Massachusetts College of Art and Design RFP 15-07

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1 MassArt Programs and Background Founded in 1873, Massachusetts College of Art and Design has a 140+-year legacy of leadership as the nation s first and only independent public college of art and design as well as the first art college in the United States to grant a degree. Never before had a state established a school solely for the purpose of art instruction. From the beginning, the college recognized that excellence knows no class or racial distinctions and welcomed students from all economic and ethnic backgrounds a radical act in its day. The College is one of a handful of comprehensive, specialized schools of art and design. Its peers are Rhode Island School of Art and Design, Maryland Institute College of Art, California College of the Arts, University of the Arts (PA), California Institute of the Arts, Art Center College of Design (CA), Columbus College of Art & Design, Ringling College of Art (FL), Center for Creative Studies (MI), and the School of the Art Institute of Chicago. MassArt is one of the most selective colleges among the group of thirty-five independent colleges of art and design in the United States and Canada. The historical imperative toward access and opportunity continues to be a key commitment at MassArt today. MassArt is known for providing broad access to a high quality professional arts education, accompanied by a strong general education in the liberal arts. The College offers the bachelor of fine arts degree in 22 disciplines; graduate programs including master of fine arts, master of architecture, and master of arts in teaching; certificate programs; professional and continuing education; and K-12 programs. It serves over 1,700 undergraduate students, 150 graduate students, and approximately 500 students each year through its continuing education programs. MassArt s undergraduate enrollment has grown by 50 percent -- from 1,200 to almost 1,800 in the last decade. As a state university, about 70 percent of students come from Massachusetts, 34% from the broader US, and 4% international students. Twenty-four percent of the student body is U.S. students of color. Students choose MassArt for its academic excellence, resources and facilities, dynamic urban campus, tuition value, and close connections with a renowned and distinguished faculty. Students are supported by 184 full-time equivalent faculty members who are practicing artists, designers, scholars, and educators. The faculty is represented by a union (MSCA), and the staff is a mix of unionized (AFSCME and APA) and non-union professionals. The FTE student-faculty ratio in the BFA program is 10:1. MassArt s faculty, its extensive studios, the wealth of resources in its arts library, and the breadth of its curriculum are widely considered to be among the best in the nation. The College believes that part of its mission as a public institution is to be a resource to the greater community. To this end, MassArt offers an array of public programs, including innovative gallery exhibitions, lectures, and events; professional development opportunities Page 1 of 14

2 for educators, artists, designers, and the general public; community arts partnerships and civic engagement initiatives; and youth art classes that reach thousands of greater Boston residents each year. In December 2014, the Carnegie Foundation for the Advancement of Teaching selected MassArt as one of 240 colleges and universities, and one of only five institutions focused in arts, medicine, and other health professions, for its 2015 Community Engagement Classification. Campus Location and Facilities Located in the Fenway Cultural District of Boston, MassArt is near some of the city s most treasured cultural institutions, including the Museum of Fine Arts, the Isabella Stewart Gardner Museum, and the Boston Symphony Orchestra. The city of Boston houses some of the finest art museums in the country, as well as dozens of independent galleries. Boston also boasts a high concentration of design employment in North America, providing MassArt students with a wealth of experiential learning opportunities as well as access to employment upon graduation. MassArt is currently involved in a major physical transformation of its campus. In April 2010, the College announced the public phase of a $140 million comprehensive campaign. In addition to growing the endowment and elevating scholarship awards, the campaign has highlighted MassArt as a presence along Huntington Avenue and strengthened the campus community. A striking new 21-story residence tower opened in 2012, guaranteeing housing on campus to all freshmen and sophomores, and the renovated campus center and dining commons opened in These facilities are shared with College partners. Plans are underway to renovate the Bakalar & Paine Galleries, two esteemed professional galleries focused on exhibition and education in contemporary art, which are free and open to the public. A new Design and Media Center will open in Spring 2016 and upon completion will offer exciting new possibilities for collaboration across disciplines and for new programmatic and curricular innovations. Governance & Administration MassArt is one of the nine state universities that comprise the Massachusetts public higher education system, which includes fifteen community colleges, nine state universities, and five campuses of the University of Massachusetts. The president of MassArt and the eleven-member Board of Trustees of the College work with and report to the twelve-member Board of Higher Education that oversees all colleges and universities in the state system. MassArt is one of the few institutions in higher education operating a public-private partnership. In fiscal year 2004, the College implemented a transformational funding model with the Massachusetts legislature that has been nationally recognized. The current plan, with greater operating flexibility an annual state appropriation, tuition retention, and the Page 2 of 14

