Creative Economy Strategic Planning for the Blue Ridge Parkway Region

Issued by the Blue Ridge Parkway Foundation, in partnership with Friends of Southwest Virginia

Answers to questions submitted by potential applicants have now been posted below as Appendix B at the end of the original RFP.

1. KEY MILESTONES 

All applicants, including the selected consultant, will be notified following the selection process.

2. INTRODUCTION

The Blue Ridge Parkway Foundation, in partnership with Friends of Southwest Virginia, invites qualified consulting firms or teams to submit proposals for the development of a comprehensive strategic plan to grow the creative economy along the Blue Ridge Parkway, with a specific focus on artisans, musicians, and storytellers.

This strategic planning initiative will provide a roadmap to strengthen the cultural economy across the 29 counties located along the Blue Ridge Parkway in Virginia and North Carolina. To develop this plan, the selected consultant will facilitate regional surveys, stakeholder discussions, and strategic planning sessions with artists, musicians, storytellers, tourism partners, cultural organizations, project staff, and other community leaders and subject-matter experts throughout the corridor. The resulting strategic plan will identify needs and opportunities to expand business development; increase sales and audience engagement for regional artists and musicians; and enhance storytelling initiatives that attract tourism and support sustainable economic growth.

This Request for Proposals (RFP) is being issued and managed by the Blue Ridge Parkway Foundation (BRPF or Foundation), a 501(c)(3) nonprofit organization.

3. PROJECT BACKGROUND

In 2023, to enhance the Parkway’s economic impact on its gateway communities, the Blue Ridge Parkway Foundation launched “Blue Ridge Rising” to unite the Parkway’s 29 counties in Virginia and North Carolina and develop regional strategies to support tourism, outdoor recreation, and related economic development. More than 500 community stakeholders participated in 38 local and regional meetings, suggested solutions, and then developed a prioritized action list. The resulting Blue Ridge Rising Action Plan provides a community-led blueprint for the next three to five years. (To learn more, go to https://blueridgerising.com/.)

The strategies in the plan are organized across six themes: marketing, visitor experience, unified regional voice, resource protection, workforce education, and capacity building. Within the visitor experience theme are two strategies that focus on the creative economy, 2.4: Artisans and Musicians and 2.5: Storytelling. Both strategies call for identifying unmet needs and compelling opportunities to support these sectors, and then helping to implement those prioritized solutions.

The gateway communities along the Parkway clearly recognize the importance of traditional arts, music, storytelling, and cultural heritage as economic drivers for rural Appalachian communities.

They want artisans, musicians, and storytellers throughout the region to play a central role in identifying their strengths, unmet needs, and best opportunities to collaborate, develop their businesses, preserve the region’s creative culture, and promote tourism that engages tourists as customers and as audiences eager to experience the region’s culture.

The Blue Ridge Parkway is one of the most visited national park units in the United States, attracting around 16.5 million visitors every year. The proximity of the Parkway to hundreds of local artisans, musicians, and storytellers in the Parkway’s gateway communities presents significant opportunities to connect these visitors with authentic Appalachian cultural experiences. This new strategic plan will identify the best opportunities to support these creatives at a regional level, while also enhancing visitor engagement and tourism revenue.

This planning effort, funded primarily by the Appalachian Regional Commission, will focus more specifically on identifying needs, opportunities, barriers, and solutions related to:

• Business expansion and increased sales and performance opportunities for artists and
• musicians
• Workforce and entrepreneurial training opportunitiy
• Storygathering, storytelling, and interpretive programming
• Regional collaboration and infrastructure needs.
• Cultural tourism development
• Festival and event opportunities
• Audience development and visitor engagement

4. PROJECT OBJECTIVES

The strategic plan will address the following objectives:

Stakeholder Engagement: Conduct surveys, interviews, focus groups, and regional discussions with artists, musicians, storytellers, tourism leaders, project staff, community stakeholders, and subject-matter experts throughout the Blue Ridge Parkway corridor.

Creative Economy Development: Identify strategies to strengthen and expand the regional creative economy for artisans, musicians, and storytellers.

Business Growth and Sales Expansion: Assess opportunities to increase earned income, market access, audience development, and tourism-related sales and performance opportunities for regional creatives.

Cultural Preservation and Interpretation: Develop strategies that support the preservation, interpretation, and promotion of Appalachian cultural traditions, history, and heritage.

Tourism Development: Identify opportunities to enhance visitor experiences through storytelling, music, festivals, cultural interpretation, and heritage tourism initiatives.

Training and Capacity Building: Assess regional training and technical assistance needs related to business development, marketing, storygathering, storytelling, tourism readiness, and audience engagement.

Regional Collaboration: Develop recommendations that strengthen collaboration among cultural organizations, tourism entities, communities, and creative entrepreneurs across the corridor.

5. PROJECT BUDGET

Proposals exceeding $85,000 will not be considered. Applicants should not assume the full $85,000 is available.

6. FEDERAL FUNDING AND PAYMENT FOR SERVICES

This strategic planning and consulting effort is supported in large part by a federal grant administered by the Appalachian Regional Commission (ARC). Any contract resulting from this RFP will be subject to all applicable federal laws, regulations, and grant requirements, including but not limited to 2 CFR Part 200 (Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards).

Payment to the selected Consultant shall be made on a reimbursement basis, tied to the completion and acceptance of agreed-upon deliverables, and subject to the availability of grant funds. The Blue Ridge Parkway Foundation does not guarantee the availability of federal or ARC funds and reserves the right to modify or terminate the contract if funding is reduced, delayed, or discontinued. The Foundation is committed to transparency and will make every effort to communicate any such developments promptly with the selected contractor.

Additional federal funding language, including invoicing requirements, allowable costs, and documentation standards, will be included in the final contract.

7. PROJECT DELIVERABLES

The selected consultant will deliver a comprehensive strategic plan that includes, but is not limited to, the following components:

Current State Analysis A comprehensive analysis of the current cultural economy landscape within the 29-county Blue Ridge Parkway corridor, including strengths, weaknesses, opportunities, and challenges impacting regional artisans, musicians, and storytellers.

Stakeholder and Community Engagement Development and implementation of a stakeholder engagement process that includes:

• Surveys
• Focus groups
• Regional listening sessions
• Interviews with artists, musicians, storytellers, tourism leaders, project staff, subject-matter experts, and community stakeholders.

Needs and Opportunities Assessment Identification of key needs and opportunities related to:

• Business development
• Market expansion
• Sales growth
• Tourism partnerships
• Audience development
• Storygathering, storytelling, and interpretation
• Training and technical assistance

Strategic Recommendations Development of strategic recommendations and prioritized solutions designed to strengthen the regional cultural economy and increase tourism and economic impact.

Cultural Tourism and Storytelling Strategies Recommendations for expanding and improving the existing portfolio of regional stories, and for expanding and improving storytelling experiences, interpretive programming; festivals; music initiatives; and cultural tourism opportunities throughout the corridor.

Training and Capacity Building Recommendations Identification of educational and technical assistance opportunities that support artists, musicians, and storytellers in areas such as:

• Entrepreneurship
• Marketing
• Digital engagement
• Tourism readiness
• Audience development
• Historical interpretation

Implementation Roadmap A detailed implementation roadmap outlining:

• Priority initiatives
• Recommended partnerships
• Timelines
• Potential funding opportunities
• Short-term and long-term goals
• Performance metrics and evaluation strategies

The final strategic plan should be professionally designed and suitable for public distribution and partner use.

8. QUESTIONS AND RFP UPDATES

Submit any questions about this RFP in writing to projects(at)brpfoundation.org, no later than July 23, 2026, 4:00 p.m. EDT, with RFP No. 2026-008 in the subject line. Submitted questions and responses to those questions will be posted no later than July 31, 2026, 4:00 p.m. EDT, on the same webpage where the original RFP appears: https://brpfoundation.org/creative-economy-rfp/.  

There will be no in-person or virtual meeting to discuss this RFP. Verbal comments provided by any party, including but not limited to Blue Ridge Parkway Foundation staff and Friends of Southwest Virginia staff, shall not be binding. If it is necessary to update or revise the RFP in whole or in part, e.g., to extend the proposal deadline, that information will be shared on the same webpage where the original RFP appears: https://brpfoundation.org/creative-economy-rfp/.

