RFPLCATicketing System RFP63

REQUEST FOR PROPOSAL
FOR A
Lesher Center for the Arts

Ticketing Solution
RFP# 2018-631-AR
ALL PROPOSALS MUST BE SUBMITTED TO:
LESHER CENTER FOR THE ARTS

CITY OF WALNUT CREEK
1601 CIVIC DRIVE
WALNUT CREEK, CA 94596
Attn: Scott Denison, General Manager
[email protected]
PRIOR TO AND NO LATE THAN 4:00 PM, WEDNESDAY, JULY 18, 2018
RESPONSES WILL BE CONSIDERED FOR AWARD BY THE CITY OF WALNUT CREEK WITH ALL
PROPSOALS FIRM FOR 90 DAYS FOLLWING THE OPENING THEREOF.
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Contents
Section 1: RFP Overview ............................................................................................................................... 5
1.1 Background ......................................................................................................................................... 5
1.2 Purpose of RFP .................................................................................................................................... 5
1.3 City Objectives .................................................................................................................................... 6
1.4 Selection Process ................................................................................................................................ 7
1.5 Implementation Timeline.................................................................................................................... 7
1.6 RFP Schedule of Events ....................................................................................................................... 8
1.6.1 Short-list Vendor Interviews and Presentations .......................................................................... 8
1.7 RFP Coordinator .................................................................................................................................. 9
1.8 Proposal Preparation Cost .................................................................................................................. 9
1.9 RFP Amendments and Cancellation .................................................................................................... 9
1.10 Questions Pertaining to the RFP ....................................................................................................... 9
1.11 Letter of Intent to Propose ............................................................................................................... 9
1.12 Proposal Submittal .......................................................................................................................... 10
1.13 Public Records Law ......................................................................................................................... 11
Section 2. Current Environment Overview ................................................................................................ 11
2.1 Ticket Office Daily Operations and Volume ...................................................................................... 11
2.1.1 Tickets Sales and Fee Revenue .................................................................................................. 12
2.1.2 Subscription and Packages ......................................................................................................... 13
2.1.3 Renewal Process and Accounting .............................................................................................. 14
2.1.4 Ticket Exchanges ........................................................................................................................ 14
2.1.5 Access Control and Ticket Information ...................................................................................... 15
2.1.6 Producer or Reporting User ....................................................................................................... 16
2.1.7 Current Dynamic Pricing Practices ............................................................................................. 16
2.2 Current Accounting Process and Reporting ...................................................................................... 17
2.2.1 Munis Coding ............................................................................................................................. 17
2.2.2 Current Fees ............................................................................................................................... 18
2.2.3 End of Day (EOD) ........................................................................................................................ 19
2.2.4 Payment Types and Payment Categories................................................................................... 20
2.2.5 Settlement Reporting ................................................................................................................. 20
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2.2.6 Gift Cards and ValuTec Integration ............................................................................................ 24
2.2.7 Fund Development and Donation Campaigns ........................................................................... 24
2.3 Lesher Center Administration and other Transactions ..................................................................... 24
2.4 Ticket Office Equipment and other Ticket Agent Related Items ...................................................... 25
Section 3. New System Requirements ........................................................................................................ 26
3.1 Subscription and Single Ticket Sales ................................................................................................. 26
3.2 Patron Account Management ........................................................................................................... 30
3.3 Marketing and Reporting .................................................................................................................. 31
3.4 Accounting and Settlement .............................................................................................................. 34
3.5 Fund Development and Donor Reporting ......................................................................................... 36
3.6 Online and Mobile Experience .......................................................................................................... 38
3.7 System Redundancies and Support .................................................................................................. 39
3.8 Access Control ................................................................................................................................... 42
3.9 Ticket Office Operations ................................................................................................................... 43
3.9.1 Ticket Office Equipment ............................................................................................................. 43
3.9.2 Facility Design and Ticket Design ............................................................................................... 43
3.9.3 Ticket Agent Needs .................................................................................................................... 44
3.10 Lesher Center Administration and Bedford Gallery ........................................................................ 45
Section 4. Proposal Submission Requirements........................................................................................... 46
4.1 General Instructions.......................................................................................................................... 46
4.2 Proposal Format ................................................................................................................................ 46
4.2.1 Transmittal Letter ...................................................................................................................... 47
4.2.2 Table of Contents ....................................................................................................................... 47
4.2.3 Section 1.0 Executive Summary ................................................................................................. 47
4.2.4 Section 2.0 Company Information ............................................................................................. 48
4.2.5 Section 3.0 Company Background ............................................................................................. 48
4.2.6 Section 4.0 Company Qualifications .......................................................................................... 49
4.2.7 Section 5.0 References ............................................................................................................... 49
4.2.8 Section 6.0 Proposed Solution ................................................................................................... 49
4.2.9 Section 7.0 Implementation Approach ...................................................................................... 50
4.2.10 Section 8.0 Ongoing Support and Hosting Services ................................................................. 50
4.2.11 Section 9.0 Pricing .................................................................................................................... 51
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4.2.12 Section 10.0 Additional Information ........................................................................................ 52
Section 5. Proposal Evaluation.................................................................................................................... 52
Section 6. General Requirements ............................................................................................................... 53
6.1 Collusion ............................................................................................................................................ 53
6.2 Gratuities........................................................................................................................................... 53
6.3 Required Review and Waiver of Objections by Vendor .................................................................... 53
6.4 Proposal Withdrawal......................................................................................................................... 53
6.5 Proposal Errors .................................................................................................................................. 54
6.6 Incorrect Proposal Information......................................................................................................... 54
6.7 Right to Refuse Personnel ................................................................................................................. 54
6.8 Proposal of Additional Services......................................................................................................... 54
6.9 Licensure ........................................................................................................................................... 54
6.10 Conflict of Interest and Proposal Restrictions ................................................................................ 54
6.11 Contract Negotiations ..................................................................................................................... 55
6.12 Right of Rejection ............................................................................................................................ 55
6.13 Disclosure of Proposal Contents ..................................................................................................... 55
6.14 Severability...................................................................................................................................... 56
6.15 RFP and Proposal Incorporated into Final Contract........................................................................ 56
6.16 Proposal Amendment ..................................................................................................................... 56
6.17 Consultant Participation ................................................................................................................. 56
6.18 Warranty ......................................................................................................................................... 56
6.19 Rights of the City ............................................................................................................................. 57
Appendix ..................................................................................................................................................... 57
Appendix A – Standard Service Agreement Terms and Conditions ........................................................ 57
Appendix B – Americans with Disabilities Act (ADA) 2010 Revised Requirements ................................ 64
Appendix C – Current Lesher Center Venue House Maps ...................................................................... 69
Hofmann Theatre – capacity 785 seats............................................................................................... 70
Margaret Lesher Theatre – capacity 297 seats ................................................................................... 71
George & Sonja Vukasin Theatre – capacity 133 seats ....................................................................... 72
Del Valle Theatre – capacity 385 seats ............................................................................................... 73
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Section 1: RFP Overview
1.1 Background
The Lesher Center for the Arts is located in Walnut Creek, California. First opened in October
1990, the Center presents more than 900 productions and events a year, including a curated
selection of visual art exhibitions. More than 350,000 patrons walk through the Center’s front
doors each year. The Lesher Center for the Arts is owned and operated by the City of Walnut
Creek. Upwards of ninety producers rent our space annually.
The Lesher Center includes three theater spaces at our 1601 Civic Drive address. These include
the Hofmann Theatre, Margaret Lesher Theater, and the George & Sonja Vukasin Theatre. The
Lesher Center also operates the Del Valle Theatre, located about two miles away from
downtown Walnut Creek. Refer to Appendix C for current theater house maps. The Lesher
Center houses the Bedford Gallery, a program of the City’s Arts and Recreation Department.
The Bedford Gallery is the largest community-based visual arts facility between the Bay Area
and Sacramento, with 3,500 square feet of exhibition space.
The Lesher Center also houses Center REPertory Company, or Center REP. Center REP is our
resident professional theatre company. Center REP is a city program within Arts and
Recreation, presenting six to eight productions a season.
The Lesher Center also partners closely with the Diablo Regional Arts Association (DRAA). DRAA
is an incorporated non-profit, 501 (c)(3) organization and the City of Walnut Creek’s designated
curator for the Center’s programming and audience outreach.
1.2 Purpose of RFP
The purpose of this Request for Proposal (RFP) is to identify and select a vendor with a proven
track record in ticketing software solutions, including general ticket sales (box office, phone,
and online), subscriptions, patron account management, security, access control, point of sale,
financial and settlement reporting, fund development, marketing reporting, staff training and
other needs addressed in Section 3 New System Requirements. The selected vendor must be
capable of providing all services, including technical support and adequate security, back up
and business continuity protocols. The City desires a single vendor for all services identified in
the RFP. However, the City will consider alternatives such as a prime vendor subcontracting
with a 3rd party service provider for a specific function.
The scope of services should include all software, hardware, and services required to support
the implementation, data migration of ticket sales, support, and ongoing ticket sales.
Required functionality includes, but is not limited to:
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Subscriptions and Single Ticket Sales
 Ticketing capability for subscriptions and single ticket sales of assigned seating in
multiple venues.
o Fixed and flexible packages across several venues.
o Automated season rollover process for season seat assignments.
o Generation of customizable and printable season renewal invoices, including
invoices payable online through customer portal.
o ValuTec, or other gift card partnership.
 Robust online customer portal and patron account management.
o Include mobile and social media solutions.
 Comprehensive producer portal for designated reports and specific permissions.
o Includes automated and scheduled sales reports to email distribution lists.
 Marketing functionality including reporting, email communications, and discounts.
 Dynamic pricing and other revenue generating functionality.
Accounting and Settlement
 Accurate and consistent accounting reports for daily deposits, settlements, and other
financial reporting needs.
o Reporting must accurately present information into numerous city and producer
accounts.
 This includes inclusive fee and exclusive fee accounting and reporting.
Fund Development and Memberships
 Comprehensive donation and membership management.
System Redundancies and Support
 Information security and PCI considerations.
Access Control and Reporting
 Stable scanning devices for ticket stock, print at home, and mobile ticket formats.
Ticket Office Operations and Administration needs
 Point of sale and cash handling needs for space rental, prop/costume rental, and other
specific transactions.
Refer to Section 2 Current Environment Overview and Section 3 New System Requirements for
additional details and explanation of needs.
1.3 City Objectives
The objective of this RFP is to establish a long-term relationship with a vendor capable of
keeping current with the ticketing industry trends and best practices. The vendor should be
capable of solid accounting, in keeping with the City’s current and future needs. The vendor
should also be committed to the constant evolution and improvement of the proposed
ticketing solution. The awarded ticketing solution should strengthen the relationship between
the City, our ticket buyers, our producers and presenting organizations, and other departments
using the vendor’s product.
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1.4 Selection Process
Figure 1, Selection Process Overview, identifies the selection process the City intends to follow.
The process outlined in this RFP is designed to select a vendor in October 2018.
City Short-listed Short-listed Finalist City Council

RFP Proposal
Evaluation Vendor(s) Vendor Vendor Contract
Released Submission
of Proposals Announced Demos Selected Award
Figure 1 – Selection Process Overview
The RFP and subsequent evaluation of proposals will allow the City to identify a short-list of
qualified vendors. The short-list vendors will then be invited to do an on-site interview and
solution demonstration. Vendors invited for the on-site interview and demonstration will be
provided a series of transactions to perform in advance. These transactions will be directed
through prescribed performances and subscription package configurations. We will also
provide a listing of desired reports and information resulting from these transactions. Please
demonstrate clear instruction with indicated functions, such as ticket exchanges and donations.
Additional details will be distributed directly to the vendors selected for onsite presentations.
Upon completion of the interviews and solution demonstrations, the City will identify a finalist.
Submittal of a proposal does not guarantee a vendor will be invited to demonstrate nor does it
obligate the City to purchase or contract for related services either now or in the future.
1.5 Implementation Timeline
The City expects to begin the season and event ticket build and implementation in December
2018, in preparation of the 2019-2020 season ticket sales. In general, 2019-2020 events begin
in August 2019 and continue through June 2020. Exact season dates will vary based on the
producing company’s contracted schedule. Vendors should be prepared to propose a solution
and approach that addresses this timeline, or propose an alternative based on vendor’s past
experience with similar efforts.
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1.6 RFP Schedule of Events
Table 1, RFP Schedule of Events, identifies the City’s best estimate of the schedule that will be
followed. The City realizes this is an aggressive timeline, working towards the following season
build and migration. The City encourages vendors to carefully consider and plan accordingly for
the presented schedule of events.
Table 1 – RFP Schedule of Events