3 authority to establish enrollment targets and tuition rates for in-state and non-resident students convinced the legislature and the Board of Higher Education that MassArt could achieve its vision and steer a course for its financial, academic, and administrative future. The partnership agreement includes clearly defined performance metrics, and the College measures its success against these standards in an annual performance report submitted to the Board of Higher Education and the legislature. Renewed for five years in December of 2009, this partnership provides the College with a firm foundation from which to continue moving the institution forward. Other benefits of the agreement include programmatic enhancements, increased fundraising effectiveness, improved facilities, and cost savings from collaborations with other institutions. An essential part of the success of this public private partnership is the growth of MassArt in institutional advancement and alumni affairs. Goals have been established in these two areas, and many have been met. All are on track as a result of the intense focus and work of the Massachusetts College of Art and Design Foundation, the Corporate Advisory Council, and the Alumni Leadership Council. The College has an endowment of $15.9 million and raised individual, institutional, and government support of $2.6 million in FY 2014 through the foundation. MassArt has an operating budget exceeding $60 million, including a state appropriation of $22 million. MassArt is accredited by the New England Association of Schools and Colleges (NEASC), Inc. through its Commission of Institutions of Higher Education, and also by the National Association of Schools of Art and Design (NASAD). In fall of 2014, MassArt embarked on institutional self-study, with anticipated NASAD and NEASC reaccreditation in Partnerships Massachusetts College of Art and Design is a member of the Association of Independent Colleges of Art and Design (AICAD), a consortium of 45 U.S. and Canadian art colleges. Locally, two partnerships, Colleges of the Fenway (COF) and the ProArts Consortium, provide cross-registration opportunities and jointly sponsored student activities, expanding the boundaries of the MassArt community and curriculum beyond what the College could offer on its own. MassArt also has cross-registration agreements with Massachusetts Institute of Technology in Cambridge and with Boston area public colleges. COF is a collaborative effort of six neighboring colleges in Boston s Fenway area, including MassArt, Emmanuel College, Massachusetts College of Pharmacy and Health Sciences, Simmons College, Wentworth Institute of Technology, and Wheelock College. COF was created to add value to students academic and social life while seeking innovative methods of investing in new services and containing costs for the six member institutions. ProArts is a Page 3 of 14

4 group of six Boston colleges of visual and performing arts whose members include MassArt, Berklee College of Music, Boston Architectural College, the New England Conservatory, Emerson College, and the School of the Museum of Fine Arts. The President Kurt Steinberg is Acting President of Massachusetts College of Art and Design. He is currently on the Board of the Danforth Art Museum/School, serving as Chair of the Finance Committee. He serves on the Boards of the Massachusetts Council of State University Presidents, the Association of Independent Colleges of Art and Design, the ProArts Consortium, and the Colleges of the Fenway, where he chairs the Coordinating Council. He has just assumed the role of Treasurer for the Treasurer s Club of Boston, and recently completed his term on the Board of the Performing Arts Center of Metrowest. Kurt remains active as an accreditor for the New England Association of Schools and Colleges and for the National Association of Schools of Art and Design. He has also represented MassArt on committees inside and outside the college, including the MassArt Foundation Investment Committee, state agencies, state legislature, corporate relations, and local political and neighborhood organizations. Kurt joined MassArt in Before assuming the presidency, Kurt held several leadership positions at the college, most recently serving as Executive Vice President since In this role, he oversaw a $120 million campus transformation and managed numerous strategic initiatives that led to a dramatic increase in financial support for students, a greater percentage of students living on campus, and an architectural transformation and modernization of student life and academic program space on campus. He holds a Bachelor s degree in International Relations from Syracuse University, a Master of Public Administration degree from the Maxwell School, and is currently pursuing a doctoral degree in Organizational Leadership from Northeastern University. Page 4 of 14

