Addendum No. 4 UCO-958 School of Professional Studies Website Redesign.pdf

May 21, 2025

ADDENDUM No. 4

TO: Prospective Proposers

FROM: Helena Gacina (helena.gacina@cuny.edu)

The City University of New York

RE: UCO-958

Request for Proposal

School of Professional Studies Website Redesign

This Addendum No. 4 to the above-referenced RFP is being issued to:

i) Revise Key Dates and Events;

ii) Replace Addendum No. 3

All capitalized terms used but not defined herein shall have the meaning set forth in the RFP.

i) The Key Dates and Events are hereby revised as shown below:

Action Date

CUNY issues RFP for School of Professional Studies

Website Redesign

April 10, 2025

Procurement Lobbying Law Restrictions Begin April 10, 2025

Pre-Proposal Conference/Site-Visit

☐ Mandatory ☐ Optional

N/A

Submission of Written Questions Due Date 1 April 17, 2025 @ 2:00 pm Eastern Standard Time

Submission of Written Questions Due Date 2 May 28, 2025 @ 2:00 pm Eastern Standard Time

Proposal Submission Due Date and Time June 11, 2025 @ 1:00 pm Eastern Standard Time

CUNY has extended the Submission of Written Questions Due Date 2 for prospective proposers to submit only additional questions, if any, due to the replacement of Addendum No. 3.

CUNY is currently working on the responses to the questions received by the due date 2 for the submission of written questions. Such responses will be forthcoming via the issuance of Addendum No. 5.

CUNY Central Procurement Office Office of the Executive Director of Strategic Sourcing and Chief Procurement Officer 230 West 41st Street New York, NY 10036 mailto:helena.gacina@cuny.edu

UCO-958 School of Professional Studies Website Redesign Addendum No. 4

ii) Replacement of Addendum No. 3

Below is being added in Part 6, Step 3: Scoring of Volume II: Technical and Management Proposal (60

Points).

Members of the Committee will preliminarily score each Technical Proposal individually and then meet as a group to discuss and give final scores to the Technical Proposals. The preliminary Technical Score for each Proposal will consist of the sum of the scores given to the Technical Proposal by each of the

Committee members, divided by the number of Committee members with a maximum score indicated in this section, and will be provided to the University’s or College’s Procurement Office. Then the members of the Committee will meet as a group to discuss the Technical and Management Proposals. After such group discussion, the Committee members will provide their individual final Technical Scores, which may or may not be the same as their preliminary Technical Scores, to the Procurement Office.

If a firm is deemed to be not technically qualified by the Committee, such firm will be removed from further evaluation.

List of Questions and Answers

Q1. We would like to confirm whether it is permissible to deploy a portion of the project team from offshore locations, such as India or Canada, for the CUNY School of Professional Studies Website

Redesign project. Specifically, can some resources work remotely from outside the United States, while adhering to all project timelines, deliverables, and communication expectations?

A1. Please refer to Part 3, section 3.2 Specifications, Location, pg. 9 of the RFP. All services provided under this Contract must be provided within the continental United States (“CONUS”), and all data must be stored within CONUS. Therefore, the Contractor may not utilize personnel from India or

Canada.

Design:

Q2. When was the last website refresh, and what’s driving the new website redesign?

A2. The last website refresh was conducted nearly 10 years ago; however, the current site recently migrated from Drupal 7 to Drupal 10. First, we have been instructed by CUNY to migrate our website over to

Wordpress to align with the CMS used by the Central Office in addition to other CUNY colleges. We’re also looking to update the website for the following reasons:

• Implement a new visual identity with refreshed messaging

• Need for a modern, conversion-focused site with clear program pages and CTAs to meet the

School’s application and enrollment goals

Q3. Should the redesign align with current branding, or are you open to a complete brand refresh?

A3. We’re looking for a brand update

Q4. What are the top 3 results you would like to achieve with this project?

A4. They are as follows:

• Higher conversion and engagement

• Stronger brand perception

• Improved site performance and maintainability

Q5. Do you need support editing or writing site content?

A5. Yes, we will require support with editing and writing site content.

Q6. Do you have a library of photos (or an account for stock photography) that we can use? Or will you need assistance with creating/curating photos and graphics?

A6. We have a library of photos in addition to an Envato account for stock photography; however, we might ask for additional images from your team, if needed.

Q7. Are there specific visual elements or features for the website re design you want to prioritize?