RFP Event DATE/TIME
1 City Issues RFP Thursday, May 31, 2018
2 Deadline for Letter of Intent to Propose Monday, June 11, 2018
3 Deadline for Written Questions Wednesday, June 20, 2018
4 City Issues Responses to Written Questions Tuesday, July 10, 2018
5 Deadline for Submitting a Proposal Wednesday, July 18, 2018 by
4:00 PM PDT
6 City Completes Evaluations Friday, August 10, 2018
7 City Notifies Short-listed vendors Friday, August 10, 2018
8 Short-list Vendor Interviews and Presentations Monday, August 27, 2018 –
Wednesday, September 26,
2018
9 City Determines Finalist & Contract Negotiations begin Friday, October 5, 2018
10 Authorization of Award to Selected, Contracted Vendor November 20181
11 Migration Project Start Date December 20182
The City reserves the right, at its sole discretion, to adjust this schedule, as it deems necessary.
Notification of any adjustment to the RFP Schedule of Events will be provided to all vendors
that submitted a Letter of Intent to Propose.
1.6.1 Short-list Vendor Interviews and Presentations
Vendors selected for onsite demonstrations with city staff will be provided a series of
transactions to perform in advance. These transactions will be routed through prescribed
performances and subscription package configurations. We will also provide a listing of desired
reports and information resulting from these transactions. These proof-of-capabilities (“POC”)
demonstrations are not intended to be a generic demonstration of the application, but rather a
demonstration of specific product functionality deemed most critical to the City using scenarios
provided by the City. Proposers must be prepared to invest the time and resources in the POC
1 A contract of this size and scope is subject to City Council review and approval. Awarding final
contract to the successful Vendor will be driven by the City Council’s schedule and agenda.
2 Our migration start date may alter based on the City Council’s schedule and agenda. It is our
expressed desire to program our 2019-2020 season in the awarded Vendor’s ticketing solution.
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to be successful in this procurement. Additional details will be distributed directly to the
vendors selected for onsite presentations.
1.7 RFP Coordinator
All communications concerning this RFP must be submitted in email to the RFP Coordinator
identified below. The RFP Coordinator will be the sole point of contact for this RFP. Please
address any requests for additional information or clarification via email to Scott Denison,
General Manager, at [email protected]. All vendors who have notified the City of
their intent to respond to the RFP will be provided, via email with a copy of any questions
submitted and the answer given by the City. The City is not responsible for delayed or lost
email, regardless of the cause.
Unauthorized vendor contact with anyone else in the City is expressly forbidden and may result
in disqualifications of the vendor’s bid.
1.8 Proposal Preparation Cost
The City will not pay any costs associated with the preparation, submittal, or presentation of
any proposal, including preparation and participation at the proof-of-capabilities
demonstrations.
1.9 RFP Amendments and Cancellation
The City reserves the unilateral right to amend this RFP in writing at any time. The City also
reserves the right to cancel or reissue all or any part of the RFP at its sole discretion. If an
amendment is issued, it will be provided to all vendors submitting a Letter of Intent to Propose.
Vendors will respond to the final written RFP including any exhibits, attachments, and
amendments issued by the City.
1.10 Questions Pertaining to the RFP
Specific questions concerning the RFP should be submitted via email to the RFP Coordinator
(See Section 1.7) before the date identified in Section 1.6 RFP Schedule of Events. Vendor
questions should clearly identify the relevant section of the RFP and page number(s) related to
the question being asked.
Content of all questions and the City’s responses will be emailed to all vendors submitting a
Letter of Intent to Propose (See Section 1.11).
1.11 Letter of Intent to Propose
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Vendors who anticipate submitting a proposal must register by submitting an email indication
of a vendor’s intent to respond to this RFP. This Letter of Intent to Propose must be emailed to
the RFP Coordinator (See Section 1.7). The following information must be included in the Letter
of Intent to Propose.
 Vendor’s Name
 Name and Title of main contact
 Address, telephone number, facsimile number, and email address of main contact
Submittal of a Letter of Intent to Propose, by the specified deadline in Section 1.6, is necessary
to ensure a vendor’s receipt of RFP amendments and other communications regarding the RFP.
The Letter of Intent does not bind vendors to submitting a proposal.
1.12 Proposal Submittal
Proposals must be submitted electronically no later than the scheduled deadline time and date
detailed in Table 1, RFP Schedule of Events.
Vendors must submit an electronic copy in a single .pdf file to RFP Coordinator, Scott Denison,
at [email protected]. The subject line of the email should identify “RFP 2018-631-
AR Ticket System Proposal Submission.” The body of the email should identify the following:
 Proposal for Lesher Center Ticketing Solution
 RFP #2018-631-AR
 Name of Vendor
 Vendor’s Address
 Vendor’s Contact Person
 Vendor’s Telephone Number
The City will only accept email attachments up to 10 MB. If the vendor proposal is larger than
10 MB, then the vendor should plan to break up the proposal file into two separate emails.
Refer to Section 4. Proposal Submission Requirements for additional details and guidance.
The City must receive all proposals by the date and time shown in Table 1, RFP Schedule of
Events. Proposals received after this time and date will not be considered.
Vendors are solely responsible for ensuring the proposal is received by the City contact prior to
the deadline. The City will indicate successful receipt of the vendor’s proposal with an email
reply to the submission email that acknowledges receipt. An automated system generated
receipt (e.g. read receipt or delivery receipt) does not constitute proof of successful submittal.
Vendors must receive a specific email from the RFP Coordinator confirming receipt.
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1.13 Public Records Law
Pursuant to California Government Code Section 6250, public records may be inspected and
examined by anyone desiring to do so, at a reasonable time, under reasonable conditions, and
under supervision by the custodian of the public record. All submitted proposals are subject to
this code section. If a vendor submits an entire proposal marked confidential, it will be
considered non-responsive.
Section 2. Current Environment Overview
2.1 Ticket Office Daily Operations and Volume
The Lesher Center Ticket Office supports a variety of producers and clients’ ticketing needs and
requests. This includes a full array of season subscription offers, dynamic pricing, fund
development and giving campaigns, and ticket discounts and promotions. Our main walk up
counter and phone room reside within the Center. The standard Ticket Office schedule, before
any ticketed performance extends these hours, include:
Day of the Week Walk Up Hours Total

Monday Closed 0 hours
Tuesday 11a – 6p 7 hours
Wednesday 11a – 6p 7 hours
Thursday 11a – 6p 7 hours
Friday 12n – 7:30p 7.5 hours
Saturday 12n – 7:30p 7.5 hours
Sunday 12n – 6p 6 hours
Weekly Walk Up Total 42 hours
The majority of the weekly Ticket Office service hours overlap between walk up and phone
room work. Our standard phone room hours include:
Day of the Week Phone Room Hours Total

Tuesday 12n – 6p 6 hours
Wednesday 12n – 6p 6 hours
Thursday 12n – 6p 6 hours
Friday 12n – 7:30p 7.5 hours
Saturday 12n – 7:30p 7.5 hours
Sunday 12n – 6p 6 hours
Weekly Phone Room Total 39 hours
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A second outlet walk up location is staffed in the downtown Walnut Creek Library. The Library
desk is also an extension of the phone room; Ticket Agents work calls in addition to any walk up
transactions.
Day of the Week Outlet Counter Hours Total

Tuesday 12n – 6p 6 hours
Wednesday 12n – 6p 6 hours
Thursday 12n – 6p 6 hours
Friday 12n – 6p 6 hours
Saturday 12n – 6p 6 hours
Sunday Closed 0 hours
Weekly Outlet Counter Total 30 hours
The Del Valle Ticket Office is only staffed one hour prior to ticketed performances at that
location. The main Ticket Office counter and the Del Valle Ticket Office counter remains open
for walk up and will call 30 minutes following the latest curtain time, typically 8:30p or 8:45p.
2.1.1 Tickets Sales and Fee Revenue
We work with upwards of 90 different producers and rental clients each year. Most of their
needs are straightforward, single ticket sales and reporting. Our aggregate historical ticketing
volume is outlined in the following tables. See section 2.2 Current Accounting Process and
Reporting for additional information about our inclusive and exclusive fees.
2017-2018 Season – July 1, 2017 to June 30, 20183 - TY2018

Total Sales (quantity of tickets sold) 141,026
Cancellations (quantity of tickets canceled) 12,888
Net Quantity of Valid Tickets 128,138
Ticket Return Revenue 4 $3,588,701.87
Facility Fee Revenue (inclusive fee) $459,778.00
Convenience Fee Revenue (exclusive fee) $168,991.00
Order Fee Revenue (exclusive fee) $3,369.00
Grand Total Revenue $4,220,839.87
2016-2017 Season – July 1, 2016 to June 30, 2017 – TY2017

3 This season summary data is incomplete as the 2017-2018 season ends June 30, 2018. The
information reflected here includes sales information as of April 30, 2018.
4 Ticket Return is the terminology we used for the portion of the published ticket price routed
to event Munis accounts. Refer to 2.2 Current Accounting Process and Reporting for additional
accounting and internal fee details.
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Ticket Return Revenue $5,064,403.13
Shipping Fees (exclusive fee) $3,402.00
2015-2016 Season – July 1, 2015 to June 30, 2016 – TY2016

Ticket Return Revenue $4,250,112.78
Shipping Fees (exclusive fee) $1,212.00
2.1.2 Subscription and Packages
A select portion of our more professional and established producers offer subscriptions, both
fixed and flex package options. Most of these packages are in a single venue for the season;
however, our largest subscription effort includes fixed packages seated in two venues. Center
REP partners with Contra Costa Musical Theater (CCMT), to offer 4 to 8 show packages each
season. An example is below.
Center REP and CCMT – 8 Show package – fixed seating and fixed date selection
Producer Event Code Venue
Center REP (musical) REP-11718 Margaret Lesher Theatre
CCMT (musical) CCM-11718 Hofmann Theatre
Center REP (play) REP-21718 Margaret Lesher Theatre
Center REP – A Christmas Carol REP-31718 Hofmann Theatre
CCMT (musical) CCM-21718 Hofmann Theatre
Center REP (musical) REP-81718 Margaret Lesher Theatre
The producers who offer subscription packages tend to offer at least a three show season. Our
largest seasons are typically seven or eight events. Most subscription packages include
guaranteed subscriber seating; however, others are general admission seating. All involve
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individual renewal invoices (printed and mailed) and online invoices (available in each
subscriber’s patron account for direct payment).
2.1.3 Renewal Process and Accounting
Straight renewal orders, or renewal orders with no changes, are processed and seated as they
are received. Current subscriber orders renewing with changes, as well as new subscriber
orders, are paid for but not seated until the renewal deadline has passed. The Ticket Office
deposits the funds for the desired package and flags the patron account to be removed from
any telemarketing reporting.
When the renewal deadline has been reached, we release all seat inventories on hold for
unrenewing accounts. We then process change requests in the date order in which they were
received. Our current process deposits change request monies and new subscription requests
into a placeholder Munis account immediately. Finished orders are then purchased by drawing
from this placeholder Munis account. It could be several weeks or months between the change
order and new subscription order being placed and the seating assignments being made. Once
all current subscribers requesting changes have been seated, we begin to process and seat new
subscription orders. This placeholder Munis account zeros out once all change and new
subscriber orders have been seated. Season orders are then batch printed and mailed at a
designated time.
2.1.4 Ticket Exchanges
All producers who schedule performances of the same event over multiple days offer free
subscriber exchanges to avoid date conflicts. Subscriber exchanges can be the majority of our
phone room business at peak times during the season. Subscriber exchanges are often even
exchanges, but they can result in either nominal monies due to complete the transaction or a
donation of excess ticket return revenue. At present, we do not refund the price difference for
any uneven exchanges. Excess ticket return revenue is used to purchase a ticket donation in
the corresponding amount of the difference. Example scenarios are outlined below.
Even Exchange Performance Code Price Code Price (Ticket Return + Facility Fee)
Canceling from REP-11617-07 4 Show $41 ($36 ticket return + $5 fac fee)
Moving to REP-11617-14 4 Show $41 ($36 ticket return + $5 fac fee)
Resulting in no monies due or needing to be donated
Uneven Exchange A Performance Code Price Code Price (Ticket Return + Facility Fee)
Resulting in patron applying a $2 dollar transaction to complete the sale
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Uneven Exchange B Performance Code Price Code Price (Ticket Return + Facility Fee)
Resulting in patron making a $2 dollar ticket return donation to complete the exchange
Single ticket holders may also exchange their performance dates with a $5 per ticket exchange
fee. This is an exclusive fee. The table below outlines our ticket exchange volume for the past
three ticket years. This information includes subscription tickets, complementary tickets, and
single ticket exchange transactions.
Ticket year Exchange volume (single plus subscription tickets)