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6 Website Research and Analysis Planning Project Overview The MassArt website (massart.edu) is the primary Marketing and Communications vehicle for communicating the College's mission, identity, and values, and raising the visibility of the institution. The President has charged the project team, consisting of staff within the Technology and Marketing and Communications departments, with improving the capabilities and aesthetic appeal of the website to more effectively meet the College s goals, which include enhanced institutional visibility, increased enrollment, increased contributed revenue, and broadened community engagement. The site s primary audience is the prospective student interested in undergraduate, graduate, professional and continuing education, post-baccalaureate or K-12 programs. Additional audiences include current students, faculty, staff, alumni, donors and other external audiences (local Boston and New England communities, domestic and foreign visitors). The MassArt flagship web presence consists of two main websites, massart.edu and inside.massart.edu, which are focused on external and internal audiences, respectively; and a myriad of other websites to serve particular audiences, programs and departments, and functions. The project team has identified the need to obtain consulting services for an accelerated engagement to conduct research and provide analysis about the delta between the current website and the College s strategic, administrative and academic needs, with the goal of producing a Request for Proposal (RFP) for a new website to meet the President s charge. The project team aspires to provide website visitors with an optimal user experience, and will work to acquire analytics, identify audiences, and define functional requirements to meet the President's charge. Project Goals Massachusetts College of Art and Design will engage the services of a consultant or firm to conduct rapid research and analysis of the massart.edu website from February 20, 2015 to April 20, 2015, to assist the project team with the development of a Request for Proposal (RFP) and supporting documentation for a website re-implementation tentatively scheduled to launch in May The engagement is intended to provide the project team and the college community with meaningful data, expertise and guidance to make informed, timely decisions regarding the requirements for a new website. Additionally, the project team would like to ensure internal discussions about the new website are focused on data, expertise, and current best practices and standards, as opposed to personal opinions, perceptions, and emotions, or the internal hierarchy of the organization. The project team needs to ensure that the College Page 6 of 14

7 community has been fully surveyed, and that we garner as much useful and useable feedback as possible to ensure that the RFP for the new website is aligned with the College s strategy, and that it responds to the academic and administrative needs of the College, the local needs of the College s departments, programs and stakeholders, and that it provides efficient and targeted marketing and communication functionality and features to educate and engage the various audiences about the College for maximum impact. The consultant/firm will be charged with leading the stakeholders in the College community through a comprehensive engagement in two areas: research and analysis. The College community includes prospective and current students, applicants, staff, faculty, alumni, and donors. The consultant/firm will also represent the the public, which encompasses other external audiences including the local Boston and regional New England arts communities, the greater Boston community, the press, local and state government, broader domestic and foreign audiences, and others. The research phase is intended to provide a structured, formalized, objective process to gather input from stakeholders, assess the existing website s usability, features, functionality, reach and effectiveness, and provide the College with a clear articulation of emerging and future technology trends and website development best practices. The analysis phase is intended to provide comprehensive analysis of the research and an articulation of the functionality, features, design, structure and technology required to deliver a more effective, compelling and usable MassArt website. The phases may be distinct from or overlap with each other, provided the firm/consultant is able to justify the overlap and meet the deadline. The research phase includes the following: Identification and prioritization of the intended audiences for the new website (i.e., the users ); Stakeholder engagement and facilitation; Needs assessment articulating needs for prospective students, internal stakeholders, academic and administrative departments; Articulation of the existing workflow and procedures for digital asset management, content management and editorial oversight; Usability survey, testing and results; Measurement of the effectiveness of the current site in supporting the College s strategic goals and initiatives, and as a tool for the Admissions, Marketing and Communications, and Institutional Advancement departments; Identification and articulation of emerging trends and best practices in website functionality, design and development, specifically in the higher education sector; Emerging trends and best practices in social media, and how it can be and has been leveraged and/or integrated to facilitate a more comprehensive, unified user Page 7 of 14

8 experience. The analysis phase includes Quantification and documentation of the research phase which provides a meaningful assessment of the current state of the website Documentation, which may include executive summaries, analytics, summaries of interviews with stakeholders/focus groups, presentations, reports, graphs, charts, and other appropriate supporting documentation; Gap Analysis comparing the existing website versus the optimal user experience; the College s strategy; Academic and administrative requirements; Best standards and practices in website design and development, information architecture, user experience, navigation, content management, digital asset management, editorial workflow and approval, accessibility, responsiveness, leverage of and/or integration of social media, and related technologies and functions; Best standards and practices in digital marketing and communications; Emerging trends and best practices in the higher education sector. An articulation of the functional requirements to build a new website which addresses gaps identified by the analysis, in the form of a Request for Proposal (RFP) deliverable for a new website, produced in partnership with the project team. Scope of Work and Deliverables The consultant/firm will participate in presentations and discussions with stakeholders and the project team throughout the duration of the process; foster, facilitate and manage the engagement with stakeholders in collaboration with the project team; research and analyze metrics, analytics, anecdotal input, and other input for the existing website; survey and document the user experience of the existing website; identify, synthesize and present meaningful research of emerging trends and best practices in website development, design, functionality, and technology in the higher education sector; analyze and document gaps of the existing website s website design, information architecture, user experience, navigation, content management, digital asset management, accessibility, responsiveness, leverage of and/or integration of social media, and related technologies and functions, with current best practices and emerging trends in the technology landscape and higher education; document the full set of requirements for a new website. The consultant/firm may also be required to assist the project team in assessing the Page 8 of 14