A7. Yes, as follows:

• Brand forward hero zones

• Navigation and information architecture that drives the entire user journey and SEO o Site navigation should be simplified so that the user can find information more easily.

o Site navigation menu should be optimized to include keywords to help increase organic page rank in search engines and AI search results.

• Conversion components (eg enrollment, inquiries, and giving)

• Accessibility and inclusivity cues for an exception UX for everyone

• Mobile-first layouts

• Interactive storytelling that highlights the School’s value propositions

Q8. What types of content updates are most frequent, and what are the current challenges the internal team faces when performing these updates?

A8. The most frequent content updates are as follows:

• News and events

• Program pages

• Admissions and financial aid content

• Faculty and student highlights

Development:

Q9. Can you share examples of how your staff currently updates content, and what specific pain points they encounter with the existing CMS?

A9. Our main content update teams are Editorial, Events and General content.

The Drupal CMS itself is not a major pain point, however in certain cases, it seems overly complex for our needs. Specifically data “Views” and the display of certain “Blocks” on pages/layouts.The

Wordpress CMS is more user friendly and would simplify content updates for users across the School.

Q10. What challenges have you faced with past projects? Are there any lessons or preferences you’d like us to consider?

A10. The migration from Drupal 7 to Drupal 10 was a large and difficult process. The Drupal community support for this project was insufficient.

Q11. Are there specific pain points in the current website that need to be addressed?

A11.

• Content o Evaluate what content is most relevant to our users and bring this to the forefront.

o Remove or re-organize extra content that is not serving our target audience of students.

o Managing the expectations of various stakeholders at the School and how they feel content should be prioritized on the site.

o Images don’t follow a standard naming convention in the CMS (e.g. all lowercase letters with a hyphen separating words).

• User experience o User personas need to be defined so that we can target specific student audience effectively.

o For example: the Apply button for certain programs is currently buried behind a number of clicks to different pages. How can we make the user’s journey to where they want to apply more seamless.

o Both staff and students utilize the Search Bar as a main way to navigate our site because the information in the menus is not clear or easy to navigate.

o For example: “About” in site navigation doesn’t show information about the School and is used as a catchall for sections of the website that don’t fit the other existing navigation sections (i.e. Academics, Admissions, Financial Aid and Tuition, Student Services.

• Design o The overall design of the site should be modernized.

o The site is visually inconsistent between pages of the same category.

o The site is very text heavy.

• Performance & speed

• Mobile Experience

• SEO

o The site needs to be optimized to ensure the best use of keywords of metatags (i.e. TITLE tags, Header tags for organic search results, which will help increase page rank in search engines and AI search results.

o Alt Text needs to be added to enhance accessibility and increase organic web traffic for images o The site needs to incorporate more effective backlinking (i.e. linking relevant pages within the site) to increase domain authority.

• Analytics o For example: Select buttons and links need to be clearly added to Google Tag Manager to measure traffic and user journey.

Q12. Do you expect your Vendor to migrate all of your content? Do you have internal staff (i.e., personnel, interns) that could support migration efforts?

A12. We have one developer on staff, so the expectation is that the migration would be the vendor’s responsibility

Q13. How do you currently handle SEO? Do you need support with optimizing content, keyword research, or technical SEO?

A13. We have one SEO expert on staff, so the expectation is that SEO for the migration would be the vendor’s responsibility. The SEO expert on staff would then maintain all SEO needs after the site has launched.

Q14. Success Metrics for Redesign: What key performance indicators will define the success of this redesign (e.g., bounce rate reduction, increased course registrations/donations, faster load times)?

A14.

• Enrollment o Increase in new student applications and enrollment and course registrations for all terms.

• Analytics o Increased pageviews (website traffic).

o Decrease in bounce rate, with the understanding that some users might only be interested in visiting one page on the site.

• SEO

o Improved organic search results for top keywords.

• Web Performance o Faster loading time.

o Decrease in “4xx" errors (e.g. 404 Page Not Found results).

Budget:

Q15. What is the budget or budget range for the CUNY Website redesign?

A15. CUNY does not provide budget information for its solicitations.

Q16. I represent vendor, a certified New York State MBE firm interested in collaborating with a Prime

Vendor regarding the above project posted 4/10/2025 on NYS Contract Reporter. The documentation provides direction for Proposers to identify potential MWBE Subcontractor(s) by referencing the directory of New York State certified MWBEs (https://ny.newnycontracts.com). However, there is no guidance for MWBE Subcontractors to identify potential Prime Proposers.