9. PROPOSAL SUBMISSION DEADLINE

Interested firms should submit proposals no later than 4:00 p.m. EDT, on August 12, 2026, by email in PDF format to: projects(at)brpfoundation.org, with RFP No. 2026-008 in the subject line. Submissions received after the due date/time will not be considered. Please, no phone calls.

10. PROPOSAL SUBMISSION LAYOUT

Proposals should not exceed 12 pages, excluding resumes and references.

A. Title Page Please include:

• Company name
• Website
• Address
• Telephone number
• Primary contact name and email address

B. Executive Summary Provide an overview of the firm’s proposed approach to the project.

C. Company Information Please include:

• Description of the firm and core services
• Organizational capacity and staff size
• Resumes of key personnel assigned to the project
• Contact information for three professional references

D. Qualifications and Relevant Experience Please include:

• Relevant experience in strategic planning, creative economy development, cultural tourism, arts administration, and/or rural economic development
• Examples of similar projects completed
• Experience facilitating stakeholder engagement and regional planning processes
• Experience working in Appalachian communities or rural regions
• Experience managing ARC-funded projects
• Familiarity with cultural heritage tourism, storytelling initiatives, music programming, or artisan development

E. Project Methodology and Timeline Please describe:

• Proposed methodology for stakeholder engagement and data collection
• Approach to facilitating surveys, interviews, focus groups, and regional meetings
• Methodology for identifying and prioritizing recommendations
• Project management and communication approach
• Detailed timeline including milestones and deliverables
• Anticipated challenges and proposed mitigation strategies

F. Budget Information The proposed budget should include all anticipated costs associated with the project, including:

• Personnel
• Travel*
• Lodging
• Meeting facilitation
• Survey development and analysis
• Research
• Graphic design and final report production in formats suitable for both online access and potential print production. Print production costs do not need to be included in the proposed budget.
• Administrative costs

* – Please note that BRPF has a certain amount of grant funds available to assist, as needed, with the travel costs of project participants (e.g., artisans, musicians, and storytellers). These travel funds for participants should not be included in the applicant’s proposal. However, to be clear, the applicant’s proposal must include any and all travel expenses related to the applicant’s project activities.

G. Additional Information (Optional) Include any additional information deemed relevant to the proposal.

11. EVALUATION CRITERIA

The contract will be awarded to the responsible consultant whose proposal is determined to be responsive to this RFP and represents the best overall value, considering both qualitative and cost factors. Proposals will be evaluated using the following criteria and relative weights:

Project Approach, Methodology, and Schedule: 40% Includes the quality and feasibility of the proposed methodology, stakeholder engagement approach, understanding of project objectives, and ability to complete the work within the proposed timeline.

Qualifications, Experience, and Regional Knowledge: 40% Includes experience in strategic planning, creative economy development, cultural tourism, community engagement, work in rural and Appalachian communities, familiarity with the Blue Ridge Parkway region, and experience with ARC-funded initiatives.

Cost Proposal: 20% Includes overall cost-effectiveness and value provided relative to the proposed scope of work.

The Blue Ridge Parkway Foundation and Friends of Southwest Virginia reserve the right to seek clarification of proposals, reject any or all proposals, and make an award in the best interest of the project and funding requirements.

12. CONCLUSION

Through this strategic planning initiative, the Blue Ridge Parkway Foundation and Friends of Southwest Virginia seek to strengthen the cultural economy of the Blue Ridge Parkway region by supporting artisans, musicians, and storytellers as essential contributors to economic development, tourism, and cultural preservation. The resulting strategic plan will provide a roadmap for future investment, collaboration, programming, and infrastructure development that supports sustainable growth and expands opportunities for Appalachian communities across the Blue Ridge Parkway corridor.

Appendix A

BLUE RIDGE PARKWAY FOUNDATION

Mission: The Blue Ridge Parkway Foundation works closely with the National Park Service, gateway communities, donors, and other partners to preserve culture and history, protect natural resources, ensure economic prosperity, and create more fulfilling experiences now and for future generations.

About Us: The Blue Ridge Parkway Foundation is the primary fundraising partner for the Blue Ridge Parkway, providing support for initiatives along the 469-mile route, including historical and cultural preservation, environmental protection, visitor amenities, and educational outreach. Blue Ridge Rising is a program of the Foundation.

Website: https://brpfoundation.org/

FRIENDS OF SOUTHWEST VIRGINIA

Mission: The mission of Friends of Southwest Virginia is to preserve, promote and present the cultural and natural assets of Southwest Virginia; to work in partnership in the region to generate economic development through these efforts; to provide educational and cultural opportunities for the general public and students of the region; to showcase the cultural assets of SWVA at the SWVA Cultural Center & Marketplace (formerly Heartwood).

About Us: Friends of Southwest Virginia, a 501(c)(3) non-profit organization, was established in 2011 to operate alongside the Southwest Virginia Heritage Cultural Foundation and serve as the primary fiscal and operational body. The two organizations work in tandem under the leadership of a single Executive Director reporting to two separate boards that oversee their individual authorizations.  The majority of the organization’s employees, grant development programs, and all operations of the SWVA Cultural Center & Marketplace are housed within the non-profit.

Website: https://friendsofswva.org/

Appendix B

The questions below are presented and answered in the order received.

1. Does the Foundation have a target or preferred number of in-person regional listening sessions? Is the Foundation comfortable with a hybrid (virtual/in-person) engagement model?

The Foundation does not prescribe a specific methodology. Applicants should propose the approach they believe best meets the project objectives and requirements outlined in the RFP.

2. Are there specific federal metric-tracking or reporting requirements tied to this ARC grant that the selected consultant will need to build directly into the project’s evaluation strategies?

In terms of metrics, this project and the resulting report/plan are the primary ARC-related deliverable, i.e., facilitating surveys and discussions with regional artists, musicians, storytellers, and related organizations to determine and rank the needs and opportunities for artists musicians and storytellers in the region and to expand audiences, business opportunities, and related tourism revenue for all three sectors of the Parkway’s creative economy.

Also, after completion of the plan/report, the project partners (BRPF and Friends) will utilize the plan/report to design a competitive subaward program of approximately $500,000 to address the greatest needs and opportunities and implement top solutions. These subawards are partially funded by ARC. To that end, the plan/report must, at a minimum, present practical and prioritized ideas to help guide the subaward program. At the same time, project leaders expect that the planning process will also reveal additional ideas and strategies that are above or beyond the scope and scale of this particular subaward program and the amount of funds currently available; those suggestions should also be included in the final report.

As for other reporting requirements, ARC requires narrative and financial reports from BRPF every four months, so the selected consultant must provide BRPF with brief updates on recent and upcoming activities throughout the length of the associated consulting contract. Those reports must also include names and contact information (email addresses and/or phone numbers) of all of the organizations and businesses (including sole proprietors) engaged during the project. 

3. How will the partnership between BRPF and Friends of Southwest Virginia operate during this project? Will there be a single, designated point of contact managing the consultant, or will we report to a joint steering committee representing both entities?

The contract will be between the selected applicant and BRPF. There will be a single designated BRPF point of contact for the selected applicant to work with regarding reports, billing, and similar contractual items. 

At the same time, the overall project is managed jointly by a core team of staff from both BRPF and Friends, and the selected applicant will at times be meeting with, presenting to, and consulting with this core team. Any formal decisions of this core team will be communicated/confirmed in writing by the BRPF point of contact. 

4. Does the Foundation have a preferred framework for organizing engagement across the 29-county corridor, such as established subregions, community clusters, or existing partner networks?

The Foundation does not prescribe a specific methodology. Applicants should propose the approach they believe best meets the project objectives and requirements outlined in the RFP. 

5. Approximately how many in-person regional meetings or facilitated stakeholder sessions does the Foundation anticipate the selected consultant will conduct?

The Foundation does not prescribe a specific methodology. Applicants should propose the approach they believe best meets the project objectives and requirements outlined in the RFP.

6. Will Foundation and Friends of Southwest Virginia staff assist with identifying participants, issuing invitations, securing meeting locations, and promoting surveys and listening sessions?

Yes, project staff will assist with these activities, but the consultant must be active in all of these activities, too.

7. What existing data, stakeholder lists, creative-asset inventories, regional plans, survey findings, or Blue Ridge Rising materials will be made available to the selected consultant?