TY20185 10,898 tickets
Exchange activity should not affect any facility fee revenue. Exchanges are only done between
performance dates of the same event. It is with rare occasion where producers authorize us to
exchange tickets between events.
2.1.5 Access Control and Ticket Information
Our lobbies are open to the public during events. We ticket scan admission tickets at each
theater house door. Our ticket stock tickets, print at home tickets, and mobile tickets all
include the following information:
 Patron Account Number
 Order number
 User (Ticket Agent user name or web user for online sale)
 Performance Code
 Price Code
 Price (Ticket Return plus the included facility fee)
 Producer
 Show title
 Day of the week and date of show
 Curtain time
 Venue
 Entry point (which house door is closest to the seat location)
 Row letter
5As previously stated, the current 2017-20178 season ends June 30. This reflects season
exchange data as of April 30, 2018.
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 Seat number
Our current ticket scanner devices are programmed by theater. Hofmann devices will only
validate Hofmann performance tickets. This adds an extra systematic double check against
human error in ticket scanning and granting admission.
2.1.6 Producer or Reporting User
Approved producers have access to a Reporting User Portal in order to generate their own
reports, including but not limited to Performance Sales, Performance Seat Manifest, Donation
Manifest, and Access Control. User restrictions are customizable by user, and include but are
not limited to Producer, Venue, Event, and Performance. Available reports are also
customizable by user. This function helps minimize some producer requested reports. All
financial information reported on the portal reflects ticket return funds only. No fee
information, inclusive or exclusive, is reported to any producer, including those with approved
access to the Reporting User Portal.
2.1.7 Current Dynamic Pricing Practices
Some producers subscribe to dynamic pricing based on a single performance’s theatre capacity.
For example, Million Dollar Quartet will change in price once 97 seats have sold, or have been
allocated in some other manner, which leaves 200 seats available for sale in the Margaret
Lesher Theatre. Pricing tiers are not considered when a performance’s theatre capacity is
calculated, although all pricing tiers are affected during a dynamic pricing change. When
Million Dollar Quartet changes in price, once 97 seats have been sold or allocated, it does not
matter that 50 of those seats have been sold or allocated in the Elite price tier and that 47 seats
have been sold or allocated in the Premium price tier – both the Elite and Premium price tiers
will increase by a prescribed value.
Dynamic pricing changes are currently completed manually. Each performance is initially
flagged and updated with the required capacity that will trigger the next or final dynamic
pricing change. Once a performance reaches its trigger capacity, an email is sent to a
programmed email address. When Million Dollar Quartet has 200 seats available for sale, a
performance capacity update email is sent to the Ticket Office full-time Agents. The following
business day, Million Dollar Quartet will be manually increased by the prescribed value in the
Elite and Premium price tiers, and the performance will be updated/re-flagged to notify the
Ticket Office full-time Agents when that performance has 100 seats available for sale.
Some producers subscribe to dynamic pricing changes based on a date or time. Dynamic
pricing changes based on a date are preprogrammed to change at 12:01 AM PST on a specified
date. Dynamic pricing changes based on a time are manually changed at that specific time.
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All dynamic pricing changes could include a mixture of all and/or some price tiers and
discounts, which could also affect online convenience fees.
2.2 Current Accounting Process and Reporting
Our cost agreement with Accesso ShoWare invoices per ticket cost, per package cost, and
gateway fees for credit card processing. We pay monthly based on our business volume
applied to finished orders. The City of Walnut Creek retains all revenue associated with
inclusive and exclusive fees.
2.2.1 Munis Coding
The City of Walnut Creek is on a July 1 to June 30 fiscal year cycle. This is also how we align our
ticketing year activity. The City of Walnut Creek uses Tyler Munis, an enterprise resource
planning (ERP) financial software solution. The City migrated to Tyler Munis in 2017. With this
migration, our producer accounting codes updated to include the following elements:
 Three Character Alpha Code
 5 or 6 numeric season event code
All Ticket Office producer deposits (ticket return monies) are reported at the event level. An
example Munis code is REP-11718, representing Center Rep’s first season event, Million Dollar
Quartet. The first number in the numerical sequence is the order in the season the event is
scheduled. The last four numbers in this numerical sequence indicates the ticket year the sales
occurred, such as 1718 for the current 2017-2018 season. Some producers host more than nine
events in a season, such as DRA-111718. This code is for the eleventh DRAA production in the
2017-2018 season.
Returning to REP-11718, this particular event included 31 performance dates of Million Dollar
Quartet. Our performance codes build on the event code, as illustrated below:
 REP-11718-01: Friday Preview, September 1, 2017
 REP-11717-02: Saturday Preview, September 2, 2017
 REP-11718-03: Sunday Preview, September 3, 2017
 REP-11718-04: Opening Night, September 5, 2017
 REP-11718-05: Wednesday, September 6, 2017
 And so on to REP-11718-31: October 6, 2017 (closing night)
Our subscription codes are also rooted in the Munis code format. The same producer code
(e.g. REP) starts the code and it is ending with the season year information (e.g. 1718). The
middle four character elements identify the package information (e.g. X6S1 for Center Rep’s A
Christmas Carol First Saturday seating chart). This complete package code is REP-X6S1-1718S.
The final “S” is our marker for subscriptions.
Page | 17 RFP# 2018-631-AR

Donation campaigns and membership sales are also coded with the same three-character
producer code.
2.2.2 Current Fees
Every ticket sold through the Lesher Center Ticket office includes a facility fee. City Council
determines and approves the facility fee amount, based on city staff recommendations. An
alteration to the city fee schedule is beyond the scope of the Ticket Office. The published ticket
price is a summation of the producer’s ticket return and the included facility fee applied to
every ticket sold. Our current facility fee amounts vary between $2, $3 and $5 per ticket. The
facility fee amount is determined by the producer’s desired ticket return, as per the city fee
schedule limits.
Our additional routine fees include exclusive delivery fees based on the nature of transactions.
Our exclusive fees are also driven by the City fee schedule; City Council can update these at
their discretion. Our current exclusive fees include:
 Mail fee
o $3 fee applied to single ticket phone orders if a patron chooses mail
 Phone fee
o $7 flat fee applied to all phone orders regardless of quantity of tickets
 Subscription fee
o $7 per order fee applied to all order forms and renewal invoices
 Online fees
o Variable per ticket convenience fee
o $5 per online order fee
Our historical fee volume of revenue includes:

Inclusive or Exclusive Fee Type Amount
Exclusive Mail Delivery Fee $3,369.00
Exclusive Online Convenience Fee $169,991.00
Exclusive Order Fee 7 $114,077.00
Inclusive Facility Fee $459,778.00
Total: $747,215.00
6 This season summary data is incomplete as the 2017-2018 season ends June 30, 2018. The
information reflected here includes fee revenue information as of April 30, 2018.
7 Our order fee total includes our $7 phone fee per phone order, $7 per subscription fee order,
and $5 online order fee. These fees are not currently itemized out as they deposit into one
Munis account.
Page | 18 RFP# 2018-631-AR
Exclusive Order Fee $141,193.00
Total: $1,010,092.00

Exclusive Order Fee $113,611.00
Total: $865,952.00
2.2.3 End of Day (EOD)
Our End of Day (EOD) reporting process summarizes our received daily deposit information (all
payment methods) and allocates the correct funds to the ticket return deposits at the event
level for performance sales and all relevant fee accounts. Munis revenue accounts don’t record
which performance date has sales within an event, only the total of revenue for the top-level
event Munis Code. Our EOD reporting is based on sales and value driven. It is not reflective of
the cost of unpaid inventory moved to orders. An example is below.
Cashier Report Event and Fee Reporting8

Cash $250.00 DRA-21718 $700.00
Check $600.00 REP-11718 $800.00
Gift Card $410.00 CCM-11718 $500.00
Balances with 
American Express $200.00 Facility Fee $300.00
MasterCard $350.00 Convenience Fee $320.00
Visa $900.00 Mail Fee $90.00
Total $2,710.00 Total $2,710.00
If a day’s business also includes any donations or membership activity, the EOD report will
allocate monies to the correct campaign. A summary of our required EOD information includes:
 A unique report number assigned for that day’s deposit
 Payment Type totals across all transaction activity
o This total should balance with the summation of the totals listed below
8Our current reporting packet also identifies the breakdown of the payment methods across
the event ticket return and fee line items.
Page | 19 RFP# 2018-631-AR
 Event Ticket Return totals (including payment type breakdown)
 Donation or Fund totals (including payment type breakdown)
 Membership totals (including payment type breakdown)
 Administration totals (including payment type breakdown) (reference Section 2.3 for
more administration details.)
 Included and Excluded fee totals (including payment type breakdown)
2.2.4 Payment Types and Payment Categories
Currently, we operate with two pricing code categories, the umbrellas which payment types are
categorized within accounting reports – Box Office and Credit Card.
Payment category Credit Card is more obvious, and includes payment types VISA, MasterCard,
and AMEX. While Box Office payment category catches all other payment types – Cash, Check,
Complementary, Customer Credit, Gift Card (ValuTec), and those possibly less familiar, listed
below:
 Benefit Bucks – donor recognition gift certificates, typically valued at $10 each
 Third Party Allocations/Consignments:
o Goldstar – to track sales through Goldstar, for settlement
o Groupon – to track sales through Groupon, for settlement
o LivingSocial – to track sales through LivingSocial, for settlement
o Producer – to track sales through the producer of a performance, for settlement
o TodayTix – to track sales through TodayTix, for settlement
o TravelZoo – to track sales through TravelZoo, for settlement
2.2.5 Settlement Reporting
The settlement package from the General Manager includes several standard report elements,
which illustrate event sales from several perspectives. Billable items are driven by the city fee
schedule. Billable items include but are not limited to percentage of sales online, percentage of
credit card sales processed through the Ticket Office, total of third party payment lines, third
party facility fee reimbursement, and comp overage. Each venue is given a comp allotment
based on venue capacity. The full comp allotment for the event is then calculated for the total
of all performances. Producers are not billed based on any comp overage for a single
performance if their event has multiple performance dates – the full allotment of comps across
the full range of performances is taken into account. Any comps issued beyond this comp
allotment are billed a facility fee calculation; refer to the sample billing worksheet for more
details.
All producer related reports reflect ticket return information only; no facility fee information is
included in producer reports as income. Settlement reports include the reconciliation for the
event ticket return account. This producer reconciliation report outlines the payment method
Page | 20 RFP# 2018-631-AR

totals for the ticket purchases. This settlement total should balance with the summation of the
EOD reporting daily entries to the Munis event account. A sales channel summary provides the
web and mobile activity for each performance. We make the assumption that only credit cards
are used online; any gift card payment activity is assumed to be done via the box office directly.
This simplifies our credit card volume split for the billable internet total versus the Box Office
credit card total. The inventory sales reports show the price code or buyer type breakdown and
corresponding revenue. For an event that includes multiple performances, a summary total of
payment lines is provided, which balances with the total value of the inventory sold across the
event.
Any Third Party Allocations or Consignments are itemized, including a calculation for the facility
fee included in these external ticket sales. Our facility rent structure is a flat fee or a
percentage of gross ticket return sales, whichever is greater. We account for and issue third
party tickets at their corresponding selling value. Any commission or cost rate negotiated
between the third party outlet and the producer is not in our rent consideration. We account
for the value of the ticket offered for sale to the patron before any third party order or
convenience fees. Producers then see a line item for the city facility fees collected in these
third party sales; we recoup this city fee schedule item at settlement.
Below is an example event and the necessary report information for settlement. This event
involves two performances in our Vukasin Theatre. All of these reports are provided with the
final city settlement invoice, produced by our General Manager and Administrative Office.
RFP Example Performance #1 in the Vukasin Performance Code: RFP-11718-01

Price Tier Price Code Sold Inventory Ticket Return Revenue
General Admission Adult (A_ADLT) 9 $180.00
Comp – Producer (C_PROD) 8 $0.00
Adult (W_ADLT) 21 $420.00
Goldstar (D_GSTR) 20 $300.00
Total 58 $900.00
RFP Example Performance #2 in the Vukasin Performance Code: RFP-11718-02

General Admission Adult (A_ADLT) 18 $360.00
Adult (W_ADLT) 40 $800.00
VIP (D_VIPM) 15 $225.00
Child (W_CHLD) 1 $20.00
VIP (W_VIPM) 13 $195.00
Total 96 $1,600.00
Page | 21 RFP# 2018-631-AR

RFP Example Event Total in the Vukasin Munis Event Code RFP-11718
General Admission Adult (A_ADLT) 27 $540
Goldstar (D_GSTR) 20 $300.00
VIP (D_VIPM) 15 $225.00
Adult (W_ADLT) 61 $1,220.00
Child (W_CHLD) 1 $20.00
VIP (W_VIPM) 13 $195.00
Total 154 $2,500.00
RFP Reconciliation Example Report Information Munis Event Code RFP-11718

Method Type Sales Refunds Total
Box Office Cash $175.00 ($0.00) $175.00
Box Office Goldstar $300.00 ($0.00) $300.00
Credit Card AMEX $30.00 ($0.00) $30.00
Credit Card MasterCard $665.00 ($0.00) $665.00
Credit Card VISA $1,330.00 ($0.00) $1,330.00
Grand Total $2,500.00 ($0.00) $2,500.00
RFP Sales Channel Summary Example Report Information

Sales Channel Performance Code Inventory Sales
Mobile RFP-11718-01 19 $345.00
Box Office/Call Center RFP-11718-01 37 $480.00
Website RFP-11718-01 2 $75.00
Performance 1 58 $900.00
Mobile RFP-11718-02 23 $430.00
Box Office/Call Center RFP-11718-02 42 $585.00
Website RFP-11718-02 31 $585.00
Performance 2 96 $1,600.00
TOTAL 154 $2,500.00
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See below for the Audience Services Billing Worksheet, summarizing the above information:
Our worksheet assumptions to calculate the Internet Total and Credit Card Total includes:
Page | 23 RFP# 2018-631-AR

2.2.6 Gift Cards and ValuTec Integration
Our present software provider integrates with ValuTec for our gift card offerings. Our gift cards
are accepted online, over the phone, and in person for Ticket Office purchases. Presently the
gift cards are purchased in fixed amounts online. We can offer custom amounts for phone and
walk up transactions. Gift cards are accepted for tickets, donations, and membership
purchases, but the desire is to also accept this method of payment at our lobby bars, in city
garages, and at the Bedford Gallery.
2.2.7 Fund Development and Donation Campaigns
The Ticket Office facilitates cash campaigns for every producer who offers subscriptions.
Producers who allow ticket exchanges also will see ticket return donations. Donations are
processed as received and appear on the EOD reporting for that day’s business. Donations are
reported and paid to producers on a quarterly basis. Each campaign account zeros out with
each quarterly payment from city accounts to the producers by check. Our online purchase
path also includes a round up donation option with every order. Patrons may add an amount of
their choosing for the indicated campaign. Our historical donation volume includes:
Season / Ticket Year Date Range Donation Total Number of