As CUNY has established a 30% participation goal for New York State certified MWBE's in connection with this project, we would be appreciative of any direction you can provide regarding identifying potential Prime Vendors/Proposers so we can express our interest in forming a partnership to address the aforementioned.

Thank you in advance for any assistance you can provide with this matter.

A16. Attached to this addendum as Exhibit A is the list of vendors who viewed the posted UCO-958 advertisement in the New York State Contract Reporter.

Q17. I just came across the School of Professional Studies Website Redesign RfP and I wanted to check if it is open to international suppliers? If so, would you be able to share the full RfP documentation with me?

A17. Please see response to Question 1. The RFP documentation is accessible on the New York State

Contract Reporter website New York State Contract Reporter.

Q18. Are you interested in AI powered Search Solutions?

A18. No, we are not interested in AI powered search solutions.

https://urldefense.com/v3/__https:/ny.newnycontracts.com__;!!LRXxDv2l!SYb7U-y_Om7RW9OcuvYNIQoTS1kUrpQFcNl-7LJyslGgFfqfW1HxSEEsSC2RvCTWJ4gEFxvtLZiNAdepmcH6vyh2RCPVF_gz$ https://nam02.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.nyscr.ny.gov%2Fagency%2FadsView.cfm%3FnumID%3D2121113&data=05%7C02%7CHelena.Gacina%40cuny.edu%7C705f154d789749f1097a08dd8273b6b3%7C6f60f0b35f064e099715989dba8cc7d8%7C0%7C0%7C638810155753611707%7CUnknown%7CTWFpbGZsb3d8eyJFbXB0eU1hcGkiOnRydWUsIlYiOiIwLjAuMDAwMCIsIlAiOiJXaW4zMiIsIkFOIjoiTWFpbCIsIldUIjoyfQ%3D%3D%7C0%7C%7C%7C&sdata=0qXE7aG2MGvMru0YxflblKIQVPDhMkHVNWaqLMN%2B9Sk%3D&reserved=0

Q19. Can you provide a range or total number of pages needed for migration from the legacy site to the new site?

A19. Around 1,500

Q20. Outside of Hubspot & Slate, what other integrations are you looking to integrate?

A20.

• Swoogo (possibly)

• Ocelot or other chat bot (possibly)

Q21. How many content editors will need access to WordPress CMS and training?

A21. Anywhere from 10-20

Q22. We found the Request For Proposals through Upscale Methods. Our agency is very much interested in submitting the proposal.

However, could you please indicate if this is open to agencies outside the USA, we are in Africa, Zimbabwe and very keen in tackling these projects.

A22. Please see response to question 1.

Q23. Can you please provide a budget range so we can right-size the proposal to your needs?

A23. Please see response to question 15.

Q24. Do all 1,500 pages need to be migrated? Or do you already have a list of pages/content you want migrated versus the ones you no longer need? If yes, please share.

A24. Many of these will need to be migrated; however, the number of pages that should be omitted will most likely present itself in the discovery process.

Q25. Regarding the need for a system for site administrators to manage and approve content, including the ability to customize roles to tailor edit access to specific users and groups:

o What type of content do you need to approve?

o How many different roles are needed? What will each one allow?

o Approximately, how many people will have access to the website backend (i.e. how many site administrators will there be?)

o Are these the same people who will require the website backend training? (You mention up to

10 sessions needed)

A25.

• We would like to explore the ability to approve editorial content, event content and general page edits/changes

• We currently have 2 users with Admin/backend access a vendor and our in-house Web Developer

• We don’t expect more than 10 roles. We would like to explore the ability to give certain departments the ability to edit content on specific pages along with our general Event, Editorial and

General/Admin roles

• Yes, the content editors would be the same users that would require training

Q26. Please provide a full list of all third-party integrations currently on the site or needed

A26. Hubspot and Slate will be needed

Q27. You mention a minimum of 4 wireframes per page type and 3 different design templates for review o Are you referring to revision rounds? Or do you want three different versions provided for certain page templates?

A27. We want three different versions provided for certain page templates.

Q28. Do you already have any platforms in mind for User Acceptance Testing (UAT)? We can make recommendations, but I'm wondering if you already have one in mind.

A28. No, we do not have platforms in mind for UAT, and are open to recommendations.

Q29. Is there an existing Git repository? Would you be open to alternative Git-based workflows, or is Git a strict requirement?

A29. CUNY is open to alternatives

Q30. Can you share an example or list of the custom reports and extensions?