The selected consultant will receive relevant background materials that are available to the project team, including the Blue Ridge Rising Action Plan and other existing planning documents that may inform the work. Existing materials should be viewed as background resources rather than comprehensive datasets. The consultant will be expected to conduct additional research and stakeholder engagement necessary to complete the project.

8. Does the Foundation anticipate that the strategic plan will primarily cover the Virginia and North Carolina counties associated with the Blue Ridge Parkway corridor, or should recommendations also address broader markets and partnerships outside the 29-county service area?

The planning effort and plan should focus entirely on needs and opportunities in the 29 counties in Virginia and North Carolina that host the Blue Ridge Parkway, as well as eight associated independent cities in Virginia: Buena Vista, Galax, Lexington, Lynchburg, Roanoke, Salem, Staunton, and Waynesboro. 

9. Is there a preferred planning horizon for the implementation roadmap, such as three years or five years?

The implementation roadmap should generally focus on a three- to five-year planning horizon. Recommendations may include longer-term opportunities where appropriate, but priority should be given to strategies that are practical and achievable within that three- to five-year timeframe.

10. Beyond the written strategic plan, does the Foundation anticipate requiring presentations, standalone data files, stakeholder databases, survey datasets, or other supporting products?

In addition to the required deliverables outlined in the RFP, the selected consultant should anticipate presenting project progress and the draft/final recommendations to the project team during the planning process. All supporting project materials and data collected during the project shall be provided to BRPF at the conclusion of the contract.

11. Is the stakeholder engagement data and contact information gathered through the original Blue Ridge Rising process (500+ participants, 38 meetings) available to the selected consultant, or should this engagement be built from the ground up?

The stakeholder data (e.g., names and contact information) from the original Blue Ridge Rising planning process is now three years old and of steadily declining utility. The Blue Ridge Rising project does, however, maintain an active list of community and agency partners, and that list includes approximately 1,100-1,200 individuals and groups; BRPF staff can send out project announcements and requests to this email list in order to advance the project goals. It would be a mistake, though, to rely solely on this particular contact list, as it includes many people who are not active in or with the creative economy sector, and more importantly, it does NOT include many individuals and groups who ARE active in or with the creative economy sector in the Parkway corridor. The project team does have a list of creative community contacts in Parkway counties and independent cities, but this list is not exhaustive or complete. Therefore, the selected consultant will need to make specific efforts to identify and engage additional stakeholders in order to create an effective plan and report.

12. Given the scale of the 29-county corridor, is there a preference or expectation for the balance of in-person versus virtual stakeholder engagement?

The Foundation does not prescribe a specific methodology. Applicants should propose the approach they believe best meets the project objectives and requirements outlined in the RFP.

13. The RFP notes that proposals exceeding $85,000 won’t be considered, but that the full amount shouldn’t be assumed available. Could you share a more specific sense of the anticipated award range?

We will not provide any additional information regarding available funding. We encourage each applicant to present and price out what they believe is their single best approach to achieving the project goals.

14. Since BRPF and Friends of Southwest Virginia are co-issuing this RFP, who leads the selection process, and should the proposal be addressed to one organization or both?

The eventual contract will be between the selected applicant and BRPF. However, a core team of staff from both BRPF and Friends will be involved in evaluating every proposal, so it is fine to address the proposal to both organizations. (Note: The proposal evaluation team might also include one or more individuals from outside the two organizations, but those individuals have not been finalized at this time.)

15. Will the incumbent consultant team engaged on the “Southwest Virginia Creative Economy Assessment and Development Initiative” (Destination SWVA) be eligible to respond to the RFP given existing contracts with SWVA?

The existence (or lack thereof) of one or more active contracts with BRPF and/or Friends will have no impact on the eligibility or evaluation of any applicant. The evaluation of each applicant will be based solely on the content of their application and the evaluation criteria listed in the RFP.  

16. How will this effort be integrated with the actionable recommendations and 10-year roadmap being developed as part of the “Southwest Virginia Creative Economy Assessment and Development Initiative” (Destination SWVA)? Will asset maps, desktop research, and previous engagement analyses from the preceding project be made available to the selected team for this project – and how? 

This RFP and the Destination SWVA project are entirely separate projects with many differences, including but not limited to separate timelines and different geographical footprints. The selected applicant will not be requested or required to integrate the two projects. 

17. Given that community engagement for Destination SWVA is expected to continue through February 2027, may respondents assume that the selected team will be permitted to coordinate with and leverage relevant events, meetings, participant networks, and communications channels organized through that initiative? If so, what level of coordination and logistical support should respondents assume?  

This RFP and the Destination SWVA project are entirely separate projects with many differences, including but not limited to separate timelines and different geographical footprints. The selected applicant will not be requested or required to integrate the two projects. Interested applicants should not assume any coordination or logistical support between the two projects.

18. Has BRPF found through past engagement initiatives that local artists, musicians, and storytellers, prefer to participate in engagement via in-person events and activities? Are there any other engagement styles and preferences amongst local stakeholders to note? 

The Foundation has no insight to offer regarding preferred engagement styles and activities among the key stakeholders in the project area.

19. Does BRPF have an anticipated minimum scale for stakeholder engagement, including the number of interviews, focus groups, regional listening sessions, survey responses, or total participants?  

The Foundation does not prescribe a specific methodology. Applicants should propose the approach they believe best meets the project objectives and requirements outlined in the RFP. 

20. For Stakeholder and Community Engagement, is your vision that the focus groups, regional listening sessions, and interviews be in-person, virtual, or a mix of both?

The Foundation does not prescribe a specific methodology. Applicants should propose the approach they believe best meets the project objectives and requirements outlined in the RFP. 

21. For Stakeholder and Community Engagement, will the selected consultant identify the participants, or will the Foundation and its partners provide that list?

The project team will assist by making introductions to key stakeholders and sharing relevant existing contacts where appropriate. However, the Foundation does not maintain a comprehensive list of artists, musicians, storytellers, businesses, and organizations throughout the 29-county project area. The selected consultant will be expected to identify and engage additional stakeholders as necessary to ensure broad and effective participation.

22. Given the note that proposers should not assume the full $85,000 is available, is there a more specific range we should target, or a rationale for keeping the ceiling ambiguous?

The Foundation is not providing a more specific budget range. The rationale for keeping the funding ceiling ambiguous is to encourage competitive pricing and the most cost-effective use of available resources.

23. Should the proposed budget assume in-person regional meetings across the full 29-county corridor, or is a hybrid/virtual approach for some sessions acceptable?

The Foundation does not prescribe a specific methodology. Applicants should propose the approach they believe best meets the project objectives and requirements outlined in the RFP.

24. Are subcontractor or subject-matter expert costs (for example, someone with ARC compliance or large-scale regional facilitation experience) expected to come out of the same $85,000, or is there a separate allowance.

Subcontractor or subject-matter expert costs must be built into the applicant’s project budget.

25. If funds are reduced, what does the exit or scale-down process look like if that happens partway through?

The Foundation fully understands and shares your concerns about any potential reduction in federal funds and related impacts on this project. However, we are not able to provide a useful answer to this question given the many variables at play (e.g., timing and amount of any potential reduction of funds, the amount of work completed and remaining as it relates to this specific project, and the possible availability of funds from other sources). As stated in the RFP, we are committed to transparency and will make every effort to communicate any such developments promptly with the selected contractor.

26. How much of the Blue Ridge Rising Action Plan’s stakeholder input can this project draw on directly, versus requiring fresh engagement specific to artisans, musicians, and storytellers?

The action plan includes only general guidance on these issues; this work requires both more current and more thorough research and engagement with relevant stakeholders in order to succeed.

27. Is there an existing inventory or database of artisans, musicians, storytellers, and cultural organizations across the corridor who would be well suited to participate, or does that need to be built as part of this engagement?

No comprehensive inventory currently exists for the project area. While the project team can provide access to relevant existing resources and contacts, the selected consultant will be expected to identify additional stakeholders and gather the information necessary to complete the project successfully.

28. Since strategies 2.4 and 2.5 already exist within the Blue Ridge Rising framework, is the expectation that this plan builds directly on those strategies, or develops an independent framework informed by them?

This plan will build on and help implement those two specific strategies. Nothing in this new plan/report should be independent from the Blue Ridge Rising Action Plan. 

