid has offered 13 acres of land for development along with an abutting 7-acre City-owned parcel. Pawtucket and Grid collaborated on a master plan for the site that includes possible options such as recreation, development, residential, and commercial uses. Broad Street Regeneration Pawtucket is collaborating with Central Falls, Cumberland, and the Blackstone Valley Tourism Council on a regional planning project to revitalize the Broad Street corridor. Through a State Transportation Improvement Program grant, design work has begun to sustainably develop this key thoroughfare to stimulate business growth, encourage youth involvement, enhance safety along the street, and support heritage tourism in the region. A More Welcoming Downtown The City is committed to revitalizing its downtown and creating a more welcoming space for residents and visitors. Access improvements like the riverfront bike path, and street/sidewalk enhancements will further the experience of visiting downtown and the National Park, which begins at Slater Mill. The City has secured a grant to renovate the downtown parking garage and offers façade improvement grants to incentivize private investment in beautifying downtown. Live.Work.Create! The Industrial Revolution began at Slater Mill in Artistic creativity and skills flourished on the Blackstone River. Today, Pawtucket s mills are home to businesses, restaurants, artists, and apartments. Visitors can experience art galleries across the city, attend performances at Mixed Magic Theatre, Ten31 Productions, Burbage Theatre and Community Players, and hear live music at Machines with Magnets, the Met and other venues. The City s infrastructure is also infused with art, such as the Pawtucket River Bridge, and murals along the I95 corridor by world-renowned artist Gretchen Dow Simpson. Festival Pier After a $2 million revitalization, the pier on the Seekonk River now has updated lighting, benches, an improved boat ramp and beautiful open space along the city's waterfront. The boat ramp also has docking space adjacent to the ramp for fishing. On land there is a park with picnic tables and a large plaza overlooking the river. The site is also the launch area for the Rhode Island Chinese Dragon Boat Races.