Campaigns
2017-2018 / TY2018 July 1 2017 – June 30, 20189 $77,644.61 29
2016-2017 / TY2017 July 1, 2016 – June 30, 2017 $119,294.06 26
2015-2016 / TY2016 July 1, 2015 – June 30, 2016 $117,138.03 26
2.3 Lesher Center Administration and other Transactions
Accesso ShoWare also houses the Lesher Center’s Administration Office’s cash handling and
accounting needs. This includes but is not limited to rental deposits, vending machine revenue,
and commission payments for merchandise concessions. The Administrative Office also
handles Center REP department transactions. These Rep transactions include third party
consignment sales (e.g. Goldstar for Rep performances), prop rental, costume rental, Scene
Shop build commissions, and Young Rep summer tuition payments.
The Bedford Gallery is interested in the possibility of using our next ticketing solution for their
admissions, tour sales, merchandise, workshop registration, and art commission sales.
Additional information about Bedford Gallery needs can be found in Section 3.10. The Bedford
Gallery admissions also include free access to gallery exhibits to valid theatre ticket holders on
the day of the ticketed performance. Gallery admissions are not timed admissions; they are
simply admission for the day of purchase.
9 Campaign information pulled April 30, 2018. This doesn’t reflect the complete ticket year.
Page | 24 RFP# 2018-631-AR
A summary of the admissions activity includes:
Season/Fiscal Year Total Admissions Paid Admissions

2017-201810 18,634 1,276
2016-2017 27,183 2,612
2015-2016 34,404 5,533
2.4 Ticket Office Equipment and other Ticket Agent Related Items
The City of Walnut Creek uses virtual workstations for most staff members. This includes all
Ticket Office workstations. Each station has a WYSE network box to reach a Ticket Office
Agent’s Windows virtual desktop. Virtual desktops were upgraded to Office 2016 in January of
2018. The Ticket Office uses networked Boca printers. Not every workstation includes a
dedicated Boca printer. Ticket Agents have access to all network printers regardless of which
station they are located.
We use Cisco Agent software to manage our phone queue. Full-time Ticket Agents also have
Cisco Supervisor software to monitor the phone queue and manage all Ticket Agent call activity.
Our historical phone queue volume includes:
Season / Ticket Year Date Range General Sales Group Sales

2016-2017 / TY2017 July 1, 2016 – June 30, 2017 30,083 1,174
2015-2016 / TY2016 July 1, 2015 – June 30, 2016 31,377 901
2014-2015 / TY2015 July 1, 2014 – June 30, 2015 33,370 710
The Lesher Center employs a part-time Group Sales Agent with pay based on commission. The
Ticket Office currently maintains commission based sales manually with an Excel spreadsheet.
Commissions range by sales type – individual performance (10% charge to producer, 8% to
Group Sales Agent) versus season subscription (3% charge to producer, 2.5% to Group Sales
Agent). However, all commission based sales exclude all fees (including inclusive facility fees),
so the percentage charged to producers and paid to the Group Sales Agent fully excludes all
fees when the percentage amount due/paid is calculated. If the Group Sales Agent sells ten $50
tickets ($45 ticket return, plus $5 facility fee) to Million Dollar Quartet, an individual
performance, totaling $500 paid, then Center REPertory, the producer, will be charged $45
($500 ticket return, minus $50 facility fee, times 10%), and the Group Sales Agent will receive
$36 ($500 ticket return, minus $50 facility fee, times 8%).
10Current Bedford Gallery 2017-2018 season ends June 30, 2018. These numbers are as of April
30, 2018.
Page | 25 RFP# 2018-631-AR
We’ve integrated several Google documents for Ticket Agent reference. Links for these
documents are incorporated in the welcome or home landing screen of our current platform.
These documents include:
 Info sheet (producer info, on sale information, special offer and discounts, and so on.)
 ADA notes (performance specific notes of known accessibility concerns)
 Problems Folder (digital notes of a physical file with orders awaiting further information
from patrons before processing)
 Producer comp lists (for redemption in person or reservations over the phone)
Section 3. New System Requirements
Our producers (rental clients and resident companies) have varied demands and needs from
the Ticket Office. Below is a summary of the most common needs, desired features, and
requests of the Ticket Office. Please describe the full capabilities of your ticketing solution by
addressing these needs. The ticketing solution will also contain Lesher Center Administrative
Office transactions and Bedford Gallery needs (See Section 3.10 Lesher Center Administration
and Bedford Gallery).
Items marked with “Demo Task” will be incorporated into the provided series of transactions to
perform in advance by those vendors selected to present onsite demonstrations. These
transactions will be routed through prescribed performances and subscription package
configurations. We will also provide a listing of desired reports and information resulting from
these transactions. These proof-of-capabilities (“POC”) demonstrations are not intended to be
a generic demonstration of the application, but rather a demonstration of specific product
functionality deemed most critical to the City using scenarios provided by the City.
3.1 Subscription and Single Ticket Sales
Mandatory Desired / Demo

Optional Task
1 Describe how your software handles X X
subscription packages – both fixed and
flexible packages in MULTIPLE VENUES. E.g.
Center Rep and CCMT partner to offer fixed
packages that include productions in our
Hofmann and Lesher Theatres. Illustrate the
programming path for packages and
populating rollover reservations from one
season to the next.
2 Several companies use individual, reservation X X
specific renewal forms. Describe how
renewal forms can be generated and
Page | 26 RFP# 2018-631-AR

exported for subscription campaign efforts
and mailings. Include what file formats these
forms and reports are available in. Is this a
process we can complete in house or is a
project request for Support or our account
manager? How many different renewal
templates can your system accommodate at
any given time?
3 For season rollover work, describe the X X
successful rollover reporting and the
exceptions reporting (for unsuccessful
seating assignments). Is rollover a process
we can complete in house or is a project
request for Support or our account manager?
4 Explain how your software supports X X
subscription campaigns, both new
subscriptions and renewals, online in either
single venue packages or multiple venue
packages. Include how renewals with
changes can be processed to deposit monies
immediately and assign seat locations at a
later time.
5 How are donations or up sell options (e.g. X X
pre-paid parking) incorporated into the
online subscription transaction path? Does
this differ for renewals with no changes to
the programmed reservation, renewals with
changes (requiring the monies to be
processed immediately and the seating
assignments made at a later date), and new
subscription orders?
6 Demonstrate the range and robust X X
capabilities of promotion code triggered
discounts online. Illustrate any time
constraints or programming considerations.
Can these discounts be quantity specific or
restricted (e.g. a minimum of 4 tickets in the
shopping cart but no more than 8 to qualify
for the discount)? How does a mixed basket
affect promo code offerings (e.g. Symphony
offers a ticket discount but the patron is also
buying improv tickets in the same
transaction)? Can these promo codes expire
Page | 27 RFP# 2018-631-AR

by either date or quantity of redeemed
inventory?
7 Describe the process involved with reissuing X X
lost or forgotten tickets. Does this vary
based on original delivery method of the
order (e.g. printed and mailed tickets versus
mobile or print at home tickets)?
8 As noted in Section 2, a bulk of our business X X
is exchanging tickets.
 Demonstrate the process for
exchanging subscription tickets for
different dates of the same
production. How do you account for
uneven exchanges in ticket value (e.g.
a cheaper Wednesday night
exchanging for a more expensive
Sunday afternoon performance, and
vice versa)?
 Demonstrate the process for
exchanging non-subscription tickets
where additional exclusive fees apply.
Additional exclusive fees should not
be “paid” with any ticket value due to
exchanging into a less expensive
performance.
9 Explain how your system accommodates X X
ticket transfers from one account to another.
E.g. a parent passes a way and the remaining
parent wants the daughter to take ownership
of the remaining subscription series. Or a
group subscription order needs to roll into
two different accounts for renewal.
10 Describe how best to sell and maintain Gift X X
Cards or Gift Certificates within your
software.
 What is the online purchase path for
gift cards?
 Do you offer an open value field for
guests to specifically order a desired
value?
 Is there an option for the purchaser to
designate a “To” mailing address and
a custom message?
Page | 28 RFP# 2018-631-AR

11 Describe how your affiliated Gift Card X X
software can accommodate non-Ticket Office
sites; such as Bar, Parking Garage,
Merchandise.
12 For phone room, walk up or outlet purchases, X X
illustrate how your system generates an
automatic purchase email confirmation, if
desired by the patron. Include a description
of the system configuration required to send
this email notification through the City’s
Exchange email servers.
13 Describe your batch printing process. X X
 Include details on how batch printing
considers an already printed order
with additional tickets sold after being
printed.
 Include details on how batch printing
considers orders not fully paid.
 Can other tasks be completed within
your software by the same user
performing the batch printing
function?
14 Explain what delivery methods you are able X X
to accommodate, including and not limited
to, will call, mail, Print at Home, and
paperless/mobile tickets. Is it possible to
change method of delivery on completed
orders? If so – how do you account for fees
associated with delivery method on
completed orders?
15 Demonstrate how season subscribers can X X
purchase additional tickets at their qualifying
subscription ticket price. How is this
accomplished online and what information is
made available for Ticket Agents during
phone purchases in order to confirm season
subscriber status or membership status?
16 Explain how your system can accommodate X X
dynamic pricing requests from producers.
Include how these dynamic price changes are
reflected in ticket return sales reports
17 Describe how patron accounts or season X X
orders can be flagged or marked as renewed
Page | 29 RFP# 2018-631-AR

(straight renewals or with a requested
change). How is this information reportable
for telemarketing efforts or additional
mailings?
3.2 Patron Account Management

Optional Task
1 Illustrate how robust your Patron Account X X
management is within your system.
2 Explain methods available for patron account X X
maintenance, including but not limited to
linking households or business or family
accounts, merging duplicate accounts,
recognizing nicknames (Mike/Michael or
Peggy/Margaret), and auto formatting name
or phone number or address information.
3 Explain how accounts created online are X X
cross-referenced with already created
accounts. Furthermore, describe how
duplicate accounts are recognized or
prevented.
4 Describe how specific patron memos or notes X X
(e.g. accessible seating needs, donor status,
or other customer service concerns) are
available to the Ticket Agent when executing
a sale or transaction. Note which fields are
visible on the patron side of the account
versus the Ticket Agent backend side of the
account.
5 Explain what portions of the patron account X X
are visible online by the patron. Include
details such as sales history, active
reservations, membership or subscriptions
status, and donation activity.
6 Describe how account history is available to a X X
Ticket Agent. This includes, but is not limited
to, ticket purchase history, donation history,
ticket print history, method of delivery
history, and Access Control information.
7 Demonstrate how patron mailing or emailing X X
list preferences are indicated within the
Page | 30 RFP# 2018-631-AR

patron account. California Law states that
new accounts be opted out.
 Indicate how easy, automatic, and
transparent it is for a patron to opt-in
or unsubscribe to mailing lists; both
online and through a Ticket Agent.
 Demonstrate level of opt-in or
unsubscribe channel; mail versus
email versus phone – either all or
some.
8 Describe your policies pertaining to the X X
customer information obtained using your
ticketing solutions. Identify who owns the
information, how the information is secured
and/or shared with other parties, and list any
users of this customer information outside of
the City’s ticketing needs.
3.3 Marketing and Reporting

Optional Task
1 Describe your standard suite of reports, and X X
available export formats. Needs include but
are not limited to:
 Sales/Settlement/End of Day
o Event/Performance Sales
Report, End of Day Deposit
Report, and Sales Channel
Report
 Explain how reports
consider Inclusive fees,
and how reports are
generated to include
and/or exclude
Inclusive fees
 Explain how
transaction range
criteria could affect
financial reporting,
when generated on a
day by day basis versus
Page | 31 RFP# 2018-631-AR

a range of consecutive
dates.
 Inventory
o Event/Performance Seat
Manifest with patron and
ticket information,
Subscription Rollover
Manifest, Event/Performance
Hold Manifest with patron and
ticket information
 Invoicing
o Bulk Purchase Invoicing,
Subscription Renewal
Invoicing, and Consignment
Invoicing
consider paid, unpaid,
and partially paid
invoices, and how
batch or individual
invoices are generated.
 Marketing
o Patron account details by
Event, Performance,
Subscription, Genre, Price
Code, Venue, Seat Map,
Section, Row, Seat, and/or
Patron Classification, Zip Code,
Area Code, with or without
Email, and/or Activity Date.
are generated to
include and/or exclude
some or all of the
above criteria (this and
this but not that.)
2 Describe any advance reporting capabilities X X
your software has. This includes but is not
limited to the flexibility of reporting, ability to
modify reports, and ability to customize
reports. Identity which advanced
functionality we can complete in house or is a
Page | 32 RFP# 2018-631-AR

project request for Support or our account
manager. What requests are billable items?
3 Several of our producers have reporting user X X
access for their specific ticket sales and ticket
buyer lists. Refer to Section 2.1.6
Producer/Reporting User for current usage.
 Do you offer reporting access on a
privileged-based user configuration?
 Demonstrate level of detail and
customizable permissions by user.
4 Outline what reports may be scheduled for X X
automated generation and email distribution.
E.g. weekly sales reports scheduled eight
weeks in advance of an event date. Include
any email address limitations or quantity
limits to these automated distributions.
5 Discuss the marketing data mining X X
opportunities. Reference 3.1.1 for additional
details.
6 What performance/show reports capture X X
patron accessibility memos for wheelchair or
other accessibility needs for house
management and usher staff?
7 Describe analytic reporting opportunities for X X
online sales or ability to integrate with a third
party vendor.
8 Discuss your subscription reporting X X
capabilities. Include subscription campaign
sales reporting, renewal reporting, and
telemarketing reports for unrenewed
subscribers, and sales trend reporting (e.g.
what packages are losing popularity with a
campaign from year to year.) Explain how
reports may be cross referenced with flagged
or marked patron accounts or orders.
9 Producers often think in terms of percentage X X
of performance house sold. Demonstrate
whether your sales reporting calculates and
illustrates the percentage of each
performance sold. How does this calculation
take into account inventory put on hold or
assigned to allocations? Does your reporting
include percentage of house sold by
Page | 33 RFP# 2018-631-AR

individual performance as well as total event
(or reporting) range?
3.4 Accounting and Settlement

