Marketing
• Develop and implement branding, advertising and communications initiatives
• Foster best practices and execute marketing campaign to increase foot traffic
• Prepare and implement an annual plan for marketing, events, promotions and public relations
• Write, edit and develop all MDC promotional materials including brochures, folders, advertising and other collateral materials
• Write copy for the monthly newsletter
• Oversee ongoing updating and enhancements to Internet web site
o Work closely with web designer and internet host
• Oversee photo archives

Sponsorships
• Develop and implement all sponsorship activities in Manayunk
• Create tailored sponsor packages
• Follow up with sponsors for funding of special events through meetings, emails and extensive phone prospecting
• Work with event sponsors to manage their needs and expectations prior to and during events

Special Events
• Formulate and execute new events that fit the Manayunk brand
• Form and meet annual fund raising goals
• Project revenue and expense of all events
• Provide volunteer staff support for events
• Plan and maintain event timelines and logistics for each event
• Supervise staff/committees on all logistics for each event, including but not limited to invitation lists, printing and mailing, scheduling, volunteer recruitment and management and dealing with vendors
• Manage and execute all aspects of event planning for MDC events including Second Saturday,  Trick or Treat on Main Street, Canal Day, Holidays on Main and other seasonal events
• Organize press conferences for specific events
• Coordinate all acknowledgements related to each event on a timely basis
• Conducting post-event reporting and analysis

Public Relations
• Plan, develop and execute all public relations activities including press conferences, press kit mailings, press release mailings and all media follow up with story pitches
• Develop media buy to support marketing and event plan
• Maintain media lists and database
• Manage media projects including press releases and announcements, generate story line opportunities utilizing new media and traditional outlets 
• Maintain press clippings binder and video archive
• Develop and maintain ongoing relationships with the media
• Act as media spokesperson for district 

Advertising
• Oversee creative direction of all advertising including branding campaign
• Write copy for all print and broadcast advertisements
• Oversee media buys for all events from ad creation to placement in all targeted publications 

Merchant Relations
• Promote the district and events through door to door outreach
• Create weekly update memos for all MDC members
• Produce monthly newsletter

Community Outreach
• Represent MDC in appropriate external forums to promote positive image-building and enhanced name recognition
• Cross-promote with other organizations to increase visibility including the Chamber of Commerce, Philadelphia Convention and Visitor’s Bureau, Sunoco Welcome America, Greater Philadelphia Tourism Marketing Corporation among other corporations in the region

General Communications
• Meet and collaborate with MDC Board, Executive Committee, MDC members and other committees to gain acceptance and promote consistency throughout the marketing and communications functions

Budget
• Manage marketing budget

QUALIFICATIONS

• Minimum three years professional experience in marketing and advertising, five years of experience preferred.  Related experience in public relations, promotions and event coordinating will be considered.  Retail marketing experience preferred but not required.

• Bachelor’s degree in marketing, advertising, public relations or related field mandatory.

• Demonstrated ability to work in fast paced environment with multifaceted demands. 

• Demonstrated ability to work with various stakeholders in professional capacity and handle vendor management. 

COMPENTENCIES REQUIRED

• Show leadership, sound judgment and integrity
• Strong verbal and written communication skills
• Demonstrate ability to be the face of Manayunk’s marketing campaign
• Detailed orient approach to work
• Ability to meet deadlines and anticipate risks

Resumes should be sent to:

Fran Burns
Executive Director
111 Grape Street
Philadelphia, PA 19127
Manayunk Development Corporation
215-482-9565 x205
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Resumes accepted until May 1, 2008

Request for Proposals
Strategic Plan for Manayunk Development Corporation

Objective
To engage an experienced consultant to lead the Manayunk Development Corporation (MDC) through a strategic plan process.  The plan will identify organizational objectives and specific programmatic and management milestones for the next three years and create a strategic direction for the Manayunk Development Corporation and the commercial district of Main Street, Manayunk in Philadelphia, PA. 

Organization Mission Statement
Manayunk Development Corporation is a non-profit corporation with both a primary business development mission and a cooperating community development mission.  As a business district development corporation, MDC takes primary responsibility for management, promotion, and positive development of the Main Street business district.  As a community development corporation, MDC cooperates with other civic and community organizations in the Manayunk area to plan and carry out community programming and physical improvement projects of interest to both businesses and residents in Manayunk.