9 College s flagship web presence to reformulate the consolidation/separation/placement of content. The engagement will result in a series of deliverables as described below. A research report, including an executive summary of the research phase, and all of the research data in the form of written documents, graphs, charts, etc. An analysis report, which includes an executive summary of the analysis phase, and all of the analysis data in the form of written documents, graphs, charts, etc. A Request for Proposal for a new website, which accurately reflects the institution s requirements, and documents the functionality required to deliver a best-in-class user experience which meets the College s requirements and supports its strategy. The RFP is subject to approval by the project team, MassArt s purchasing department, and the College s President, and the vendor shall have no proprietary claims to it. The RFP s content is subject to the findings of the research and analysis phases, but may include some or all of the following services or technologies: functional website specifications, website design and development services, content management system recommendations, digital asset management system recommendations, or other required services and technologies. MassArt staff will contribute to content for the deliverables, but the firm/consultant will compile and organize that and other content and produce the reports described above. Upon delivery of the RFP, the consultant/firm will have no proprietary claim to its content, either in part or whole. The RFP and its content will be considered property of MassArt in perpetuity, and may be edited, reissued, or reused by MassArt for future purposes at its discretion. Consulting Services Requested Facilitation and Management of Stakeholder Engagement and Input: The consultant/firm, in collaboration with the project team, will develop and execute a plan to facilitate and manage stakeholder engagement and input. Specifically, the consultant will advise regarding the most effective method and process for engaging stakeholders, and documenting their input; propose a schedule of stakeholder meetings and/or presentations; implement and/or coordinate specific activities and events; facilitate and document campus-wide discussions; guide the project team in compiling and analyzing input from the college community; and monitor the progress of work to ensure that planning activities meet established deadlines. The consultant/firm is expected to plan and execute activities to engage the community s creative thinking and problem-solving skills, facilitate input and feedback from the community, and provide the project team with a high-quality data set which will serve as the Page 9 of 14

10 primary input for the development of the RFP for the new website. Such activities might include: Focus groups, interviews, surveys and user forums to conduct needs assessments; User experience assessment (UXA) methods, skills and tools, which might include user surveys, user self-reporting, information grouping exercises (e.g., card-sorting), click-through analytics and testing, tracking activities (e.g. eye tracking, attention tracking, user tracking, participant observation, etc.) Representation of the user persona; Structured planning methods and activities to evaluate strengths and opportunities, weaknesses and gaps, and potential obstacles to success (e.g. SWOT analysis, gap analysis, etc.); Site audits and analysis of systems and platforms, information architecture, navigation, the user experience, content management systems, content management systems, editorial workflows and approvals, editorial oversight and content administration. Research and Analysis: While MassArt engages in significant on-going institutional research and performance assessment, most is internally focused. The College will require assistance to complete a thorough environmental scan incorporating research from both internal and external sources. This may include information gathering from internal and/or external constituencies with surveys, focus groups, interviews, or other methods. Written reports should include summaries of findings, analysis of the College s position with respect to peer institutions, opportunities, and challenges in a larger context. New Website RFP: The consultant/firm will, in collaboration with the project team and MassArt s purchasing department, develop and complete an RFP for a new website. The RFP is not considered completed until executive approvals have been granted. Changes to the College s visual identity system, except where approved by the project team, are not in the scope of this project. The consultant/firm may feel free to make suggestions about how these areas can be improved or modified to make the site more user-friendly, effective, and consistent with best practices and standards. The project team can provide the consultant/firm access to review existing, relevant documents, including the integrated marketing plan, visual identity guidelines, and other documentation, subject to executive approval. Request for Proposal Timeline Bid Issued February 4, 2015 Page 10 of 14

