REQUEST FOR PROPOSAL

Transcription

1 REQUEST FOR PROPOSAL Website Design, Development, and Hosting November 20, 2012 Contact: Carrie Gartner Director Downtown Community Improvement District 11 S. Tenth St. Columbia, MO (573)

2 SUMMARY The Downtown Community Improvement District (CID) is accepting proposals to consolidate, redesign, develop, and host the organization s web sites and certain related online activities including a database. The purpose of this RFP is to provide a fair evaluation for all candidates, and to provide the candidates with the evaluation criteria against which they will be judged. Proposals are due by noon, Wednesday, January 9, They may be submitted via to [email protected] or sent to The District offices at 11 S. Tenth St., Columbia, Evaluation and selection will begin Thursday, January 10, Selection will occur on Wednesday, January 23, The CID currently has multiple web sites that while working, also create (a) confusion among web site users; (b) missed opportunities for a clear and engaging user experience; and (c) inefficiencies in reporting tools, content management, hosting, backup, technical support, development, and cost control. While we like using the individual URLs for promotional purposes (rather than sending people to search through our main site or printing impossibly long URLs), we see no need to have separate web sites. The three main CID web sites are In addition, the CID has smaller sites: MEHA Museums, Entertainment, History, Art: District Blog: thedistrictscoop.blogspot.com Community Improvement District (CID) Campaign site: The first two can be integrated into the new site although again, we enjoy using the MEHA URL for promotions. Downtown.org was previously used for our CID petition drive and is currently used to host our online project management program. Although our brand has moved away from the generic term downtown, we are aware of the value of this URL and are open to suggestions on how to best use it. We would like to start over with a new site that uses the best components from our existing sites, while creating a unified and engaging user experience for its key audiences: visitors, property owners, employers, workers, and residents. A successful candidate to this RFP will have demonstrated proficiency, experience and creativity as a web site designer, developer and programmer; a thoughtful plan and strategy for developing and then transitioning to the new site; a plan for site enhancements as budget allows; a content management and administration implementation that makes it easy for non-technical CID staff to update the site; an understanding of IT needs and solutions related to the web site including database integration; and an understanding of cost-efficient solutions. 2

3 BACKGROUND Originally conceived of as a promotional tool for District businesses and events, the web site has changed as the organization has grown. New sections and even entire web sites have been added to address new needs, without thought to the overall structure and usability of the site. For instance, the web site began as little more than a directory of businesses and the visitors were all assumed to be people interested in dining or shopping in The District. However, in response to requests we began adding sections for new business prospects, member businesses, residents, and developers. The need to appeal to such a wide range of needs has led to a web site that does a fairly good job of providing information relevant to these various demographics but lacks an overall coherency or theme. In addition, the web site does little to promote the CID as an organization responsible for a wide range of programs, services, and public improvements. It is common for people to mistake the CID for a city department or to significantly underestimate the scope of what we do. SITE CHALLENGES 1. There is a significant amount of specialized information contained on the various sites but it s often difficult for users to find what they need. The web site highlights businesses and events within The District, but offers very little explanation or promotion of the CID as an organization. Our in-house database of businesses is not integrated into the web site, requiring us to manually update online business listings. Because we need to update the site in house, the overall design and use of images is far from exciting and does a poor job of conveying the true feel of The District. In addition, we ve been tied to Dreamweaver as the simplest way to do these updates. Although we use Google analytics, we need to improve stat tracking and measurement of site usage, visits, engagement. Our Current Web Systems: Dreamweaver: Content Management System. Constant Contact: Mass /survey management system (does not currently speak to our site). MS Access: Membership database system (does not currently speak to our site). YouTube: For video sharing, links are embedded in site. Social Media: Facebook and Twitter, managed with Tweetdeck. Blog through Blogger. 3

4 WEBSITE GOALS Become the online authority on everything that is downtown a one-stop resource and portal for anyone who needs and wants to know anything about The District, whether you are a developer, business owner, resident, worker, or a visitor. Highlight both The District (as the downtown shopping, dining and entertainment area) and the Community Improvement District (CID), the organization dedicated to planning, economic development and marketing. Below are examples of how other downtowns attempt to classify the wide range of key information about their downtowns, with various degrees of success. These are provided, not necessarily as models, but as examples of how other downtowns address the problem. Downtown Kansas City: Downtown St. Louis: Downtown Brooklyn: Downtown Charlotte: Downtown Grand Rapids: Be visually appealing, able to deliver a significant amount of information without being overwhelming, and have an intuitive, clean interface. Better reflect The District a hip, artistic and diverse urban center through design, images, and content. Offer an online, easily updated calendar of events. Ability to change content in-house on a regular basis. (CID staff can provide both initial and future content.) Integrated tools for social marketing. Site should help build our database and drive customers to our various social media outlets. Integrate with an in-house business database to allow for automatic updates to business listings. A complete database overhaul would be considered as part of the proposal. DATABASE CHALLENGES Our current database tracks: 1. Businesses (Names, addresses, type, block number, and other relevant information) 2. Contacts (Business owners, property owners, council members, etc.) 4