A30. Not applicable; however, it is periodically necessary to provide a list or report of Faculty members from the directory which exist as a content on the site.

Q31. Is there a maximum budget you're trying to keep within?

A31. Please see response to question 15.

Q32. Are these subdomains excluded from the scope of work?

1. https://sps.catalog.cuny.edu/

2. https://app.applyyourself.com/AYApplicantLogin/fl_ApplicantConnectLogin.asp?id=cunysps

3. https://globalsearch.cuny.edu/CFGlobalSearchTool/CFSearchToolController

A32. 1. Excluded

2. Excluded

3. Excluded

Q33. Are there any subdomains that are included in the scope of work?

A33. No, there are no subdomains included in the scope of work.

Q34. You mention: “Develop and test any API integrations”. Are there existing API integrations that we should be aware of? (perhaps for programs or courses to be pulled from the catalog?)

A34. No, we link out to the catalog currently.

Q35. Our firm respectfully requests permission to participate in the above mentioned RFP. We have the

PDF version of the RFP and would like access to the online portal to officially submit our proposal. I feel we can add tremendous value to this project.

https://sps.catalog.cuny.edu/ https://urldefense.com/v3/__https:/app.applyyourself.com/AYApplicantLogin/fl_ApplicantConnectLogin.asp?id=cunysps__;!!LRXxDv2l!R_-R-l8ZSQIkM-OL7lcwj1Vi9_qq4MX-W_KOg9FkEsn_GlTwBvI5wACDNyRKshlkS9p0-I4p2GqcY8wslW3W$ https://globalsearch.cuny.edu/CFGlobalSearchTool/CFSearchToolController

Please let me know the best way to proceed.

A35. There is no permission requirement to participate in this solicitation. Please refer to Part 1, section II, Proposal Due Location, and Part 10, section 5, How to Submit a Proposal of the RFP.

Q36. What is the budget or budget range that has been set aside for this project? (Page 8, Section 3.1, Paragraph 1)

A36. Please see response to question 15.

Q37. In addition to the Project Manager, what other SPS team resources are being devoted to this project?

What will they be responsible for as a part of this engagement? (Page 14, Section 3.6, Paragraph 1) .

A37. A majority of the CUNY SPS marketing team will be involved in the redesign process, including our

CMO, Director of Marketing, Developer, SEO expert, graphic designer, and editorial team

Section 3.2 Questions

Q38. Could you provide examples of websites that you aim to emulate in terms of design or functionality?

(Page 9, Section 3.2, Paragraph 3)

A38.

• Harvard University (https://www.harvard.edu)

• Western Governors University (WGU) (https://www.wgu.edu)

• University of Florida (UF) (https://www.ufl.edu)

• Southern New Hampshire University (SNHU) https://degrees.snhu.edu

• Purdue Global: (https://www.purdueglobal.edu/)

• University of Phoenix: (https://www.phoenix.edu/)

• Penn State World Campus: (https://www.worldcampus.psu.edu/)

Q39. How do you envision your content strategy changing with the new website? Are there any target audiences you feel you are currently not reaching or would like to expand? (Page 9, Section 3.2, Paragraphs 1 and 2)

A39. We primarily market our School to adult prospective students residing in the tri-state area. We would like to continue targeting adults, but are looking to expand our reach geographically

Q40. Can you share more about the decision-making process behind moving away from the recently launched Drupal 10 site? (Page 9, Section 3.2, Paragraph 5)

A40. First, we have been instructed to migrate the site to Wordpress. Second, the structural and visual elements of the current site are quite outdated and no longer serve as a way to help us meet our enrollment goals.

Q41. Are there particular goals or expectations that were not met by the Drupal 10 site that the WordPress transition aims to solve? (Page 9, Section 3.2, Paragraph 5)

A41. No. We were instructed by our Central Office to migrate to WordPress.

Q42. What specific challenges have you encountered with the current Drupal 10 implementation—are they platform-related, experience-related, or process-related? (Page 9, Section 3.2, Paragraph 5) https://www.harvard.edu/ https://www.wgu.edu/ https://www.ufl.edu/ https://degrees.snhu.edu/ https://www.purdueglobal.edu/ https://www.phoenix.edu/ https://www.worldcampus.psu.edu/

A42. Drupal is overly complex for our needs (see Q9) and its community support is lacking (see Q10)

Q43. Which elements of the current Drupal 10 site have been most successful for your team—content structure, authoring workflows, SEO performance, technical stability? (Page 9, Section 3.2, Paragraph

5)

A43. We just onboarded Drupal 10 and don’t have enough experience with the CMS to comment on this question. Additionally, it is not applicable as we will be migrating over to WordPress

Q44. Does the University require a specific WordPress stack (e.g., Gutenberg, ACF, headless setup)? (Page

9, Section 3.2, Paragraph 3).