11 Deadline to submit written questions February 10, 2015 Contract addendum issued answering questions Bid Deadline In-Person Finalist Presentations and Interviews February 12, 2015 February 17, 3pm EST February 23-25, 2015 Anticipated Bid Award February 27, 2015 Anticipated Start Date March 3, 2015 The College anticipates commencing this project on March 3, 2015, and concluding it on May 3, The consultant/firm has flexibility in determining the length of the respective research and analysis phases, with the expectation that both phases will be fully completed within the timeframe. The College, or awarded company, may terminate this Agreement with or without cause upon thirty (30) days written notice to the consultant/firm. If this Agreement is terminated the College shall have no further obligations other than payment for services already rendered and for expenses previously incurred. MassArt reserves the option to extend the contract for up to three (3) additional two-month periods with the same terms and conditions. Any changes must be agreed upon in writing. Page 11 of 14

12 Proposal Deadline Bid proposals are due by 3:00 pm EST on February 17th, Bids must be submitted electronically by ing proposals to Your electronic file should not exceed 10 megabytes. Subject line in your should reference RFP 15-07,. No paper or fax copies will be accepted. The cost of producing and delivering proposals shall be borne by the candidates. Any questions regarding the bid must be submitted in writing to by February 10, An RFP addendum will be issued by end of day, February 12, 2015, containing written responses to questions received. The college will not be able to address additional questions received after February 10, After a review of proposals, it is anticipated selected finalists will be asked to campus for an in-person interview with college representatives. The interview must be with the firm s principal and team leader (if different). Presentations and interviews will take place February 23-25, 2015 and will last approximately 90 minutes. Vendor Response Consultant/firm proposals must include the following elements: A description of the capabilities and experience of similar or related research and analysis engagements with higher-education institutions, non-profit organizations, and/or corporate clients. An outline of a typical planning process and recommended activities for such an engagement, with delineation of the roles performed by the contractor/firm and MassArt s responsibilities in the project implementation. A description of the process the firm uses in guiding organizations through research and analysis, including draft schedules of milestones, with sufficient detail to permit insight into how the key elements of the proposal will be addressed. An explanation of how the consultant/firm is best positioned to meet MassArt s research and analysis objectives, including a description of how the firm would approach this project in particular, and areas of focus and approaches to each stage. A schedule for planning activities during the project period. Samples of research and analysis reports and developed with a prior client, Page 12 of 14

13 preferably a college or university, or links to plan examples provided on the firm s web site. A cost proposal, including the structure and basis of fees for the project and hourly rates for consulting for the specified scope of services. Break out cost estimates into the three component categories described above, and indicate timelines for each phase. Best value for total cost will be considered when evaluating proposals. All travel and related costs must be included in the proposal. There will no additional travel expenses allowed. Credentials of the principal consultant(s) who will be working on the MassArt account. Please note that the awarded bidder must consult with MassArt regarding any replacements to the original account team outlined in the RFP response and the in-person interviews. Any team member replacement(s) must be mutually agreed upon and a change in the principal consultant after award of the contract may result in termination of the agreement. A client list representing the range of the firm s relevant experience. A minimum of three client references and descriptions of projects completed for them Identification and articulation of any potential conflict of interest for individual bidders with the Massachusetts College of Art and Design. Conflicts of interest must be declared in the bid response. The proposer certifies that no official or employee of the Massachusetts College of Art and Design has a financial interest in this proposal or in the contract that the proposer offer to execute or in the expected profits to arise there from, unless there has been compliance with provisions of Massachusetts General Laws Chapter 43, sec 27 (Interest in Public Contract by Public Employees), and Massachusetts General Laws, Chapter 268A, sec 20 (Conflict of Interest), and that this person proposal is made in good faith without fraud or collusion or in connection with any other person submitting a proposal. Clarification of which capabilities outlined in the scope of work the firm has in-house and which would require partnership or collaboration with other organizations. Please clarify how the firm would work with those other organizations, and provide firm names and contacts, as possible. Willingness to sign a Confidentiality Agreement as it relates to key documents and data. Evaluation Criteria Proposals received will be reviewed in relation to the following criteria. Description of the candidate s capabilities and experience; Planning philosophy and recommended process, including specific activities and/or events; Explanation of how the consultant/firm is best suited to meet the MassArt s stated objectives and goals described in this document; Credentials of the specific consultant(s) who will be working on this account; Page 13 of 14

14 Client list, including the range of higher education institutions and/or cultural and arts organizations served; Quality of the on-campus presentation; Quality of the sample planning documents/materials provided; References; Schedule for proposed planning activities and deliverables; Cost proposal, including total cost (best price) and basis of fees. Budget information must break out cost estimates into the three component categories described above, and indicate timelines for each phase. Additional information about MassArt is available at the following links on to the college website: Current key statistical indicators: pdf Annual Report for 2013: MassArt Strategic Plan: MassArt Web Presence: Page 14 of 14