Organizational Background
The Manayunk Development Corporation (MDC) is a non-profit community development corporation which encourages economic development activities that benefit the entire community.  Initially incorporated in 1985 as the New Manayunk Corporation, MDC evolved in 1992 with the merger of New Manayunk Corporation and the Business Association of Manayunk.  The scope of activities pursued by MDC include but are not limited to: the sustenance of the business community along Main Street,  community planning, the restoration of the Manayunk Canal; the maintenance and sanitation of sidewalks and public park areas; the planning and coordination of Main Street streetscape improvements; coordination of high profile events such as the annual Arts Festival and Second Saturday; marketing of the district and capital projects. 

The commercial district in Manayunk rose to prominence in the mid to late 1990s.  High end retail, fine dining restaurants, the promise of a waterfront location and historic charm combined with the development of a first class Arts Festival and parking management made Manayunk the “place to be.”  Consumers traveled from throughout the five county region to shop and participate in events and activities.  Rents soared.  Business was good and other business districts looked to model the MDC. 

The MDC assumed responsibility for maintenance crews, streetscape improvements, marketing initiatives, community planning, canal improvements, capital projects and event planning.  In 1997, the Manayunk Special Services District (MSSD) was created as a businesss improvement district whereby owners and merchants agreed to assume an additional assessment on their properties to provide “special services.”  In addition to forming a special services district, MDC had at any given time anywhere from 100 to 200 individual or business memberships comprising industrial, retail, restaurant, residential, property owner and professional services.  To find out more current information about MDC go to www.manayunk.com.

Business Case
Historically Manayunk Development Corporation (MDC) managed many different aspects of change in Manayunk.  From managing the business district, overseeing marketing and events, working with business owners to community planning, for the business district, the community at-large and the waterfront, MDC worked to move the community forward.

As one of the first downtowns in the region to go through redevelopment, Manayunk has been very successful especially through the 1990s.  New districts have evolved and retailing continues to change.  Manayunk was the model that most of the region used and was copied extensively throughout the Philadelphia Region. It now will be the model for restructuring its vision and structure for future economic growth.

Manayunk has to redefine itself on many levels to be competitive.  Who and what is Manayunk?  Who is the customer now?  And how can we reach them effectively? 

This is a great opportunity to look at the Manayunk Business District, analyze the focus of the district, consider its relationship to the waterfront and to the community.  A goal is to have a new retail direction for the street, develop a targeted list of businesses.  In addition, MDC’s future involvement and relationship with the waterfront projects and activities needs to be considered.

Currently the frustrations of the changing market place in Manayunk have pitted stakeholders against each other.  Our goal is to create consensus that will allow Manayunk to once again focus on implementing positive change.

The second phase of the plan would set manageable goals and action steps, then define who and how the goals will be carried out.  The organizational structure of both the Board and the office will be analyzed based on the agreed upon goals.  Included also will be a long term funding strategy for the organization.

Primary questions – being raised consistently
1. Who and what is Manayunk, as a whole, now and going forward?
2. What are the key objectives that MDC wants to accomplish in the next three years?
3. What is the vision for retail growth for the future of the district? 
4. What is the development plan (retail, office, residential) for the district?
5. What role should MDC have in big development projects?
6. What is the vision for the waterfront?  What role will MDC have in the outyears for maintenance and development?
7. What should MDC’s relationship be with the community, with specific consideration to formalized community groups?
8. How should MDC approach zoning?

Scope of Work and Process
The MDC has some recommendations on the strategic plan process but welcomes process and procedural suggestions from experienced consultants. 

MDC believes that a key element of the planning process must be the engagement of all interests and stakeholders in the planning process.  The working process will be monitored by an Advisory Committee of the MDC Board of Directors.  A series of meetings will also be held during the process, as well as one on one interviews as appropriate. 

The consultant will begin by reviewing all of the existing organizational information, look at the projects and functions currently managed by MDC and analyze the current retail trends and opportunities for the district.  In addition, the consultant will meet with the Advisory Committee to gather issues and direction for the strategic plan.  The expectation is that this will take no more than one week time to accomplish. 