A44. No, the University does not require a specific WordPress stack.

Q45. What level of integration is expected with Slate and HubSpot—simple form sync, data push/pull, dashboards, etc.? (Page 9, Section 3.2, Paragraph 3)

A45. To be discussed during the interview process as we need additional technical insight from the vendor.

Q46. What content and functionality, if any, will not be carried over in the migration from Drupal to

WordPress? (Page 9, Section 3.2, Paragraph 5)

A46. To be determined during the audit and migration processes with the selected vendor.

Section 3.3 Questions

Q47. How did the project process—from discovery to deployment—work for your team during the D7 -

D10 migration? Are there specific stages (e.g., testing, training, content migration) that you’d want to see handled differently in this migration to WordPress? (Pages 10-12, Section 3.3, Services and

Deliverables Table)

A47. The migration project ran smoothly with our vendor. The redesign project should have more phases and a longer planning period because we need to re-architect the site, we’re not just re-building it as-is.

Q48. Does CUNY SPS plan to rewrite content during migration, or should the vendor plan to migrate content “as-is”? (Page 11, Section 3.3, Services and Deliverables Table, Item 6)

A48. We believe that some of the content on the site will need to be rewritten, and were hoping to rely on the hired vendor for guidance on how to move forward with the rewrites. We do have an editorial team on staff; however, they are not necessarily trained to write for the website.

Q49. Are there existing editorial workflows or content governance models that must be replicated in

WordPress?(Page 11, Section 3.3, Services and Deliverables Table, Item 5)

A49. We would like to maintain roles for Editorial and Events teams, however we are open to re-implementing these roles with guidance from the vendor.

Q50. Why is CUNY SPS wanting to move from Drupal to WordPress?

A50. This was mandated by the Central Office. The whole University System will need to run its websites on WordPress.

Q51. Would CUNY SPS consider remaining on Drupal if staying would result in a lower cost project?

A51. No, we need to migrate to WordPress per the University’s mandate.

Q52. Did CUNY SPS have specific audiences in mind for the interactive discovery workshops?

A52. We would like to include members of the CUNY SPS community that communicate most with our prospective and current student audiences, in addition to those that often serve as website content editors.

Q53. Does CUNY SPS want user testing for the sitemap, visual design, or both?

A53. We would like user testing for the sitemap and visual design.

Q54. What is the rationale behind seeking 3 design concepts?

A54. One concept can unconsciously lock the team into a single visual idea. Three forces everyone to explore a range of brand expressions (e.g., bold/innovative, classic/academic, minimalist/data‑driven) while still staying manageable. It surfaces possibilities you wouldn’t see if you jumped straight to production.

Q55. Can CUNY SPS clarify what is meant by “4 wireframes per page type”? For example, if we are talking about a program page template, what would you be hoping to see in the wireframe phase?

A55. Four design layouts, which is the standard for this type of project.

Q56. Are you seeking the selected agency to complete all manual or programmatic content migration?

A56. We anticipate that much of the content will need to be re-written or restructured for the redesign project. Any manual content migration that remains can be evaluated to see if CUNY SPS staff can support in the process.

Q57. For 3.3 section 9 (custom reports), does this refer to analytics reports? If not, what type of custom report does CUNY SPS need?

A57. We need the ability to provide a list of Faculty members from our site Directory.

Q58. For 3.3 section 12 (training sessions), is this intended to be CMS training or also including web content strategy/best practice training? What does CUNY SPS expect to be covered in these sessions? Is

CUNY SPS open to alternative approaches to setting up any user training?

A58. This should largely be CMS training; however, we welcome training on strategy/best practices in addition to alternative approaches to user training should that type of training align with our content editor’s needs.

Q59. Who will be included in the CUNY SPS project team indicated in 3.4?

A59. The team will include the chief marketing officer, marketing director, developer, SEO expert, graphic designer, and editorial team

Q60. We typically contract to achieve WCAG 2.2 AA accessibility compliance. Will this work for CUNY

SPS?

A60. Yes, WCAG 2.2 AA accessibility compliance will work for us.

Q61. Does CUNY SPS have any brand messaging defined beyond the statement included in 3.2

Specifications?