29. Is there a firm that already has a relationship with this work?

Countless entities have been active on one or more topics discussed in the RFP, but the specific work outlined in this RFP stands alone.

30. With the award coming in September and the project starting that same month, is there already a ramp-up plan in place to get things moving quickly given the broad scope of this project?

Following contract execution, the project team anticipates holding a project kickoff meeting to review expectations, available background materials, communication protocols, and the proposed work plan. The selected consultant should be prepared to begin work promptly following contract award.

31. Is there a preferred or expected model for regional coverage, for example clustering the 29 counties into sub-regions for in-person sessions supplemented by digital outreach, or is that entirely left to the consultant’s design?

The Foundation does not prescribe a specific methodology. Applicants should propose the approach they believe best meets the project objectives and requirements outlined in the RFP.

32. Roughly how many in-person engagement events (listening sessions, focus groups) does BRPF anticipate this budget and timeline supporting?

The Foundation does not prescribe a specific methodology. Applicants should propose the approach they believe best meets the project objectives and requirements outlined in the RFP.

33. Is there a preferred method for prioritizing recommendations, such as stakeholder voting, a scoring framework, or consultant-led synthesis, or is that left fully to the consultant to propose?

The Foundation does not prescribe a specific methodology. Applicants should propose the approach they believe best meets the project objectives and requirements outlined in the RFP.

34. Since BRPF and Friends of SWVA are co-issuing this RFP, who is the primary point of contact for day-to-day project management, and how are decisions made when the two organizations have differing input?

The selected consultant will have a single designated BRPF point of contact for day-to-day project management, contractual matters, and official communications. The project will be managed jointly by a core team of BRPF and Friends of Southwest Virginia staff. Any formal project decisions, requests for meetings, updates on progress, or direction from the project team will be communicated and confirmed in writing by the designated BRPF point of contact.

35. Will the chosen agency have a single point person or be communicating with the coalition on a regular basis?

The selected consultant will have a single designated BRPF point of contact for contractual matters and official communications. Throughout the project, the consultant will also meet regularly with the joint BRPF and Friends project team to review progress, discuss deliverables, and receive project guidance.

36. Will there be a single steering committee or advisory group overseeing the plan’s development, and if so, who sits on it?

The project will be overseen by a core team consisting of staff from both BRPF and Friends of Southwest Virginia. This team will provide project guidance, review key deliverables, and support the consultant throughout the planning process. Formal project decisions will be communicated by the designated BRPF point of contact.

37. Beyond the 2 CFR Part 200 reference, are there specific ARC reporting templates, deliverable formats, or approval checkpoints we should build into the timeline now rather than learning after award?

ARC requires narrative and financial reports from BRPF every four months, so the selected consultant must provide BRPF with brief updates on recent and upcoming activities throughout the length of the associated consulting contract. Those reports must also include names and contact information (email addresses or phone numbers) of all of the organizations and businesses (including sole proprietors) engaged during the project. The exact templates and formats of these reports are fairly basic and not likely to be a source of significant additional workload.

In terms of approval checkpoints, project leaders expect the selected consultant to check in with them on a regular basis, e.g., virtual meetings every two weeks or monthly. They will also work with the selected consultant at the start of the project to identify and schedule any content or activities that will require their specific approval (e.g., stakeholder meeting plans and schedules, survey content, draft final report, final report). Most if not all of those items are already listed in the RFP.

38. Has BRPF worked with a consultant on an ARC-funded project before, and if so, is there a completed scope of work or deliverable we could reference as a model for format and depth?

The Foundation is working or has worked with several consultants on ARC-funded projects, but the topics, activities, timelines, and other details of those projects are not comparable to the work outlined in the current RFP.

39. Since payment is reimbursement-based and tied to deliverable acceptance, is there a typical turnaround time between deliverable submission and reimbursement approval that we should plan cash flow around?

Following approval of required deliverables, BRPF will process invoice payments in accordance with its standard payment terms, generally within 30 days of receiving an approved invoice. In limited circumstances where reimbursement is dependent on the receipt of ARC grant funds, payment may be delayed until those funds are received. Any such delays will be communicated promptly to the selected consultant.

40. Beyond the final strategic plan, is a shorter public-facing summary or executive version expected as part of the ARC deliverables, or is design and layout limited to the full plan document?

A shorter public-facing summary or executive version of the full plan is not required. 

41. For the implementation roadmap, is BRPF expecting the consultant to identify specific funding sources and partners by name, or a general framework for future prioritization?

The Foundation does not prescribe a specific methodology. Applicants should propose the approach they believe best meets the project objectives and requirements outlined in the RFP.

42. Is there an existing communications or distribution mechanism (newsletter, portal, county liaison network) for pushing plan recommendations and materials out to stakeholders across the 29 counties once the plan is delivered, or is establishing that channel part of this engagement?

The Blue Ridge Rising project maintains an active list of community and agency partners, and that list includes approximately 1,100-1,200 individuals and groups; BRPF staff can send out project announcements and requests to this email list in order to advance the project goals. It would be a mistake, though, to rely solely on this particular contact list, as it includes many people who are not active in or with the creative economy sector, and more importantly, it does NOT include many individuals and groups who ARE active in or with the creative economy sector in the Parkway corridor. The project team does have a list of creative community contacts in Parkway counties and independent cities, but this list is not exhaustive or complete. Therefore, the selected consultant will need to make specific efforts to identify and engage additional stakeholders in order to create an effective plan and report.

43. Who is responsible for sustaining outreach and keeping counties engaged with the plan’s recommendations after the consultant’s contract ends in March 2027?

The Blue Ridge Rising team of BRPF and Friends staff will be responsible.

44. Regarding the “resumes of key personnel assigned to the project,” what format should these be in? Are you looking for a traditional one-page resume?

We appreciate brevity, but we have no specific format or required content.

45. With the draft plan due February 28, 2027, and stakeholder engagement running from September through February, is there flexibility on the draft date if survey response rates or scheduling with rural stakeholders run behind? The holidays tend to be a challenging time to get buy-in for meetings and we want to be mindful of how that may stress the timeline. 

Yes, there is room for flexibility, in consultation with and approval of the BRPF point of contact (and project team) and with specific dates of deliverables noted and agreed upon. 

46. Is the proposed timeline driven by the grant requirements? Or is the timeline based on other internal / external factors? 

The timeline is driven in large part by grant requirements, including the need to launch and complete subaward programs that will be driven primarily by the implementation road map in the resulting report/plan. Please see the second paragraph of the answer to Question 2 for additional information about the related subaward program(s). 

47. Based on the proposed project timeline, primary community outreach would fall between October and December. Given that the holiday season and winter weather across high-elevation counties can affect turnout, is there flexibility in the milestone schedule to ensure maximum participation? 

Yes, there is room for flexibility, in consultation with and approval of the BRPF point of contact (and project team) and with specific dates of deliverables noted and agreed upon. 

48. To what extent will the selected team be provided direct access to underlying data, survey results, contact lists, and synthesis materials from the Blue Ridge Rising process? 

The data and analysis from the original Blue Ridge Rising planning process are available, but that information is now three years old and of steadily declining utility. Please also refer to the answer to Question 7.

The contact list from the original planning process is also three years old and of declining utility, However, the Blue Ridge Rising project maintains an active list of community and agency partners, and that list includes approximately 1,100-1,200 individuals or groups; BRPF staff can send out project announcements and requests to this email list in order to advance the project goals. Please also refer to the answer to Question 11.

49. What specific roles will BRPF, Friends of Southwest Virginia, and local DMO or county partners play in co-hosting engagement sessions and actively distributing the corridor-wide survey through their networks? 

BRPF and Friends would be happy to connect the selected consultant with local DMOs and county partners regarding the potential to co-host engagement sessions; BRPF and Friends staff are likely to attend those sessions, too. BRPF and Friends would also be happy to distribute a survey link for any corridor-wide survey(s) through our networks. Regarding outreach, please also refer to the answer to Question 42. 

50. What is the makeup of the project executive team / decision makers for the review and approval of key deliverables and milestone signoff? 

The project team consists of two staff members of BRPF and two staff members of Friends of SWVA, and they will be responsible for the majority of the reviews and approvals. Additional BRPF staff might also participate in some reviews, discussions, and approvals (especially the final report); those staff include but are not limited to the CEO and the director of Blue Ridge Rising. A small number of community contacts and subject-matter experts might also participate in an advisory role in some of the project reviews and discussions as appropriate.