Optional Task
1 As discussed in the Current Environment X X
Overview, our financial reporting
requirement is as follows:
 End of Day Reporting balancing
cashier or user drawer totals against
any relevant Munis accounts. This
includes, but is not limited to, ticket
return event accounts, city fee
accounts, donation accounts, and
membership accounts.
o In the case of group sales
deposits, the daily deposits
should reflect the value of
monies received versus the full
inventory value of the opened
order.
 Settlement reporting elements, as
outlined in Section 2.2.5. Include
event payment line totals, inventory
information (price codes and
associated ticket return revenue) by
each performance and summary total
for the event (or report range), and
sales channel information for city fee
schedule billable items.
2 How will your system accommodate the X X
City’s general ledger account code format?
Refer to Section 2.2 for additional Munis
code information.
3 Does your system have the ability to X
interface or integrate with the City’s financial
software? If so, describe the capabilities.
We are currently using Tyler Munis ERP.
4 Does your system have the ability to provide X X
the full suite of financial and accounting
reports in Excel or other data export
Page | 34 RFP# 2018-631-AR

formats? If so – please explain the
functionality.
5 How does your system’s daily receipt or X X
deposit reconciliation reflect a breakdown
and subtotals of the various payment types
used by the City? Refer to the required
information outlined in Section 2.2.3 End of
Day.
6 Describe and demonstrate how your X X
accounting, settlement, and EOD reports
reflect adjusted transactions, such as but not
limited to refunds and exchanges within a
mixed order that includes various types of
fees, donations, memberships, and tickets.
 Address refund and exchange
financial priorities. Such as, first in,
last out understanding, or by item
type.
7 How flexible are your available payment X X
types? Can the City easily add or change
payment types and/or categories? Refer to
Section 2.2.4 Payment Types and Payment
Categories. Ideally, payment types and/or
categories can easily change or be added as
demand needs.
8 Present an example of your End of Day (EOD) X X
or deposit reconciliation report. Refer to
other required EOD information in Section
2.2.3.
 Is this report populated by inventory
or monies received?
 Is this report generated by each user
for their drawer’s business?
 Does your system assign a unique
number to each EOD receipt?
9 How are refunds reflected on financial X X
reports, including EOD reports and
performance inventory/sales reports?
Demonstrate how refunded items are
reflected item for item on financial reports.
10 If applicable to a transaction, how are sales X X
tax amounts or commission rates reflected
on your accounting reports? Can your
Page | 35 RFP# 2018-631-AR

commission reports calculate commission on
ticket return revenue without inclusive fees?
11 Describe your requirements for credit card X X
merchant set up and processing. Include
available equipment such as chip readers,
Apple Pay, or other considerations for
accepting credit cards.
12 Describe the reporting provided for credit X X
card transactions and reconciliation,
including card authorizations, exchanges,
refunds, accounts receivable, and account
credits.
13 Describe your reporting for event settlement. X X
Refer to Section 2 for required information
and examples.
14 Describe your user and audit reporting X X
capabilities. This includes but is not limited to
transaction audit logs, refunds, cancellations,
exchanges, or adjustment reporting.
15 Does your system clearly track who made any X X
adjustment, and require, track, and report
the amount date, reason, etc.? Please
demonstrate the various audit trail reports
available.
16 As indicated in Section 2, a facility fee is X X
included in every ticket price. In event
advertising, this fee is included within the
published ticket price. This fee is excluded
from all producer reports. Demonstrate how
your system can accommodate this on the
front end (for Ticket Agents and online
patron purchases) versus the backend
reporting and accounting need.
3.5 Fund Development and Donor Reporting

Optional Task
1 Discuss your system’s fund development X X
capabilities. Refer to Section 2.2.7 for our
annual volume of donations and campaigns.
Include what transactions may also be
completed through an online purchase path.
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2 Demonstrate your donation X X
acknowledgement process. Included
templates for exported letters or emails, and
receipts/acknowledgments.
3 Address your fund development reporting X X
suite, including but not limited to:
 Gift listing with patron account
information or anonymous gifts
 Historical giving by specific campaign
 Cumulative patron giving across all
campaigns and/or a selection of
campaigns
 Donor listing information by level
 Yearly giving history by account or
patron
 Ticketing activity and attendance by
member or donor level
 Matching donor reports
 Campaign and gift analysis reports
(such as comparing previous year’s
campaign to the current campaign)
4 Demonstrate how member or donor level X X
status can trigger specific offers, packages or
discounts. Illustrate how this information is
available for Ticket Agent reference at the
start of a transaction or once qualifying items
are in an order. How is this information
presented for online purchases once a
qualifying donor patron account has the
specific items in their shopping cart?
5 Does your system accommodate a “round X X
up” or incremental campaign in the online
and backend purchase path? If so, is this one
designated campaign or can this donation
round up ask be driven by the items in an
order?
6 Does your system recognize a portion of a X X
ticket purchase as being a donation? For
example, we host several high dollar benefit
concerts, where a portion of the $250 ticket
is a donation to the organization. How can
these be acknowledged?
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3.6 Online and Mobile Experience

Optional Task
1 Describe how online sales will mirror our X X
branded website. How does this optimize for
phone or tablet navigation?
2 Explain your policies and procedures for X X
integrating marketing content, audience
engagement elements (e.g. streaming videos
or photo elements), donor recognitions,
and/or season sponsor ad placements into
the online purchase path. Does this vary
based on the items in the shopping cart?
3 Discuss the procedures for producers to place X X
pixels through the online purchase path for
online analytics. Include considerations for a
mixed shopping cart, which include multiple
producers desiring accurate online analytics.
4 Explain what elements are needed for “select X X
your own” seat functionality for all venues in
both single ticket and subscription sales
online.
 Include how the ADA accessible
seating purchase path is incorporated
in an online transaction.
 Can we restrict or control single seats
left in a row?
 Demonstrate these functions in all
available platforms – desktop, tablet,
phone, and kiosk.
5 Describe how your shopping cart criteria can X X
trigger programmed discounts. Such as:
 Groups of 10 or more for a single
performance trigger a group discount
price.
 Selection of three events trigger a flex
package or offer an up sell for a
fourth event to qualify for a discount.
 Current subscribers are reminded of
their qualifying subscription rate.
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 Discounts or offers based on previous
purchases or orders.
How does your shopping cart isolate
producer specific offers versus the whole
basket as a quantity qualifier?
6 Illustrate other up sell opportunities your X X
online purchase path can accommodate.
Does this incorporate any building amenities
like:
 Prepaid event parking on a specific
date?
 Pre order drinks with a third party
lobby bar concessionaire?
7 Demonstrate current or planned integration X
with social media platforms during or after
an online purchase. Please speak to
Facebook, Twitter, and Instagram. The LCA
has accounts on these platforms.
8 Explain how online patron account X X
management is linked with the back ticket
office patron account management.
 What are unique qualifiers needed to
create a new account?
 Are patrons or Ticket Agents notified
when a patron account already exists,
even if some information is different?
 Are patron accounts inclusive of all
purchases – donations, tickets, gift
cards, memberships, etc.?
3.7 System Redundancies and Support

Optional Task
1 Discuss what system redundancies are in X X
place for your hardware and/or software.
Include what systems are available for both
Ticket Agent and online purchase, if they are
not on the same redundancies.
2 Have there been any situations in the last X
three years, when your system was
unavailable to any portion of the ticket
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purchasing population? For each incident,
please address the following items:
1. Cause of the outage; the length of
the outage; and what was required to
bring the system back online.
2. What steps were taken to ensure the
circumstances which caused the
outage would not again render the
system unavailable to ticket
purchasers.
3 How is backup data stored and made X X
available in the event of an outage or
interruption?
4 Describe your Support plans or tiers; include X X
the cost associated with each level of
Support.
5 If your system is hosted (e.g. SaaS or cloud), X
do you provide hosting in a secure, state-of-
the-art data center? If applicable, please
describe.
6 If hosted, do you own and operate the data X
center? If not hosted, please identify the 3rd
party that is providing the hosting.
7 If hosted, is the facility SAS-70 compliant? X
8 Describe the high availability hardware (i.e. X
virtualization) and other techniques used for
reliability and redundancy.
9 If hosted, is the data center located, and all X
data stored, within the continental United
States? If not, where else may data be stored
or hosted?
10 If hosted, is the data center located outside X
of the 50-year flood plain?
11 If hosted, is the data center located at least X
50 miles from all known earthquake fault
lines?
12 Does the hosted system provide system X
access on a 24x7x365 basis with a 99.99%
uptime? If not, please provide a clear
description of the guaranteed availability.
13 If your system is not hosted, describe the X
server hardware or virtual configuration,
operating system, database, network, and
Page | 40 RFP# 2018-631-AR

any other infrastructure the City will need to
provide.
14 Maintenance/downtime must be scheduled X
outside of normal business hours (see
Section 2), with at least 2 weeks advance
notice to the City. Please provide clear
description of your process for scheduling
downtime and notifying the City.
15 Do you provide technical support for system X X
outages and response to priority service calls
24x7 with a 2-hour guaranteed response
time? If not, please describe your technical
response and priority call service level
commitments.
16 Describe how you ensure full system backups X
and provide recovery services to minimize
impact to the City and our patrons.
17 Is your system certified PCI-DDS compliant? If X
so, describe how you maintain compliance
with PCI-DDS standards.
18 Specifically discuss what measures and X
technologies are employed to protect the
security of online ticket purchasers who use
credit or debit cards to pay for their
transaction.
19 Describe the user authentication and X X
password restrictions used in your system.
Include Ticket Agent and patron criteria.
20 Does your system support role-based user X X
privileged groups? If so, describe the
capability. Refer to Section 2.1.6.
21 How are transactions and user activity logged X X
and how long are such logs maintained?
22 How quickly and by what method(s) do you X
provide notification of any known or
suspected breach? What investigation occurs
after a known or suspected breach in order
to assess the breach and implement changes
to remove the risk?
23 What procedures have you implemented to X
address potential security breach notification
requirements pursuant to California Civil
Code or other regulations?
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24 Specifically describe any affirmative X
measures employed to identify any
fraudulent or stolen credit cards or debit
cards that individuals may attempt to use to
obtain tickets.
25 Identify the continuous measures taken by X
your company to deal with computer “bot”
programs aimed at securing large volumes of
inventory.
3.8 Access Control

Optional Task
1 Itemize the equipment and cost required for X
your Access Control/ticket scanning
component. Include equipment specifics for
scanning all forms of tickets (e.g. ticket stock,
print at home, and mobile tickets.)
2 Demonstrate how Access Control integrates X X
with patron account management and
ticketing history. How are successfully
scanned/valid tickets indicated and is this
information reportable?
3 Describe the routine (daily, weekly, monthly, X X
etc.) for any server or software work needed
to maintain your Access Control solution.
Include any training information available.
4 Illustrate the use of your scanning devices. X X
How stable are the devices with regards to:
 Strength of network connection in
various locations?
 Ease of use for paid staff or
volunteers?
 How quickly the device advances from
one successful or not successful scan
to be ready for the next
ticket/barcode?
 What delay may be involved with a
last minute purchase?
5 Discuss the Support resources available for X X
device maintenance to ensure reliability.
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6 Explain how robust the gate and Access X X
Control reporting capability is. Include
reports for tickets not scanned and reports
available to Ticket Agents during active ticket
scanning.
7 Do you offer a visual of seats scanned on a X
seat map for a Ticket Agent to quickly
reference?
3.9 Ticket Office Operations
3.9.1 Ticket Office Equipment

Optional Task
1 Itemize the equipment that would be needed X X
in the main Ticket Office and outlet locations.
Include the recommended specifications for
Ticket Agent workstations, printers and any
other equipment. Refer to Section 2 for
current Ticket Office Environment.
2 Illustrate how your solution can X
accommodate networked Boca printers.
3 What other equipment do you offer not X
currently used in our Ticket Office
Operations? E.g. Kiosks for will call and ticket
sales.
3.9.2 Facility Design and Ticket Design

Optional Task
1 Demonstrate the process for creating and X X
editing Venues and Seat Maps. Include
considerations needed when editing Venues
with existing Seat Maps, and considerations
needed when editing Seat Maps for
performances with existing orders. Edits
should include but are limited to:
 Venue name change
 Seat Map Price Tier change by
section, row or seat
Page | 43 RFP# 2018-631-AR