A61. No. We’re hoping to work with the chosen vendor on this.

Q62. What kind of integration with Hubspot are you seeking? Is it embedding of forms or something more substantial with their API?

A62. CUNY is mostly seeking embedding of forms with Hubspot.

Q63. What kind of integration with Slate are you seeking? Is it embedding of forms?

A63. Possible Slate integrations include:

• Inquiry capture (forms)

• Application start and progress

• Event scheduling

• Personalized content and remarketing

• Data feedback loops

CUNY is currently in the process of integrating Slate as our Admissions CRM. Complete integration is anticipated to be completed by Fall 2025. Upon completion, we will share CUNY’s integration expectations with the awarded Contractor.

Q64. Will .AI be an aspect or expectation of this project?

A64. No, AI will not be an aspect or expectation of this project.

Q65. Can you please explain any pain points of managing the website content using Drupal CMS and expectations for these same issues on WordPress CMS?

A65. Please see response to question 11.

Q66. Can you provide insight into the role CUNY IT will be potentially playing in managing Pantheon hosting, DNS management, code review and site maintenance.

A66. CUNY Central IT is only responsible for managing our website domain. The CUNY SPS internal marketing team manages all other aspects of the website.

Q67. Are there specific benchmarks for MWBE and SDVOB participation or just the general 30% and 6% goals?

A67. The general 30% and 6% goals.

Q68. https://sps.cuny.edu/sitemap.xml contains 2,375 URLs of dev Drupal 10 pages residing on

Pantheon. Would the project involve managing website presence in search engines via Google Search

Console / Bing?

A68. The redesign should include a re-implementation of the sitemap, if needed, along with any other foundational parts of the site to ensure CUNY SPS maintains or improves its search rankings.

https://sps.cuny.edu/sitemap.xml

Q69. What are the anticipated reporting requirements on website performance, i.e. Google Analytics custom reports vs. Looker Studio? How long should historical website analytics data be retained for reporting purposes?

A69. Google Analytics. We are open to recommendations on retaining historical data based on its utility to understanding the performance of the new site.

Q70. Would SPS team be available to perform content review / cleanup prior to content migration to

WordPress templates?

A70. Possibly, but this depends on the scope of cleanup needed.

Q71. Are there specific SEO performance benchmarks (e.g., organic traffic) that must be maintained after migration?

A71. Please see response to question 11 and 14 (SEO).

Q72. Are there specific minimum performance requirements for WordPress build?

A72. The application performance of the new WordPress build should adhere to the standards set out in

Google’s Core Web Vitals.

Q73. Can you give us an insight into the current Drupal build, number of views, menus and content blocks being used.

A73.

• 8 Content Types

• Views: ~20 public facing views for various content types in different formats (News, Events, Programs etc)

• Menus: 6 public, 1 admin

• 1 basic block type

Q74. Besides HubSpot and Slate, are other systems in scope for API integration?

A74. Swoogo and Ocelot are the other systems in scope for API integration.

Q75. Are there any security audit requirements or third-party security tools currently in use that must be integrated?

A75. No, we do not have any security audit requirements or third-party security tools currently in use that must be integrated.

Q76. Please let us know if there's a preferred procedure for code review

A76. We use git along with a multi-dev environment to allow changes to be published and reviewed on a

Dev environment.

Q77. User journeys and user stories will inform the info architecture and wireframes-will the current journeys be made available to the selected contractor to use as reference and as part of the research of understanding key goals and objectives?

A77. Yes, the user journeys and stories will be made available to use as a reference as part of the research to understand key goals and objectives.

Q78. Noting a content audit will be needed, with that in mind, will this be a strictly a content migration project or will new content/copy be provided by CUNY to include and/or will new copy also need to be developed with the contractor?

A78. We are looking for an overhaul of our current website, so new content types and some copy will be needed and expected of the contractor.

Q79. In the Content Migration Activity it is noted that any new assets developed will need SPS approval.

Is new creative and media development encouraged by the contractor (working within brand guides) to support the success of the website or will existing assets be provided only? Should we consider this for budgeting purposes?

A79. CUNY SPS will provide as many creative and media assets as we can; however, we hope to collaborate with the vendor on developing new assets for the site. We should be able to create some of these assets internally, but we would appreciate new asset recommendations as needed from the vendor.

Q80. May the interactive workshops and stakeholder interviews be conducted virtually?

A80. Yes, the interactive workshops and interviews can be conducted virtually.

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