51. Who will be the main point of contact for the project? 

Richard Emmett, Chief Operations Officer of the Blue Ridge Parkway Foundation, is the main point of contact for this project. 

(During the application and selection process, no applicant should contact Mr. Emmett or other BRPF or Friends staff regarding this RFP, unless in direct response to specific communications from BRPF or Friends staff.)

52. Does BRPF have a mandatory minimum number or geographic distribution for in-person listening sessions? Alternatively, is there a potential hybrid approach combining clustered regional in-person meetings with virtual, discipline-specific focus groups? 

The Foundation does not prescribe a specific methodology. Applicants should propose the approach they believe best meets the project objectives and requirements outlined in the RFP.

53. The RFP states that “the applicant’s proposal must include any and all travel expenses related to the applicant’s project activities.” Does this mean they must fit within the high end of the budget range, or are those potentially billed separately outside the project total? 

The applicant’s proposed travel expenses must be included as part of the applicant’s total project budget.

54. Is the Foundation open to proposals from multidisciplinary teams in which strategic planning, stakeholder engagement, economic development and creative communications are provided by different team members?

Yes.

55. How many in-person listening sessions, focus groups or regional meetings does the Foundation currently anticipate?

The Foundation does not prescribe a specific methodology. Applicants should propose the approach they believe best meets the project objectives and requirements outlined in the RFP.

56. Does the Foundation expect engagement activity in all 29 counties, or may applicants propose a representative regional engagement model?

The Foundation does not prescribe a specific methodology. Applicants should propose the approach they believe best meets the project objectives and requirements outlined in the RFP.

57. How much emphasis will be placed on the final plan’s public-facing storytelling, messaging and design relative to technical planning and economic development analysis?

Please submit your best proposal. The Foundation does not prescribe a specific methodology. Applicants should propose the approach they believe best meets the project objectives and requirements outlined in the RFP.

58. Are there anticipated insurance requirements for the selected consultant that are not included in the RFP?

The following insurance-related language is included in our standard contract for services: 

INSURANCE. Service Provider shall, at its own expense and for the full term of this Agreement plus thirty (30) days thereafter, maintain insurance coverage in the following amounts: General Liability – $1,000,000 per occurrence and $2,000,000 aggregate; and Worker’s Compensation as required by applicable law.

Service Provider agrees to obtain separate Certificates of Insurance, issued by a nationally recognized insurance company, naming the Foundation and United States of America National Park Service as additionally insured and provide that the policies shall not be canceled for any reason during the period of contract performance unless and until the Foundation is given notice in writing by the insurance company.

59. Friends of Southwest Virginia issued a related creative economy RFP earlier in 2026, awarded to Destination by Design. Is that assessment complete? If so, will it be shared with the selected consultant as a starting point, or is this engagement intended to stand fully independent of it?

This RFP and the Destination SWVA project are entirely separate and independent projects with many differences, including but not limited to separate timelines and different geographical footprints. As of July 30, 2026, the Destination SWVA work is not complete, and the work outlined in this RFP is expected to begin before the Destination SWVA project finishes. The latter project should not be considered a starting point for the former. The selected applicant will not be requested or required to integrate the two projects. Interested applicants should not assume any coordination or logistical support between the two projects. If and when the Destination SWVA report is complete and available, it should be considered as one of many available sources of data to inform the current RFP/project.

60. A separate RFP for a Blue Ridge Parkway trail and cultural resource assessment was also issued. Is that work complete, and if so, is that report available as background material?

BRPF’s two current contracts related to trails (trail restoration standards and Humpback Rocks Trail redesign, and support for a regional guide to trails and greenways) are not complete, so no related reports are available at this time. BRPF has not issued an RFP for a cultural resource assessment, nor does it have any current contracts or reports on that issue. 

61. Beyond these two related efforts, has any other research, asset mapping, or stakeholder outreach already been done for artisans, musicians, or storytellers along the corridor that the selected consultant should build on rather than duplicate?

Similar or related work has been conducted on various aspects of the creative economy, but never for this exact Blue Ridge Parkway corridor geography and never for this exact set of deliverables. We expect that a combination of existing data and new data and analysis will be necessary to create an effective plan/report to satisfy the goals and objectives related to this RFP. 

62. Given the broader efforts underway including those listed above, can you share more detail on how this particular scope fits into larger goals?

This project serves solely to implement the relevant strategies of the Blue Ridge Rising Action Plan. We welcome opportunities to learn from others and work with others, as long as those efforts advance these action plan strategies rather than distract from them.

63. The RFP treats the 29-county corridor as a single planning area. Given the meaningful policy, funding, and cultural differences between Virginia and North Carolina, should the strategic plan produce unified corridor-wide recommendations, or is a degree of state-specific or sub-regional differentiation expected?

We have no preconceived notions regarding specific recommendations or their geographic scope. Different needs and opportunities will perhaps need to be addressed at different regional scales or in different ways in different sub-regions. However, as a general rule, Blue Ridge Rising focuses first and foremost on strategies that can benefit the entire region; conversely, any strategies and ideas that will primarily benefit only a single locality (e.g., one city or one county) should not be included in the final report.

64. Given the modest budget, what level of logistical, scheduling, or convening support can Blue Ridge Rising, the Foundation, or Friends of Southwest Virginia provide, for example an existing stakeholder contact list, help scheduling regional sessions, or a local point of contact to support outreach?

The Blue Ridge Rising project staff maintain a substantial contact list of community and agency contacts located in or serving Blue Ridge Parkway communities. We cannot guarantee this list would be comprehensive or inclusive of all relevant individuals and groups. BRPF and Friends would be happy to connect the selected consultant with local partners regarding the potential to co-host engagement sessions; BRPF and Friends staff are likely to attend those sessions, too. BRPF and Friends would also be happy to distribute a survey link for any corridor-wide survey(s) through our networks. Please also refer to the answer to Question 42.   

65. Can the Foundation clarify the governance and decision-making structure for this engagement, specifically who reviews and approves the strategic plan at each stage between the Foundation, Friends of Southwest Virginia, and any advisory or governance bodies tied to Blue Ridge Rising? What role will artists, musicians, and storytellers have in shaping and validating recommendations, beyond providing input through surveys and interviews?

The contract will be between the selected applicant and BRPF. There will be a single designated BRPF point of contact for the selected applicant to work with regarding reports, billing, and similar contractual items. 

At the same time, the overall project is managed jointly by a core team of staff from both BRPF and Friends, and the selected applicant will at times be meeting with, presenting to, and consulting with this core team. The core team will review and approve key deliverables, as well as draft and final plans, for each stage of this initiative. They will consult with other members of the Blue Ridge Rising team as needed. Any formal decisions of this core team will be communicated/ confirmed in writing by the BRPF point of contact. 

An action/advisory team, including members of Parkway communities, community arts organizations, and musicians, artisans, and storytellers, will help shape and validate consultant recommendations. 

66. Beyond the deliverables listed, does the Foundation have specific success metrics in mind for this plan, either as part of scoring the proposal or as post-award KPIs the implementation roadmap should reflect?

In terms of metrics, this project and the resulting report/plan are the primary ARC-related deliverable, i.e., facilitating surveys and discussions with regional artists, musicians, storytellers, and related organizations to determine and rank the needs and opportunities for artists, musicians, and storytellers in the region and to expand audiences, business opportunities, and related tourism revenue for all three sectors of the Parkway’s creative economy. Within that effort, the project team expects to have clear deliverables and timelines for the selected applicant to meet throughout the project period. Applicants are welcome but not required to propose KPIs for the implementation roadmap. Applications will be evaluated according to the criteria detailed in the RFP. Please also refer to the answer to Question 2.

67. Is there an existing evaluation or measurement framework from the broader Blue Ridge Rising initiative that this plan’s performance metrics should align with, or is that framework being created fresh here?

In terms of framework, this project and the resulting report/plan are the primary ARC-related deliverable, i.e., facilitating surveys and discussions with regional artists, musicians, storytellers, and related organizations to determine and rank the needs and opportunities for artists, musicians, and storytellers in the region and to expand audiences, business opportunities, and related tourism revenue for all three sectors of the Parkway’s creative economy. Please also refer to the answer to Question 2.