 Added or removed seats (e.g.
unplanned pit seats)
2 Explain how your system uses hold codes and X X
other allocation tools to manage inventory.
Include the following:
 How do these items translate to
online sales?
 How do these items appear to a
Ticket Agent?
 How are these items reflected on
sales reports and other inventory
reports to accurately illustrate venue
capacity?
3 Demonstrate how your facility design and X X
venue seat maps appear to a Ticket Agent, as
well as to the patron in a select your seat
online purchase.
4 How are architectural elements (such as X X
stairs or ramps inside the house) represented
online or to a Ticket Agent?
5 How are aisle seats, wheelchair accessible X X
seats, obstructed view, or other seat
considerations communicated online or to
Ticket Agent?
6 Illustrate how your system can accommodate X X
our required ticket information. See Section
2.1.5 Access Control and Ticket Information.
Include which items may be customizable
across events or performances versus a
system wide ticket layout setting.
3.9.3 Ticket Agent Needs

Optional Task
1 Ticket Agents regularly reference information X X
documents, comp lists, and other procedure
documents what are currently linked within
our ticket solution. Refer to Section 2.4 for
additional details. If possible, demonstrate
how these documents and information can
be incorporated in your ticketing solution.
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2 How does your ticketing solution track and X X
report accessibility information or other
customer service considerations based on
ticket orders and patron account
information?
3 Illustrate where performance or event X X
information is housed within your ticketing
solution for Ticket Agent reference. Provide
information including but not limited to:
 Performance Run times
 Program or soloist notes
 Pre or post show details available to
all or select ticket holders
4 Do you offer a phone queue module or X
integrate with a third party provider for
phone queue management? If so, discuss the
system requirements and other
considerations. Does it populate patron
account information based on the incoming
phone number?
3.10 Lesher Center Administration and Bedford Gallery

Optional Task
1 Explain your point of sale or cash handling X X
option for non-ticketing needs. This includes,
but is not limited to:
 Space rental, prop rental, and set
rental payments
 Merchandise sales and Commission
 Class and workshop registration
 Tours
 Vending Machine Deposits
 Gallery Art Sales
2 For Gallery Art Sales, explain how your X X
ticketing solution accommodates sale taxes
(one or multiple, depending on the
transaction). Also include how one payment
can be divided into sale tax, artist
commission, and city commission payments.
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3 Explain how your ticketing solution may be X X
suited for handing daily Gallery admissions.
Refer to Section 2.3 for details.
suited for third party lobby concession
presales. The City contracts with a third
party concessionaire for our lobby bar
service. We desire to accept our Lesher
Center gift cards at the bar locations.
suited for third party parking sales. The City
contracts with a third party company for city
garage management. We desire to accept
our Lesher Center gift cards for parking
payment, as well as prepaid parking
reservations through the purchase path.
Section 4. Proposal Submission Requirements
4.1 General Instructions
Proposals should be prepared simply, economically, and provide a straightforward, concise

description of the vendor’s company, qualifications, proposed solutions, and capabilities to
satisfy the requirements of this RFP. Emphasis should be on completeness and clarity of
content.
Proposals should be organized consistent with the outline provided in this section of the RFP.
Vendors must follow all formats and address all portions of the RFP set forth herein providing
all information requested. Vendors must retype or duplicate any portion of this RFP for use in
responding to the RFP.
4.2 Proposal Format
Proposals must be structured, presented, and labeled in the following manners:

 Transmittal Letter
 Table of Contents
 Section 1.0 Executive Summary
 Section 2.0 Company Information
 Section 3.0 Company Background
 Section 4.0 Company Qualifications
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 Section 5.0 References
 Section 6.0 Proposed Solution
 Section 7.0 Implementation Approach
 Section 8.0 Other Requirements
 Section 9.0 Pricing
 Section 10.0 Additional Information
Failure to follow the specified format, to label the responses correctly, or to address all of the
subsections may, at the City’s sole discretion, result in the rejection of the Proposal.
Proposals should not contain extraneous information. All information presented in a Proposal
must be relevant in response to a requirement of this RFP, must be clearly labeled, and, if not
incorporated into the body of the Proposal itself, must reference to the appropriate place
within the body of the Proposal. Any information not meeting these criteria will be deemed
extraneous and will not factor into the evaluation.
4.2.1 Transmittal Letter
The proposal must provide a written transmittal of the proposal in the form of a standard
business letter. The Transmittal Letter will reference and respond to each of the following
bulleted items:
 Signature of a company officer empowered to bind the vendor to the provisions of this
RFP and any contract awarded pursuant to it.
 A high-level statement of the vendor’s credentials to deliver the services sought under
the RFP.
 A statement indicating the proposal remains valid for at least 90 days.
 A statement that the vendor or any individual who will perform work for the vendor is
free of any conflict of interest (e.g., employment by the City or any other existing
business relationship or arrangement with a City official or employee regarding this
RFP).
 Identify any exceptions that the vendor wishes to take from the City’s standard service
terms and conditions as found in Appendix A.
The Proposal Transmittal Letter is limited to 2 pages.
4.2.2 Table of Contents
All pages are to be numbered and the table of contents should identify each major section.
4.2.3 Section 1.0 Executive Summary
Page | 47 RFP# 2018-631-AR

This section of the proposal should provide a concise synopsis of vendor’s proposals and
credentials to deliver the services sought under the RFP. In addition, it should explain how the
proposed solution will differentiate itself from other vendor solutions and the reasons the City
should select the proposed solution. This may include a list of the unique features that give the
vendor a competitive edge in ticket and gallery system functionality, implementation, and
hosting.
The Executive Summary is limited to 3 pages.
4.2.4 Section 2.0 Company Information
This section of the proposal must include the following company information:
 Provide the legal entity name, Federal Employer Identification Number (EIN), and form
of business (i.e. Corporation, LLC, etc.).
 Identify if the vendor is a subsidiary of a larger company. If so, whom?
 Provide the proposal contact name, address, phone number, and email address.
 Identify the location of company headquarters and office that will support the
implementation.
 Identify the location of ongoing maintenance and support staff.
 Identify all subcontractors and associated scope of work.
 Identify any pending litigation against the vendor.
 Identify if vendor has filed any bankruptcy or insolvency processing in the last 10 years.
 Identify any mergers, acquisitions, or sale of the vendor company within the last five
years. If so, provide an explanation with relevant details.
Vendors are required to provide all requested information. Failure to provide a full response
may provide a basis of disqualification.
The Company Information section should not exceed 3 pages.
4.2.5 Section 3.0 Company Background
This section should identify the following:

 3.1 – A description of the Vendor’s background, nature of business, and organizational
history.
 3.2 – A statement of how long the Vendor has been designing and maintaining websites,
as required by this RFP.
 3.3 – Disclose the vendor’s annual company revenues and profit for the last 3 company
years. It is acceptable to include this information as an appendix in the proposal.
The Company Background section should not exceed 3 pages.
Page | 48 RFP# 2018-631-AR

4.2.6 Section 4.0 Company Qualifications
In this section of the proposal, the Vendor should identify company and staff qualifications and
experience in implementing solutions. More specifically, this section should identify the
following:
 4.1 – Describe your experience with government owned performing arts centers with a
diverse user base.
 4.2 – Describe your experience in implementing ticketing solutions for a rental venue
that hosts a variety of ticketing needs and diversity in user sophistication.
 4.3 – Identify your existing client base including the number of clients you provided the
services being proposed here.
The Company Qualifications section should not exceed 3 pages.
4.2.7 Section 5.0 References
The vendor must provide at least four references. At least two of the references should be fore
venues that migrated to the solution within the last three years. At least two references should
be for clients that are government owned theaters or performing arts venues. The City prefers
references from venues with similar demographics and ticketing needs. For each reference,
Vendor should provide the following information:
 Entity name
 Customer contact information (name, title, phone number, and email)
 Scope of work performed identifying the services provided and solutions implemented
 Project start date and end date
 Website URL(s)
The Reference section should not exceed 6 pages.
4.2.8 Section 6.0 Proposed Solution
In this section, the Vendor should identify the proposed solutions up to and including the
following:
 6.1 – Provide a comprehensive overview of the solution proposed.
 6.2 – Provide a written response that addresses each requirement in Section 3
individually. The first sentence of each requirement response should clearly indicate
whether the vendor’s proposed solution meets, does not meet, or would require
customization/3rd party solution. Vendors are encouraged to provide an adequate
description of how the solutions meets the requirements to allow the evaluators to fully
understand the features, functions, and capabilities.
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 6.3 – Based on the vendor’s experience and expertise, identify any additional proposed
features, functions, or capabilities that the City should consider to meet the City’s stated
goals.
The Proposed Solution section should not exceed 70 pages.
4.2.9 Section 7.0 Implementation Approach
In this section the vendor should address the following:

 7.1 – Provide a project organization chart highlighting the key staff who will be assigned
to accomplish the work required by this RFP and illustrating the lines of authority and
designate the individual responsible for completion of each service component and
deliverable. Provide brief biographies for the project manager and assigned key project
personnel.
 7.2 – Describe your implementation methodology and approach. This includes the tools
and techniques that will be used and methodologies that the firm will employ.
 7.3 – Describe the roles and responsibilities of both the City and Vendor staff during
each emphasis of implementation. In addition, provide an estimated level of effort for
the City staff during implementation.
 7.4 – Provide a project schedule that includes all tasks, deliverables, milestones, and
resources required. The City seeks a detailed understanding of the work plan that will
be followed to ensure success.
 7.5 – Describe your user acceptance testing methodology and criteria for success. Also,
outline the responsibilities of City staff during user acceptance testing.
The Implementation Approach section should not exceed 10 pages.
4.2.10 Section 8.0 Ongoing Support and Hosting Services
In this section, the Vendor should address the following:

 8.1 – Describe ongoing support processes, procedures and methods. At a minimum, the
description should identify hours of support, methods to access support, after-hours
support, response time commitments, and escalation procedures.
 8.2 – Describe proposed service level metrics and/or commitments.
 8.3 – Describe software release/update frequency and procedures to perform updates.
 8.4 – Describe the associated ongoing service level commitments that ensure a high
performing software solution and stable online sales.
 8.5 – Describe security and back up and disaster recovery processes and procedures.
 8.6 – Discuss the vendor’s philosophy and approach for ongoing research and
development to advance the proposed solution and ensure it remains current to
evolving technologies and standards.
Page | 50 RFP# 2018-631-AR

 8.7 – Describe the vendor’s configuration and change management process. For the
purposes of the vendor’s response to the RFP, configuration management is the
management of every aspect of a configuration from beginning to end (i.e.
identification, planning, change control and management, release management, and
maintenance.) Change management refers to the standardized methods and
procedures for handling of all changes to production hardware/software to minimize
disruption.
4.2.11 Section 9.0 Pricing
The City is seeking a clear and comprehensive understanding of all costs associated with
general ticket sales (box office, phone, and online), subscription, patron account management,
access control, point of sale, financial and settlement reporting, fund development, marketing
reporting, staff training and other needs addressed in Section 3 New System Requirements. In
this section, the vendor must itemize all costs.
Vendor pricing should be provided for the following:

 Software licensing
 Hardware
 Hosting
 3rd Party solutions
 Implementation services – provide level of effort and hourly rate by implementation
phase
 Ongoing support and maintenance
 Optional products or services
 Travel
 Convenience and/or service charges for Lesher Center events
 Revenue Share (of the convenience and/or service charge) to the City
 All other charges and/or revenue sharing such as:
o Credit/Debit Card fees
o Handling or Processing fees
o Print at Home fees
o Mobile Ticketing fees
o Gift Certificate and/or Gift Card fees
o Ticket Insurance
o Season or Subscription fees
o Ticket Stock
o Training
o Access Control
o Equipment Maintenance and/or Repairs
Page | 51 RFP# 2018-631-AR