5 3. Parcels (As defined by the Assessor; parcels usually, although not always, correspond to individual buildings. We track property number, square footage, historic register information, stories, and other relevant information.) It was originally intended that these three tables be integrated so that, for instance, a search for a parcel (building) could generate a list of businesses within that building or a search for a business could generate a list of contact names for owners/managers. However, that complete integration did not occur. DATABASE GOALS Solve the current problem of three separate tables of information that should be connected but aren t. Develop a new database that is integrated with our website. Online access to the database from remote locations. Ability to add fields as it becomes necessary to track new information. Ability to add photos for easy recognition of buildings. Creation of mailing labels, lists, and directories using saved search queries. User-friendly interface for low-tech staff or interns with protections against accidental deletion. There should also be an option for those of us who hate user-friendly interfaces and just want to get their data entered quickly. The proposal should address how information will be transferred into this new database, although CID staff will be able to aid in any information transfer that cannot happen automatically. **We would consider a proposal in which a web developer and a database developer teamed up to provide a seamless product. If so, please outline the specifics of the partnership, the qualifications of both firms, and an explanation of who would be the contact person for the CID. EVALUATION CRITERIA The following criteria will form the basis upon which the CID will review and evaluate proposals. 4. Experience and Expertise Candidate has successfully completed similar projects and has the qualifications, personnel and availability to complete this project. We will evaluate the depth and breadth of staff and subcontractors. 5. Aesthetic Skills Candidate has the in-house talent to design visually appealing, brand-sensitive and graphically exciting web sites. 6. Technology, Programming and Development Skills Candidate has the in-house skill set and knowledge base for all aspects of web and Web 2.0 technology, development and programming. Candidate is confident enough to warrant their deliverables for a certain period of time. 5

6 7. Proposal Recommendations Candidate has thoughtfully described the process for development and switching over to the new site; the recommendations for enhancements; hosting and ongoing IT recommendations; content management system; and the ease of the CID s management and administration of the site after it is delivered. 8. Budget The candidate has proposed a realistic budget for design and development, expenses and monthly technical support and maintenance. 9. Timeline The candidate has proposed a reasonable timeline, including stages for discovery, development and testing. 10. Service, Passion, Enthusiasm and Chemistry Based on the proposal, interviews and/or site visits, the candidate will demonstrate a high level of personal service, passion and enthusiasm for the project. There also should be a good chemistry between the candidate and CID. ABOUT US The Downtown Community Improvement District (CID) is an independent organization dedicated to keeping Columbia's downtown The District vital. We provide programs and services that supplement, but do not replace, basic services provided by the City of Columbia. The CID encompasses 50 square blocks, more than 300 individual properties, nearly 300 residences, and over 600 businesses, non-profits and government entities. A 15-member board of directors governs the CID, representing property owners, business owners and residents throughout The District. The CID is funded through assessments on properties in The District and through a half cent sales tax. CID also receives voluntary contributions from the owners of tax-exempt properties that benefit from our services. This organization was first created in 1978 as a Special Business District (SBD) and was transformed in 2011 into a CID through a vote of the property owners and the approval of City Council. The CID, and the SBD before it, have worked to make The District clean, safe, attractive and fun. Program highlights include: District-wide installation of decorative street lights and sidewalk amenities, including benches, trash cans, newspaper corrals and street banners. Comprehensive wayfinding signage was also installed throughout The District. Placement of over 100 properties on the National Register of Historic Places, forming a historic district and making it easier for property owners to receive tax credit assistance for building renovation. 6

7 Organized the removal of the Broadway canopies and installation of new street lights and signage all designed to increase visibility of businesses along Broadway and allow property owners to receive federal and state assistance for historic preservation. Creation and maintenance of a Downtown Solid Waste District, designed to keep alleyways pedestrian friendly and clear of overflowing dumpsters, while keeping commercial trash rates the lowest in Columbia. Maintenance of public areas including sidewalk sweeping, alley and parking garage cleaning, graffiti removal and more. As part of an anti-graffiti program, the CID also funds a public mural project. Marketing and promotion of The District by hosting events, promoting festivals, and maintaining a strong online and social media presence. Acting as a voice for downtown on both the state and local level, including working to increase incentives for downtown development, protecting Historic Preservation Tax Credits, and working with City Council on a variety of local issues. The goals of the CID are to: Protect and strengthen the business, cultural and entertainment environments in The District. Provide services to those who shop, play and work in The District. Serve as the voice of businesses and property owners in The District with local and state entities. Support and coordinate long-term planning for The District. The Downtown Community Improvement District Board has six areas of focus Economic Development, Marketing and Events, Communications and Advocacy, Beautification and Capital Improvements, Increased Public Safety, and Enhanced Cleaning and Maintenance. This board also works to promote shopping, dining and entertainment in The District. With the help of business and property owners, CID Board members are working to increase the attractiveness and the vitality of Columbia's central city. 7