68. Given payment is on a reimbursement basis tied to ARC grant funds, what is the anticipated invoicing frequency and typical reimbursement turnaround? 

Invoices should be sent in compliance with the terms of the contract. Following approval of required deliverables, BRPF will process invoice payments in accordance with its standard payment terms, generally within 30 days of receiving an approved invoice. In limited circumstances where reimbursement is dependent on the receipt of ARC grant funds, payment may be delayed until those funds are received. Any such delays will be communicated promptly to the selected consultant.

69. We are curious if the plan is intended to address long-term capacity building for the regional creative sector. For example, is it expected to address long-term funding sources, capital or infrastructure investments, and public policy as they relate to supporting the sector? 

The purpose of this strategic plan is to identify opportunities to strengthen and support the region’s artisans, musicians, and storytellers. This work includes identifying strategies to expand opportunities for these creatives to showcase and share their work with audiences in ways that generate meaningful economic benefit. The plan should build upon successful existing efforts, elevate and strengthen those initiatives where appropriate, and identify new opportunities that enhance the long-term sustainability and growth of the region’s creative economy. Please also refer to paragraph 2 in the answer to Question 2.

70. In addition to the Blue Ridge Parkway Foundation and Friends of Southwest Virginia, will other partners be involved in decision making or governance of this project or subsequent recommendations? (E.g., National Park Service, county planning agencies, elected officials, local arts councils, etc.)

The contract will be between the selected applicant and BRPF. There will be a single designated BRPF point of contact for the selected applicant to work with regarding reports, billing, and similar contractual items. 

At the same time, the overall project is managed jointly by a core team of staff from both BRPF and Friends, and the selected applicant will at times be meeting with, presenting to, and consulting with this core team. The core team will review and approve key deliverables, as well as draft and final plans, for each stage of this initiative. They will consult with other members of the Blue Ridge Rising team as needed. Any formal decisions of this core team will be communicated/ confirmed in writing by the BRPF point of contact.  

An action/advisory team, including members of Parkway communities, community arts organizations, and musicians, artisans, and storytellers, will help shape and validate consultant recommendations. 

71. We understand that the proposed project aligns with stated goals of the visitor experience section of the Blue Ridge Rising plan. We also note that there are additional intersections between this project and other sections of the plan (e.g., capacity building, resource protection, workforce.) To what extent is the project expected to advance these and/or other complementary goals?

The primary focus of this RFP/project is on supporting artists, musicians, and storytellers, as detailed in the RFP. Advancing other BRR strategies is not required, but we welcome any recommendations and strategies that do so. Solutions that advance multiple BRR goals might warrant higher ranking on the priority list, but that is difficult to determine without more specifics.

72. Are there recent data or analytic studies regarding the patterns, demographics, spending, etc. of the 16.5 million annual visitors to the region? 

The last formal study of visitors on the Parkway was conducted in 2007 and 2008, with very little attention paid to their interactions with the creative economy. Visit NC and the Virginia Tourism Corporation, along with several county-level tourism agencies (e.g., Explore Asheville), have collected much more current data on travelers to the general region of the Parkway (e.g., “Western North Carolina, “the mountains,” and particular counties or subregions). Most of that data is publicly available on their websites.

73. Are public universities or university-affiliated research centers eligible to apply as prime applicants or as part of a multi-institution team under this RFP?

Yes.

74. Does BRPF have an expectation for the overall balance between in-person, on-the-ground engagement versus virtual engagement across the project period, or is that left entirely to the applicant’s proposed methodology?

The Foundation does not prescribe a specific methodology. Applicants should propose the approach they believe best meets the project objectives and requirements outlined in the RFP.

75. Is there a minimum number of in-person convenings or site visits BRPF expects to see in a competitive proposal, given the size and geographic spread of the 29-county region?

The Foundation does not prescribe a specific methodology. Applicants should propose the approach they believe best meets the project objectives and requirements outlined in the RFP.

76. How does BRPF envision the selected consultant coordinating or communicating with Blue Ridge Rising’s existing staff, committees, and platforms over the course of this project?

The contract will be between the selected applicant and BRPF. There will be a single designated BRPF point of contact for the selected applicant to work with regarding reports, billing, and similar contractual items. 

At the same time, the overall project is managed jointly by a core team of staff from both BRPF and Friends, and the selected applicant will at times be meeting with, presenting to, and consulting with this core team. The core team will engage/involve other staff members of BRPF and Friends of SW VA and community stakeholders as appropriate at different stages of the project. Any formal decisions of this core team will be communicated/confirmed in writing by the BRPF point of contact. 

Broad engagement with the larger Blue Ridge Rising community across the 29 counties (e.g., sending out a survey link or announcing listening sessions) will usually take place through the Blue Ridge Rising project staff and their e-newsletters, rather than by direct communication between the selected consultant and the larger community. We believe this approach encourages greater open rates and response rates. Additional direct community outreach by the selected consultant will also be necessary, such as conducting one-on-one interviews, facilitating meetings and small group discussions, and communicating with specific sub-groups before and after meetings (e.g., people signed up for a particular meeting).

77. Are there other consultants or firms currently engaged, or expected to be engaged, in related data collection or strategic planning work within the same geographic footprint during this project period, and if so, what level of coordination does BRPF expect the selected consultant to maintain with them?

This project represents the first comprehensive creative economy planning effort spanning the entire Blue Ridge Parkway corridor. It serves solely to implement the relevant strategies of the Blue Ridge Rising Action Plan. We welcome opportunities to learn from others and work with others who are active on similar issues and overlapping geographies, as long as those efforts advance these action plan strategies rather than distract from them. 

Any relevant data, research, or completed work available from the Blue Ridge Parkway Foundation or Friends of Southwest Virginia will be shared with the selected consultant, as appropriate, to inform the project. 

78. Should the proposed strategic planning process build on the report produced 2 years ago for BRPF?

Yes, primarily and especially strategies 2.4, Artisans and Musicians, and 2.5, Storytelling.

79. Blue Ridge Rising data access: Will the selected consultant have access to materials from Blue Ridge Rising — meeting notes, participant/contact lists, survey data, geographic participation records, and any implementation updates from the 500+ stakeholders and 38 meetings? Is this engagement intended to build on and validate that prior work, or to launch an entirely new engagement process?

The selected consultant will have access to relevant materials from the Blue Ridge Rising planning process, including the Action Plan and other available background information. While those materials may provide helpful context, they were developed approximately three years ago and contain limited information specific to the artisans, musicians, and storytellers that are the focus of this project. The selected consultant should build upon relevant existing information where appropriate, while conducting additional research and stakeholder engagement necessary to develop a current, comprehensive strategic plan.

Regarding the second question, this project serves first and foremost to support implementation of strategies 2.4, Artisans and Musicians, and 2.5, Storytelling. This work does require a fresh round of community engagement with relevant individuals, groups, agencies, and other stakeholders, but nothing in this new plan/report should be truly independent from the Blue Ridge Rising Action Plan. We are not seeking to validate the relevant portions of the Action Plan, but rather to implement them.

80. Existing inventories and datasets: Do you already have usable lists or studies covering artisans, musicians, storytellers, venues, festivals, tourism assets, cultural organizations, or creative businesses in the region? Are you expecting the plan to include a comprehensive directory of these, or a strategic asset map identifying broader patterns, gaps, and opportunities?

Any regional datasets and inventories that are available will be shared with the selected consultant as appropriate. However, it is the consultant’s responsibility to evaluate, supplement, and develop the asset inventory as part of their proposed methodology. The approach to asset mapping, including whether to produce a comprehensive directory or a strategic asset map identifying patterns, gaps, and opportunities, should be outlined in the consultant’s proposal.

81. Scope of “creative sectors”: How are you defining “artisans, musicians, and storytellers” for this plan: primarily traditional/heritage practitioners or would you like this to also include contemporary, commercial, nonprofit, community-based, and multidisciplinary creative work?

A broad definition of the creative economy is encouraged. While artisans, musicians, and storytellers are specifically identified in the RFP, the selected consultant should consider traditional and heritage practitioners alongside contemporary, commercial, nonprofit, community-based, and multidisciplinary creative sectors. Respondents should clearly define the sectors they intend to include and explain how their approach supports the goals of the project.

82. Depth of quantitative/economic analysis: How much original quantitative or economic analysis are you expecting (for example, original economic-impact, labor-market, or visitor-market research) versus a synthesis of existing data combined with stakeholder engagement findings?