o Any Marketing or Promotion financial incentives (i.e. advertising commitments,
signing bonus, season ticket purchases, etc.)
 Any other revenue or expense not contemplated herein.
4.2.12 Section 10.0 Additional Information
In this section, the vendors are required to provide the following materials:
 Internal control/cash handling and auditing procedures and related reports that would
be provided to the City
 Examples of Settlement reporting provided for Internet-based transactions.
 Examples of the standard reports provided by the system. Include financial, accounting
and reconciliation reports
 Example of the user and administrative manuals
 Example of a training manual
 Any proposed software licensing, hosting, and maintenance and support agreements
Section 5. Proposal Evaluation
A City Selection Committee will review all proposals to determine which vendors are qualified
for consideration. The initial review will evaluate submissions for conformance to stated
specifications in order to eliminate all responses that deviate substantially from the basic intent
and/or fail to satisfy the mandatory requirements of the RFP. Following the initial review, the
evaluators will complete a detailed review of vendor proposals. Proposals will be evaluated
based on the following evaluation criteria:
 Quality, clarity, and responsiveness of proposal
 Ability to provide a ticketing solution that meets the current and future needs of the
City
 Proven ability to plan, implement, and support the ticketing solution
 Demonstrated ability to work in a cooperative and collaborative manner with clients
 Proposed timeline
 Anticipated value and price
 Perceived risk or lack thereof
 Company financial stability
 References for each of the primary product(s) and service(s) proposed
 Results of interviews, demonstrations, and site visits
 Ability to prepare and execute a contract in a timely manner
The City reserves the right, at is sole discretion, to request clarifications of proposals or to
conduct discussions for the purpose of clarifications with any or all vendors. The purpose of
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any such discussions shall be to ensure full understanding of the proposals. Discussions shall be
limited to specific sections of the proposal identified by the City and, if held, shall be after initial
evaluations of proposals are complete. If clarifications are made as a result of such discussion,
the Vendor shall put such clarifications in writing.
Section 6. General Requirements
6.1 Collusion
By submitting a response to the RFP, each vendor represents and warrants that its response is
genuine and is not made in the interest of or on behalf of any person not named therein; that
the vendor has not directly induced or solicited any other person to submit a sham response or
any other person to refrain from submitting a response; and that the vendor has not in any
manner colluded to secure any improper advantage over any other person submitting a
response.
6.2 Gratuities
No person will offer, give or agree to give any City employee or its representatives any gratuity,
discount, offer of employment, or other financial advantage in connection with the award of
contract by the City. No City employee or its representatives will solicit, demand, accept or
agree to accept from any other person a gratuity, discount, offer of employment, or other
financial advantage in connection with a City contract.
6.3 Required Review and Waiver of Objections by Vendor
Vendors should carefully review this RFP and all attachments, including but not limited to the
Standard Master Services Agreement, for comments, questions, defects, objections, or any
other matter requiring clarification or correction (collectively called “comments”). Comments
concerning RFP objections must be made in writing and received by the City no later than the
"Deadline for Written Questions and Comments" detailed in the Table 1, RFP Schedule of
Events. This will allow issuance of any necessary amendments and help prevent the opening of
defective proposals upon which contract award could not be made.
Protests based on any objection will be considered waived and invalid if these faults have not
been brought to the attention of the City, in writing, by the Deadline for Written Questions and
Comments.
6.4 Proposal Withdrawal
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To withdraw a proposal, the vendor must submit a written request, signed by an authorized
representative, to the RFP Coordinator (Section 1.7). After withdrawing a previously submitted
proposal, the vendor may submit another proposal at any time up to the deadline for
submitting proposals.
6.5 Proposal Errors
Vendors are liable for all errors or omissions contained in their proposals. Vendors will not be
allowed to alter proposal documents after the deadline for submitting a proposal.
6.6 Incorrect Proposal Information
If the City determines that a vendor has provided, for consideration in the evaluation process or
contract negotiations, incorrect information which the vendor knew or reasonably should have
known was materially incorrect, that proposal will be determined non-responsive, and the
proposal will be rejected.
6.7 Right to Refuse Personnel
The City reserves the right to refuse, at its sole discretion, any subcontractors or any personnel
provided by the prime contractor or its subcontractors. The City reserves the right to interview
and approve vendor’s key staff. Vendor’s staff may be subject to the City’s background and
drug testing processes at any time.
6.8 Proposal of Additional Services
If a vendor indicates an offer of services in addition to those required by and described in this
RFP, these additional services may be added to the contract before contract signing at the sole
discretion of the City.
6.9 Licensure
Before a contract pursuant to this RFP is signed, the vendor must hold all necessary, applicable
business and professional licenses, including, but not limited to, a City of Walnut Creek Business
License. The City may require any or all vendors to submit evidence of proper licensure.
6.10 Conflict of Interest and Proposal Restrictions
By submitting a response to the RFP, the vendor certifies that no amount will be paid directly or
indirectly to an employee or official of the City as wages, compensation, gifts, or other
compensation in exchange for acting as an officer, agent, employee, subcontractor, or
consultant to the vendor in connection with the procurement under this RFP.
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Notwithstanding this restriction, nothing in this RFP will be construed to prohibit another
governmental entity from making a proposal, being considered for award, or being awarded a
contract under this RFP.
Any individual, company, or other entity involved in assisting the City in the development,
formulation, or drafting of this RFP or its scope of services will be considered to have been
given information that would afford an unfair advantage over other vendors, and said
individual, company, or other entity may not submit a proposal in response to this RFP.
6.11 Contract Negotiations
After a review of the proposals and completion of the reference checks, interviews, and
demonstration, the City intends to enter into contract negotiations with the selected vendor.
These negotiations could include all aspects of services and fees. If a contract is not finalized in
a reasonable period of time, the City may open negotiations with the next ranked vendor or
reject all proposals and reissue the RFP.
6.12 Right of Rejection
The City reserves the right, at its sole discretion, to reject any and all proposals or to cancel this
RFP in its entirety.
Any proposal received which does not meet the requirements of this RFP may be considered to
be nonresponsive, and the proposal may be rejected. Vendors must comply with all of the
terms of this RFP and all applicable State laws and regulations.
Vendors may not restrict the rights of the City or otherwise qualify their proposals. If a vendor
does so, the City may determine the proposal to be a nonresponsive counteroffer, and the
proposal may be rejected.
The City reserves the right, at its sole discretion, to waive variances in technical proposals
provided such action is in the best interest of the City. Where the City waives minor variances in
proposals, such waiver does not modify the RFP requirements or excuse the vendor from full
compliance with the RFP. Notwithstanding any minor variance, the City may hold any vendor to
strict compliance with the RFP.
6.13 Disclosure of Proposal Contents
All proposals and other materials submitted in response to this RFP procurement process
become the property of the City. Selection or rejection of a proposal does not affect this right.
All proposal information, including detailed price and cost information, will be held in
confidence during the evaluation process. Upon the completion of the evaluation of proposals,
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the proposals and associated materials will be open for review by the public to the extent
allowed by the California Public Records Act, (Government Code Section 6250-6270 and 6275-
6276.48). By submitting a proposal, the vendor acknowledges and accepts that the contents of
the proposal and associated documents will become open to public inspection. If a vendor
submits an entire proposal marked confidential, it will be considered non-responsive.
Each vendor should be aware that although the California Public Records Act recognizes that
certain confidential trade secret information may be protected from disclosure, the City might
not be in a position to establish that the information, which a vendor submits, is a trade secret.
If a request is made for information marked “confidential”, the City will provide the vendor who
submitted such information with reasonable notice to allow the vendor to independently seek
protection from disclosure by a court of competent jurisdiction.
6.14 Severability
If any provision of this RFP is declared by a court to be illegal or in conflict with any law, the
validity of the remaining terms and provisions will not be affected; and, the rights and
obligations of the City and vendors will be construed and enforced as if the RFP did not contain
the particular provision held to be invalid.
6.15 RFP and Proposal Incorporated into Final Contract
This RFP and the successful proposal will be incorporated into the final contract.
6.16 Proposal Amendment
The City will not accept any amendments, revisions, or alterations to proposals after the
deadline for proposal submittal unless such is formally requested, in writing, by the City.
6.17 Consultant Participation
The City reserves the right to share with any consultant of its choosing this RFP and proposal
responses in order to secure a second option. The City may also invite said consultant to
participate in the Proposal Evaluation process.
6.18 Warranty
The selected vendor will warrant that the proposed solution will conform in all material
respects to the requirements and specifications as stated in this RFP and as demonstrated
during the evaluation process. In addition, the requirements as stated in this RFP will become
part of the subsequent agreements.
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6.19 Rights of the City
The City reserves the right to:

 Make the selection based on its sole discretion
 Reject any and all proposals
 Issue subsequent Requests for Proposals
 Postpone opening proposals if necessary for any reason
 Remedy errors in the Request for Proposal process
 Approve or disapprove the use of particular subcontractors
 Negotiate with any, all, or none of the vendors
 Accept other than the lowest offer
 Waive informalities and irregularities in the proposals
 Enter into an agreement with another vendor in the event the originally selected
Vendor defaults or fails to execute an agreement with the City
 An agreement will not be binding or valid with the City unless and until it is approved by
the City Council and executed by authorized representatives of the City and of the
vendor.
Appendix
Appendix A – Standard Service Agreement Terms and Conditions
It is recognized that the formal basis of any agreement between the City and the vendor is a
contract rather than a proposal. In submitting proposals, Vendors must indicate that they are
prepared to complete the City’s Agreement for Services as presented on the following pages.
The RFP, vendor’s proposal, and interview/demonstration results will become part of the
agreement between the City and the successful vendor.
The selected vendor will be expected to accept these terms and conditions unless they otherwise
take exception in their proposal.
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City of Walnut Creek
MASTER SERVICES AGREEMENT
THIS AGREEMENT is entered into as of _________________, 201_, by and between the City of
Walnut Creek, a California municipal corporation (“City”), and _________________ (“Contractor”).
RECITALS
A. The City wishes to contract for the provision of services, as further described in this
Agreement.
B. Contractor has submitted a proposal for said services which City staff has reviewed and found
acceptable.
NOW, THEREFORE, in consideration of the terms and conditions contained in this Agreement,
the City and Contractor agree as follows:
AGREEMENT
1. Services. Subject to the terms and conditions set forth in this Agreement (“Agreement”),
Contractor shall provide all services described in the City’s Request for Proposal # 2018-631-AR,
including any amendments or addendums thereto, and in Contractor’s proposal dated _______________,
201_, including any amendments or addendums thereto. All of the above-mentioned documents are
intended to complement each other such that any work called for in one document, and not mentioned in
the other documents, or vice versa, is to be executed the same as if mentioned in all of said documents.
The time of performance of the services under this Agreement is important to the City, and all time
deadlines identified in this Agreement shall be strictly construed.
2. Compensation and Payment.
a. Compensation. For and in full consideration of the full and successful

performance of the obligations of this Agreement, City agrees to pay Contractor and Contractor
agrees to accept from City as full compensation for said services the amount of $___________.
b. Payment. Progress payments shall be billed as set forth in Contractor’s proposal.

Contractor shall submit monthly invoices addressed to the City. Each bill should include a
summation of work performed and work remaining to complete the scope of work.
3. Term; Termination.
a. Term. This agreement shall become effective on __________, 201_. Further,

Contractor shall perform all the services described herein by _______, 201___. (No more than
one year) The City reserves the right to extend the term of this Agreement for two (2) additional
one year terms with thirty (30) days advance written notice of its intention to extend said
agreement for an additional term. If extended, the Contractor shall continue to be bound by the
terms and condition of this Agreement. Contractor shall not be entitled to, and shall not
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commence any work hereunder unless and until the City issues a written notice to proceed to
Contractor.
b. Termination. Should Contractor fail to perform any of its obligations hereunder, within
the time and in the manner provided or otherwise violate any of the terms of this Agreement, the
City may provide written notice of such default and, in the event Contractor fails to cure such
default to the reasonable satisfaction of the City within seven (7) days, City may immediately
terminated this Agreement. Notwithstanding the foregoing, City may terminate this Agreement at
any time for any reason whatsoever upon thirty (30) days written notice to the Contractor. Upon
any termination of this Agreement, Contractor shall stop work at the stage directed by City and
shall deliver all drawings, specifications and documentation developed as of said stage.
Contractor shall accept as full payment for services rendered to the date of termination a pro rata
share of the total Agreement payment based on the portion of work actually performed.
4. Professional Efforts; Responsible Personnel. Contractor shall perform all services

required under this Agreement according to the standards observed by a competent practitioner of the
profession in which Contractor is engaged. All products that Contractor delivers to City shall conform to
the standards of quality normally observed by a person practicing in Contractor’s profession. The City
shall be the sole judge as to whether the product of the Contractor is satisfactory. Contractor shall be
liable and, upon demand, shall reimburse City for additional costs incurred by the City as a result of
Contractor’s errors or omissions.
Contractor represents that it and its employees are fully qualified to perform the services under
this Agreement. Contractor represents and warrants to the City that Contractor has, and at all times during
the performance of this Agreement shall, maintain all licenses, permits, qualifications, and approvals that
are required for Contractor to practice Contractor’s’ profession. Contractor shall assign only competent
personnel to perform services under this Agreement. If the City, in its sole discretion, at any time, desires
the removal of any person or persons assigned by Contractor to perform services under this Agreement,
Contractor shall remove any such person immediately upon receiving notice from the City.
Contractor shall, at its sole cost, expense, and liability; furnish all facilities and equipment that
may be required for furnishing services under this Agreement.
5. Independent Contractor. Contractor, its agents, employees and independent contractors are
and shall at all times remain as to the City wholly independent contractors. Neither the City nor any of its
officers or employees shall have any control over the manner by which the Contractor performs this
Agreement and shall only dictate the results of the performance. Contractor shall not represent that
Contractor or its agents, employees or independent contractors are agents or employees of the City.
Contractor is responsible for the payment of all taxes, workers’ compensation insurance and
unemployment insurance. Contractor shall obtain no rights to retirement benefits or other benefits that
accrue to City’s employees, and Contractor hereby waives any claim it may have to any such rights.
Except as the City may specify in writing, Contractor shall have no authority, express or implied,
to act on behalf of the City or to bind the City to any obligation.
6. Interest of Contractor. Contractor (including principals, associates and professional

employees) covenants and represents that it does not now have any investment or interest in real property
and shall not acquire any interest, direct or indirect, in the geographical areas likely to be covered by this
Agreement, or any other source of income, interest in real property or investment that would be affected
in any manner or degree by the performance of Contractor’s services under this Agreement. Contractor
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further covenants and represents that, in the performance of its duties; no person having any such interest
shall perform any services under this Agreement.
7. Accounting Records. Contractor agrees to maintain all records and other evidence pertaining
to costs incurred and work performed under this Agreement, and shall make them available at the
Contractor’s office during the Agreement period and thereafter for a period of three (3) years from the
date of receipt of final payment.
8. Ownership of Documents and Data. All data, maps, photographs, and other material
collected or prepared under this Agreement, and all documents of any type developed or obtained by
Contractor in the performance of this Agreement, shall become the property of the City. Any re-use of
designs without Contractor’s written authorization will be at the City's risk.
9. Indemnification. Contractor shall, to the fullest extent permitted by law, indemnify, defend
(with independent counsel approved by the City), and hold harmless the City from and against any claims
arising out of Contractor’s performance of or failure to comply with any of its obligations under this
Agreement, except to the extent caused by the sole negligence or willful misconduct of the City.
In this section, “City” means the City, its officials, officers, agents, employees and volunteers;
“Contractor” means the Contractor, its employees, agents and subcontractors; “Claims” includes claims,
demands, actions, losses, damages, injuries, and liability, direct or indirect (including any and all related
costs and expenses in connection therein) and any allegations of these; and “Arising out of” includes
“pertaining to” and “relating to”.
The provisions of this section survive completion of the services or the termination of this
contract, and are not limited by the provisions of Section 10 relating to insurance.
10. Insurance. Contractor shall procure and maintain at its sole cost for the duration of this
Agreement the following insurance:
a. Minimum Scope of Insurance. Coverage shall be at least as broad as:
(1) Insurance Services Office Commercial General Liability coverage