Based on this work the consultant will prepare a written assessment report due in week two of the engagement that addresses the issues identified by the Advisory Committee as well as other issues that might arise as a result of this research.  An Organizational Assessment Memorandum addressing the issues that should be addressed in a Strategic Plan will be presented to the committee and used as a point for discussion.  This memorandum will be revised based on committee input and a final Organizational Assessment Report will be created and used as the .

Techinical Approach and Timing of Project
Phase One of the strategic plan will provide strategic direction for the business district to:
1. Achieve a clear understanding of the community of stakeholders, how the community has changed and what the new and future business community and neighborhood will become.  Provide a sense of stability to establish the “who”, “what”, “where” and “how” of the community
2. Identity the assets and strength of the district and how to leverage those strengths 
3. Achieve general consensus and majority MDC board agreement for a strategic direction and focus for the business district
4. Identify key industries and businesses (or “uses”) to target to revitalize the make up of the business district and fill current storefront vacancies
5. Provide board member unity around an identity and direction with clearly defined objectives

Phase Two of the strategic plan will:
1. Create a road map to set executable goals and action steps
2. Provide a guideline that can be used as a frame of reference when discussing how and where to put resources
3. Provide a strategy, clear objectives and concrete actions to execute the strategic direction
4. Define ownership and responsibility for carrying out objectives
5. Provide short term and long term goals, a timetable for execution and associated costs of those goals
6. Address organizational change within the MDC staff  and the Board based upon agreed upon organizational goals
7. Achieve agreement on types of responsibilities and functions that will be  managed by MDC, i.e.street cleaning, waterfront development, marketing, long range planning etc.. 
8. Address the long term funding strategy for the organization

This process needs to be interactive with the committee, the Board and the staff of MDC.  At this point we are looking for:

 Organizational goals
 Development goals
 Fundraising and resource development goals
 Retail Development Goals
 Evaluation and monitoring goals
 Technical assistance needs

With the development of the goals, we expect a realistic work plan to achieve the agreed upon objectives.

Project Milestones and Deliverables

1. Prepare Bid      April 2008
2. Issue RFP and solicit responses     April 2008
3. Organize Advisory Group for Plan   April 2008
4. Engage consultant     Late April 2008
5. Begin work       Late April 2008
6. Review background information and have initial  Late April 2008
Meeting
7. Consultant to provide Organizational Assessment Early May 2008  
8. Continue interviews, provide biweekly status   Duration of Project
reports
9. Provide Phase One draft report    Early August 2008
10. Final acceptance of Phase One report   August 2008
11. Review and Discuss Phase One deliverable  August 2008
12. Continue work on Phase Two deliverable  August 2008
13. Provide Phase Two draft report    Early October 2008
14. Final acceptance of Phase Two report   October 2008
15. Review and Discuss Phase Two report with full   October 2008
Board
16. Full plan complete for Phase One and Two  October 2008
 
Respondent Requirements
When preparing the response, consultants should provide a scope of work that fits within a total budget threshold of $75,000. 

Consultants should provide a proposal in response to this request for services that contains the following:

1. Narrative or other representation that demonstrates understanding of scope
2. Narrative or other descriptive that clearly communicates how the project will be approached by respondent (ie. Process, timeline, milestones, project schedule) within a $75,000 project threshold
3. Include at least three examples of related work with description of prior project experience to demonstrate qualifications
4. Demonstrate readiness and commit to above milestones, deliverables and timeline
5. Provide a description of the project team and qualifications/background of team members
6. Include a financial section delineating project costs within a $75,000 project threshold.  Expenses should be broken into sections to illustrate cost per phase of project; cost for each deliverable; cost per hour for project team and other project costs.
7.  Provide three references with contact information.

Contact Information

Responses should by sent to:

Fran Burns
Executive Director, Manayunk Development Corporation
111 Grape Street
Philadelphia, PA 19127

Or

Email: This e-mail address is being protected from spam bots, you need JavaScript enabled to view it

Contact Fran Burns at 215-482-9565 x205 or through email with questions.

Responses are due by Monday, April 21, 2008