The Foundation does not prescribe a specific methodology. Applicants should propose the level of quantitative analysis they believe is necessary to produce a high-quality strategic plan that meets the project objectives.

83. Direct engagement across all 29 counties: Do you expect direct, individualized engagement in each of the 29 counties, or would a regional hub/cluster approach (combined with corridor-wide survey access and intentional sampling) meet your expectations?

The Foundation does not prescribe a specific methodology. Applicants should propose the approach they believe best meets the project objectives and requirements outlined in the RFP.

84. In-person engagement expectations: Is there a minimum number or geographic distribution of in-person sessions you’d expect? Would a primarily virtual process anchored by one concentrated, multi-day, multi-location engagement trip during the stakeholder engagement phase meet your needs?

The Foundation does not prescribe a specific methodology. Applicants should propose the approach they believe best meets the project objectives and requirements outlined in the RFP.

85. Outreach and logistics support: What role will/can BRPF, Friends of Southwest Virginia, and regional partners play in participant recruitment, survey distribution, scheduling, venue coordination, and local introductions?

BRPF, Friends of Southwest Virginia, and regional partners will assist with introductions to key stakeholders, promotion of the project, participant recruitment, survey distribution, identification of potential meeting locations, and other outreach activities where appropriate. The selected consultant will be expected to lead and manage the stakeholder engagement process, including identifying and engaging additional participants as necessary to ensure broad and effective representation throughout the project area.

86. Strategy vs. product development: Are you looking for the consultant to recommend opportunities (for example: routes, itineraries, festivals, storytelling experiences, marketing platforms) or to fully design and build out those products as part of this contract?

Full designs and build-outs of specific ideas are not expected or required, but we do expect enough detail to ensure that any reader of the report can understand what key components are necessary for any particular recommendation to succeed in addressing a specific need or opportunity.

87. Use of participant-support funds: 

• Beyond travel, can the participant-support funds referenced in the RFP also cover honoraria, accessibility accommodations, lodging, meals, or technology access for participants? Would the selected consultant be responsible for administering and documenting those expenses?

Participant travel funds are available to cover transportation, lodging, and meals. BRPF will also pay for any reasonable accommodations of participants. Funds are not available to pay honoraria or stipends to project participants. BRPF staff will administer these expenses and expense reimbursement requests directly with the participants and any third-party vendors (e.g., ASL interpreters).

• Local artist/creative advisory committee: Would the participant-support funds referenced in the RFP be available and appropriate for compensating a standing local artist/creative advisory committee (a group we could turn to throughout the engagement to test emerging ideas and assumptions — not just participate in an engagement session)? Is that a structure you’d be open to?

The available participant travel funds can be used to support the transportation, lodging, and meal expenses of such an advisory committee, including multiple meetings of the same group. There are no funds available for honoraria, stipends, or other monetary compensation for participants’ time. As noted elsewhere in this Q&A, we fully intend to have an advisory committee for this project. In short, the answers to question 87a apply equally to the advisory group suggested here.

88. Weight of regional/local experience: How will you weigh direct experience in the Blue Ridge region against experience in comparable Appalachian or rural creative economies elsewhere? Do you expect a regional partner to be part of the core project team?

Applicants will be evaluated based on their overall qualifications, experience, and regional knowledge as outlined in the RFP. No single area of experience will be weighted more heavily than another. BRPF has no specific expectation or requirement that a regional partner be included as part of the project team.

89. Development, review and approval: Who will be a part of plan development, review and approval throughout each project stage: BRPF, Friends of Southwest Virginia, ARC, NPS, an advisory group, some combination? Do you have expectations for how the development process will look?

The project will be overseen by a core team consisting of staff from both BRPF and Friends of Southwest Virginia. The selected consultant will work closely with this team throughout the project, including regular check-ins and review of key deliverables. The team may involve other staff or community members in specific discussions and decisions, including but not limited to BRPF’s CEO and the director of Blue Ridge Rising. Formal project decisions and approvals will be communicated by the designated BRPF point of contact.

This team will also provide project guidance and will support the consultant on certain activities, such as sharing relevant research, identifying stakeholders, facilitating communications with the larger Parkway community, identifying meeting locations, and attending in-person and virtual meetings. 

90. ARC reimbursement and documentation: Are there specific timekeeping, cost-category, procurement, or invoicing we should plan around for ARC-funded, reimbursement-basis work?

Standard invoices indicating the vendor name, invoice date, invoice number, date of service, work performed, and cost should be submitted in conformity with the terms of the signed contract. Any expenses agreed upon in the contract for reimbursement must be invoiced with receipts or other specified documentation. Funds may not be used for any activity not allowed in the Office of Management and Budget’s 2 CFR Part 200 Subpart E. Invoices will be paid according to the terms of the contract. 

91. Expected deliverable formats: Is the public-facing strategic plan the only designed deliverable? Or do your expectations also include elements like an executive summary, presentation deck, implementation dashboard or matrix, and editable source files (or other formats)?

The professionally designed strategic plan identified in the RFP is the primary required deliverable. In addition, the selected consultant shall provide all supporting project materials and data collected during the project, including survey data, analyses, meeting notes, and contact information, as described in the RFP. No separate executive summary or presentation materials are required.

92. Is this the first strategic plan of this kind for the region’s creative economy, or does it build on / replace any prior sector-specific plan the Foundation has commissioned?

This is the first such plan for the 29-county Blue Ridge Parkway corridor.

93. Given the $85,000 cap covers a 6+ month engagement with regional travel across 29 counties, is there a rough sense of how much of that budget BRPF expects to go toward direct stakeholder engagement (travel, meeting logistics) versus staff time and analysis? The RFP says not to assume the full amount is available, so any signal on realistic range would help calibrate scope.

The funds available to cover project participants’ travel costs are completely separate from the RFP and the $85,000 threshold mentioned in Section 5 of the RFP, so applicants do NOT need to include participants’ travel costs in their proposal budgets. Please also refer to the answer for Question 87a.

94. How many in-person regional sessions or site visits does BRPF anticipate as necessary, versus what could reasonably shift to virtual formats to protect the budget?

The Foundation does not prescribe a specific methodology. Applicants should propose the approach they believe best meets the project objectives and requirements outlined in the RFP.

95. Blue Ridge Rising already engaged 500+ stakeholders across 38 meetings. Is that data (notes, meeting summaries, etc.) available to the selected consultant, and would it be reasonable to build on that engagement rather than starting from scratch for the creative economy sector specifically?

The selected consultant will have access to relevant materials from the Blue Ridge Rising planning process, including the Action Plan and other available background information. While those materials may provide helpful context, they were developed approximately three years ago and contain limited information specific to the artisans, musicians, and storytellers that are the focus of this project. The selected consultant should build upon relevant existing information where appropriate, while conducting additional research and stakeholder engagement necessary to develop a current, comprehensive strategic plan.

96. Beyond the draft (February 28) and final (March 31) strategic plan, does BRPF expect or would like interim check-ins or presentations to the Foundation board or ARC during the September to February research period?

The selected consultant should anticipate regular project coordination meetings with the BRPF and Friends of Southwest Virginia project team throughout the contract period (e.g., every two to four weeks). These meetings will provide opportunities to review progress, discuss upcoming activities, and receive feedback on key deliverables. The selected consultant will not be expected to present directly to the BRPF Board or ARC.

97. For the “professionally designed, suitable for public distribution” final plan, is graphic design and layout expected to be handled by the consultant’s team, or is there a separate design vendor BRPF works with?

The selected consultant may choose to do the graphic design and layout in-house or through a subcontractor. BRPF offers no recommendations on this matter.

98. What did you like about the 2023 Blue Ridge Rising process (500+ participants across 38 meetings)? What are some aspects you would like to be different with this process?

We appreciate the question, but that planning process and this one have many differences. We expect a fresh approach specific to the current project objectives and deliverables, rather than an adaptation of the earlier project. We encourage each applicant to present and price out what they believe is their single best approach to achieving the project goals.

99. Once the contract is awarded to an agency, will the BRPF share the stakeholder contact list from the Blue Ridge Rising process, or will the new agency build a new outreach list specific to artisans, musicians and storytellers? 

The Blue Ridge Rising project maintains an active list of 1,100-1,200 community and agency partners that can be used to distribute project announcements and engagement opportunities. However, that list is not comprehensive, especially with regard to individuals and groups in the creative sector, and should not be relied upon as the sole source of stakeholder outreach. The selected consultant will be expected to identify and engage additional artisans, musicians, storytellers, organizations, businesses, and other stakeholders as necessary to ensure broad and effective participation.

100. Does BRPF have a target number of participants in mind for the surveys, interviews and listening sessions under this engagement, or would you prefer we propose a target number?

The Foundation does not prescribe a specific methodology. Applicants should propose the approach they believe best meets the project objectives and requirements outlined in the RFP. 

101. How do you anticipate the plan to work alongside Strategies 2.4 (Artisans and Musicians) and 2.5 (Storytelling) as outlined in the Blue Ridge Rising Action Plan?

This plan will build on and help implement those two specific strategies.

102. I was hoping to gain clarity on the stakeholder engagement portion of this project. There are a great variety of groups of stakeholders, will the Blue Ridge Parkway Foundation or the Friends of Southwest Virginia be providing the list and contacts of the stakeholders?  Or will part of the role include the identification and/or the development of relationships with these stakeholders? 

The project team will assist by making introductions to key stakeholders and sharing relevant existing contacts where appropriate. However, the Foundation does not maintain a comprehensive list of artists, musicians, storytellers, businesses, and organizations throughout the project area. The selected consultant will be expected to identify and engage additional stakeholders as necessary to ensure broad and effective participation.

103. Will there be a definition of “cultural economy” and its related industries provided? Or will it be up to interpretation by the selected firm?

A broad definition of the creative economy is encouraged. While artisans, musicians, and storytellers are specifically identified in the RFP, the selected consultant should consider traditional and heritage practitioners alongside contemporary, commercial, nonprofit, community-based, and multidisciplinary creative sectors. Respondents should clearly define the sectors they intend to include and explain how their approach supports the goals of the project.

104. Is there a specified indirect/overhead rate cap that must be used in the proposed budget?

BRPF does not currently have a specific cap on indirect/ overhead/ administrative costs related to contracts. Because this particular contract will utilize federal grant funds and is subject to federal laws, rules, and regulations, such costs are expected to be reasonable and should not be used for any expenses not allowed by the Office of Management and Budget’s 2 CFR 200 Subpart E.

105. How much weight is given to the location of the firm in the selection process (i.e., is there a local preference)? 

The selection criteria stated in the RFP are the primary drivers of the selection process. The Blue Ridge Parkway Foundation’s procurement procedures state that “Whenever reasonable, geographic preference will be given to vendors operating in communities where the Foundation is active (e.g., Blue Ridge Parkway corridor counties, [Kids in Parks] communities, office locations).” Please note that the geographic preference is given to where vendors are operating, which is not always the same as where a firm is officially located. Also, BRPF’s actual contract history demonstrates a fairly wide geographic distribution.

106. To what extent is the consultant expected to focus on economic impact analysis and financial modeling (for example, revenue projections, scenario modeling, business plan development) versus qualitative strategy and stakeholder engagement?

The Foundation does not prescribe a specific analytical methodology. Applicants should propose the approach they believe best meets the project objectives and requirements outlined in the RFP and explain why they believe it is the most effective methodology for achieving the desired outcomes. The selected methodology should be appropriate for developing a practical, evidence-based strategic plan that addresses the required project deliverables.

107. Are you envisioning a product closer to an economic impact study or business development plan, or a comprehensive strategic plan that includes governance, capacity building, and long‑term funding strategies (including philanthropy)?

The Foundation is seeking a comprehensive strategic plan as described in the RFP. Applicants should carefully review the required project deliverables and develop a scope of work that addresses those requirements.

108. Is philanthropic strategy (for example, donor campaigns, regional giving collaboratives, alignment with local foundations) explicitly in scope for this engagement, or should the consultant primarily address earned revenue and public‑sector or fee‑for‑service funding streams?

“Potential funding opportunities” is one of six items listed in the Implementation Roadmap project deliverables (Section 7 of the RFP). We do not presuppose at this time which particular funding opportunities should be discussed in that section of the report.

109. How much technical depth is expected in financial modeling (for example, detailed programs for trail, venue, or program investments across multiple communities)?

The Foundation does not require detailed financial modeling for individual projects or investments. Recommendations should include sufficient information to support implementation planning without developing detailed business plans for specific initiatives.

110. Given that the “Qualifications, Experience, and Regional Knowledge” evaluation criteria accounts for 40% of the overall scoring of proposals, could you please provide insight on how each type of desired experience will be weighed—strategic planning, creative economy development, cultural tourism, community engagement, rural and Appalachian community work, familiarity with Blue Ridge Parkway region, and ARC-funded initiatives? Additionally, could you share which qualifications are “must-have” versus “nice-to-have?”

Applicants will be evaluated on their overall body of work related to “Qualifications, Experience, and Regional Knowledge,” with no particular area of expertise being required or weighed greater than the others.

111. Do you consider experience developing philanthropic strategies to be important for this project? If so, please consider adding this to the evaluation criteria.

Applicants are welcome to share such experience in their proposals, as well as any other experience they deem relevant to the “Qualifications, Experience, and Regional Knowledge” evaluation criteria. However, the original RFP language in Section 11, Evaluation Criteria, will not be changed.

112. The Visitor Experience Recommendations associated with the Blue Ridge Rising Action Plan include identifying focus areas for storytelling. Have these been identified or is that expected to be an outcome of this project?

Identification of focus areas for storytelling is expected to be an outcome of this project/plan.

113. Could you describe how the Blue Ridge Parkway Foundation, the Friends of Southwest Virginia, and each organization’s respective boards will be engaged in this project and where ultimate decision making and approval for the plan resides? Who will serve as the primary internal champion(s) and day-to-day liaison(s) for this project?

The contract will be between the selected consultant and BRPF. The consultant will have a single designated BRPF point of contact for contractual matters, invoicing, approvals, and official communications. The project will be managed jointly by a core team of staff from BRPF and Friends of Southwest Virginia, who will provide project guidance, review key deliverables, and participate in regular project meetings throughout the engagement. They will consult with other staff and community contacts as appropriate, including but not limited to BRPF’s CEO and the director of Blue Ridge Rising. Formal project decisions will be communicated and confirmed in writing by the designated BRPF point of contact. The organizations’ boards will not serve as the day-to-day managers of the project.

114. Does the Foundation have a preferred number of “interviews, focus groups, or regional listening” to be conducted during this project or can applicants propose the amount based on their experience with similar projects?

The Foundation does not prescribe a specific methodology. Applicants should propose the approach they believe best meets the project objectives and requirements outlined in the RFP. 

115. Is there an expectation for any or all of the “interviews, focus groups, and regional listening sessions” to be conducted in person? If so, could you please share information on the desired number and locations so applicants can more accurately estimate travel expenses?

The Foundation does not prescribe a specific methodology. Applicants should propose the approach they believe best meets the project objectives and requirements outlined in the RFP. 

116. Can applicants propose a single total fixed project fee that includes personnel, meeting facilitation, survey development and analysis, research, graphic design and final report production, and administrative costs?

A single fixed project fee with no other budget detail will be considered inadequate and unresponsive. However, some consolidation of line items is acceptable, e.g.,

• Travel and lodging can be presented as one budget item.
• “Personnel” can be inclusive of personnel costs related to meeting facilitation, survey development and analysis, research, and graphic design and final report production. 

Administrative costs and any other non-personnel costs (e.g., third-party subcontracts and out-of-pocket expenses) should be delineated in the budget presentation.

117. Does the $85,000 project budget include travel and lodging expenses related to the chosen consultant’s project activities?

The costs of the consultant’s travel and lodging expenses related to the project must be included in the consultant’s proposed budget. Please note that $85,000 is not the “project budget;” please re-read Section 5 of the RFP. 

118. Are the travel costs of “project participants (e.g., artisans, musicians, and storytellers)” in addition to the amount of up to $85,000 that is available to the Consultant for the engagement and being provided from funds not related to the Consultant’s compensation? 

The funds available to cover project participants’ travel costs are completely separate from the RFP and the $85,000 threshold mentioned in Section 5 of the RFP, so applicants do NOT need to include participants’ travel costs in their proposal budgets. Please also refer to the answer to Question 87a.