(“occurrence” form CG 0001).
(2) Insurance Services Office form number CA 0001 covering Automobile

Liability, code 1 (any auto).
(3) Workers’ Compensation insurance as required by the Labor Code of the

State of California and Employers Liability insurance.
(4) Errors and omissions/Professional liability insurance for all design

professionals such as architects, landscape architects or engineers.
b. Minimum Limits of Insurance. Contractor shall maintain policy limits of no less

than:
(1) General Liability: $2,000,000 combined single limit per occurrence for
bodily injury, personal injury and property damage. If Commercial General
Liability Insurance or other form with a general aggregate limit is used, the
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general aggregate limit shall be double the aggregate, with completed operations
coverage.
(2) Automobile Liability: $1,000,000 combined single limit per accident for
bodily injury and property damage.
(3) Worker’s Compensation and Employers Liability: Worker’s

Compensation limits as required by the Labor Code and Employers Liability
limits of $1,000,000 per accident.
(4) Errors and Omissions/Professional Liability: $1,000,000 per claim and

annual aggregate. If Contractor maintains higher limits than the minimum
required by this contract, the City requires and shall be entitled to coverage for
the higher limits maintained by the Contractor.
c. Deductibles and Self-Insured Retention. Any deductibles or self-insured

retention must be declared to and approved by the City. At the option of the City, either: the
insurer shall reduce or eliminate such deductibles or self-insured retention as respects the City, its
officers, officials, employees and volunteers; or Contractor shall procure a bond guaranteeing
payment of losses and related investigations, claim administration and defense expenses.
d. Other Insurance Provisions. The policies shall contain, or be endorsed to

contain, the following provisions:
(1) General Liability and Automobile Liability Coverage.
(a) The City, its officers, officials, employees, agents and volunteers
are to be covered as additional insured as respects: liability arising out of
activities performed by or on behalf of Contractor; products and completed
operations of Contractor; premises owned, occupied or used by Contractor; or
automobiles owned, leased or borrowed by Contractor. The coverage shall
contain no special limitations on the scope of protection afforded to the City, its
officers, officials, employees, agents or volunteers.
(b) Contractor’s insurance coverage shall be primary insurance as

respects the City, its officers, officials, employees and volunteers. Any insurance
or self-insurance maintained by the City, its officers, officials, employees, agents
or volunteers shall be excess of Contractor’s insurance and shall not contribute
with it.
(c) Any failure to comply with reporting provisions of the policies

shall not affect coverage provided to the City, its officers, officials, employees,
agents or volunteers.
(d) Contractor’s insurance shall apply separately to each insured

against whom claim is made or suit is brought, except with respect to the limits
of the insurer’s liability.
(2) Worker’s Compensation and Employers Liability Coverage. The insurer

shall agree to waive all rights of subrogation against the City, its officers,
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officials, employees and volunteers for losses arising from work performed by
Contractor for the City.
(3) Errors and Omissions/Professional Liability Coverage. Contractor’s

insurance shall include minimum Extended Reporting Period Coverage of three
years.
e. Acceptability of Insurers. Insurance is to be placed with insurers with a Best’s

rating of no less than A: VII.
f. Verification of Coverage. Contractor shall furnish the City with certificates of

insurance and with original endorsements effecting coverage required by this clause. All
certificates and endorsements are to be received and approved by the City before work
commences. The City reserves the right to require complete certified copies of all required
insurance policies, at any time.
11. Miscellaneous provisions.
a. Notice. Any notice to be given under this Agreement shall be given by enclosing
it in a sealed envelope, first-class postage prepaid, and depositing it in the United States mail,
addressed to the party at the following address. Notice shall be deemed received three business
days after mailing, or upon personal delivery.
CITY: City of Walnut Creek

Attn: Carolyn Jackson, Community Relations Manager
Arts, Recreation & Community Services
1666 North Main Street
Walnut Creek, CA 94596
CONTRACTOR: _________________________
_________________________
_________________________
b. Assignment. This Agreement contemplates the personal services of Contractor

and its employees and it is understood by both parties that a substantial inducement to City for
entering into this Agreement was, and is, the professional reputation and competence of
Contractor. Contractor shall not assign or otherwise transfer any rights or obligations under this
Agreement without the prior written consent of the City.
c. Business license. Contractor shall obtain a City business license before

beginning work under this Agreement.
d. Prohibited Interests. No officer or employee of the City shall have any direct
financial interest in this Agreement. This Agreement shall be voidable at the option of the City if
this provision is violated.
e. Governing Law; Venue. California law shall govern this Agreement. Any action
to enforce or interpret this Agreement shall be brought in a court of competent jurisdiction in the
County of Contra Costa, California.
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f. Incorporation. The Preamble, the Recitals, Exhibits and all defined terms set
forth in both are incorporated into this Agreement by this reference. If there is a conflict between
the body of this Agreement and an exhibit prepared by Contractor, the body of the Agreement
shall control.
g. Severability. Should any part of this Agreement be declared unconstitutional,

invalid, or beyond the authority of either party to enter into or carry out, such decision shall not
affect the validity of the remainder of this Agreement, which shall continue in full force and
effect; provided that, the remainder of this Agreement can, absent the excised portion, be
reasonably interpreted to give effect to the intentions of the parties.
h. Authority. All parties executing this Agreement represent and warrant that they
are authorized to do so.
i. Entire Agreement; Amendments. This Agreement is the entire Agreement

between the parties and supersedes all prior negotiations, representations, or agreements, whether
written or oral. This Agreement may be amended only by written agreement signed by both
parties.
j. Non-waiver. A party's waiver of any term shall not be deemed a continuing

waiver or a waiver of any other term.
k. Counterparts. This Agreement may be executed in counterparts.
12. Signatures.
CITY OF WALNUT CREEK CONTRACTOR
By: __________________________ By: _________________________

City Manager
Its: _________________________
By: __________________________
ARCS Director Date: _________________________
Approved as to form:
______________________________
City Attorney City business license # _______________
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Appendix B – Americans with Disabilities Act (ADA) 2010 Revised Requirements
Ticket Sales
The Department of Justice published revised final regulations implementing the Americans with
Disabilities Act (ADA) for title II (State and local government services) and title III (public
accommodations and commercial facilities) on September 15, 2010, in the Federal Register. These
requirements, or rules, clarify and refine issues that have arisen over the past 20 years and contain new,
and updated, requirements, including the 2010 Standards for Accessible Design (2010 Standards).
Overview
Providing equal opportunity to people with disabilities is the fundamental principle of the Americans
with Disabilities Act (ADA). This publication provides guidance on the
Department's new nondiscrimination requirements that apply to selling tickets for assigned seats at
events such as concerts, plays, and sporting events. The requirements, which are identical for title II and
title III entities, apply to tickets sold for single events and those sold for a series of events (e.g.,
subscriptions or season tickets).
The requirements, which went into effect on March 15, 2011, address:
 Ticket sales;
 Ticket prices;
 Identification of available accessible seating;
 Purchasing multiple tickets;
 Ticket Transfer;
 Secondary ticket market;
 Hold and release of tickets for accessible seating; and
 Prevention of fraud in purchase of tickets for accessible seating.
Over the past 20 years, some public and private venues, ticket sellers, and distributors have not
provided the same opportunity to purchase tickets for wheelchair-accessible seats and non-accessible
seats. The general public has been able to directly and immediately purchase tickets for non-accessible
seats, whether through a venue's Internet site or its box office, or through a third-party Internet based
vendor. However, these direct purchase options have simply been unavailable to many individuals with
disabilities because transactions frequently could not be completed. Instead the purchaser was directed
to send an e-mail or to call a separate telephone number to request tickets and wait for a response.
These burdensome policies still exist, making it difficult or impossible for those who require accessible
seats to purchase tickets, especially for popular events that sell out in minutes. As of March 15, 2011,
venues that sell tickets for assigned seats must implement policies to comply with the new ticketing
requirements.
What is an Accessible Seat and Who Can Use One?
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Accessible seats are spaces specifically designed for wheelchairs and include features such as an
accessible approach, location at grade, clear floor space, and larger dimensions. For information about
the number, dimensions, and features of accessible seats, please see the 2010 ADA Standards for
Accessible Design (2010 Standards), sections 221 and 802.
Aisle seats with retractable or removable armrests, which are called "designated aisle seats" and can be
used by some people with disabilities, are not covered by these ticketing requirements.
People with mobility disabilities who require accessible seating because of their disability are permitted
to purchase tickets for accessible seats. This group includes people who use wheelchairs, those who use
other mobility devices, and people who cannot climb steps or walk long distances because of significant
arthritis or severe respiratory, circulatory, or cardiac conditions. Individuals who, because of their
disability, cannot sit in a straight-back chair or those whose service dogs cannot fit under a non-
accessible seat or lie safely in the aisle are also permitted to purchase accessible seats. Tickets for
accessible seats may be sold to individuals who require accessible seating themselves or to someone
purchasing on their behalf. People with disabilities who do not require the specific features of accessible
seating but merely have a preference for them are not entitled to purchase accessible seats.
Ticket Prices
Venues cannot charge higher prices for accessible seats than for non-accessible seats in the same
seating section. This concept also applies to service charges added to the cost of a ticket, whether
charged by the venue or a third-party seller. Venues must offer accessible seats in all price categories
available to the public.
Many existing facilities may not have accessible seating in all price categories because of existing
architectural barriers. Under the ADA, a venue must remove such architectural barriers where doing so
is readily achievable. What is readily achievable ("easily accomplishable and able to be carried out
without much difficulty or expense") depends on the venue's architectural structure and resources. In
those situations where it is not readily achievable to remove the barriers in a part of an arena or
auditorium, the venue must offer a proportional number of seats in an accessible location at the same
price. The ratio of the total number of seats in the non-accessible price level to the total number of seats
in the venue is used to determine the number of accessible seats that must be provided in an accessible
location.
For example, Sections 221.1 and 221.2 of the 2010 Standards require a 1000-seat venue to have 10
wheelchair-accessible seats dispersed horizontally and vertically. The venue, built in 1980, has 200 seats
in its inaccessible upper balcony where tickets are generally priced at $50. The total number of seats in
the venue divided by the total number of seats in the upper balcony (1,000 divided by 200) is 20
percent. The venue must relocate 20 percent of its required accessible seating (in this instance, two
seats) to an accessible location at the $50 price level (for individuals with disabilities and their
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companions). These seats must be in a comparably priced or better location. The venue cannot relocate
the $50 accessible seats to a section where the tickets cost less than $50.
Identification of Available Accessible Seating
Venues and third-party sellers must provide the same information about accessible seats as provided
about non-accessible seats, using the same text and visual representations. Typically information about
location, price, view, and seat availability is provided. Accessible seats must be described in enough
detail to permit the purchaser to determine if a seat meets his or her needs. If a venue has detailed
maps or displays of seating configurations on its website or if it provides seating information in its
pamphlets or brochures, including information for particular events or shows, it must include
information on accessible seating in the same detail as is provided on non-accessible seating.
Purchasing Multiple Tickets
People purchasing a ticket for an accessible seat may purchase up to three additional seats for their
companions in the same row and these seats must be contiguous with the accessible seat. Accessible
seats may be used as companion seats. If contiguous seats have already been sold and are not available,
the venue must offer other seats as close as possible to the accessible seat. If those seats are in a
different price category, the venue is not required to modify the price and may charge the same price as
it charges others for those seats. Where a venue limits ticket sales to fewer than four tickets, those
limits also apply to tickets for accessible seats. Similarly, when a venue allows the purchase of more than
four tickets, that policy also applies to tickets for accessible seats, but only three companion seats must
be contiguous with the accessible seat.
Group Sales
Many venues offer a group sales rate for groups of a pre-determined size. If a group includes one or
more individuals who need accessible seating, the entire group should be seated together in an area
that includes accessible seating. If it is not possible to seat the entire group together and the group must
be split, the tickets should be allocated so that the individuals with disabilities are not isolated from
others in their group.
Hold and Release of Tickets for Accessible Seating
Generally, tickets for accessible seats may not be sold to members of the general public who do not
need the specific features of accessible seats. However, in three specific circumstances, unsold
accessible seats may be released and sold to members of the general public:
 when all non-accessible seats have been sold (excluding luxury boxes, club boxes, suites, and
seats the venue holds back when declaring a sell-out); or
 when all non-accessible seats in a particular seating section have been sold, unsold accessible
seats in that section may be released; or
 when all non-accessible seats in a particular price category have been sold, unsold accessible
seats in that price category may be released.
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Venues must select only one of these options for declaring a sellout for an event.
Another option may be selected for a different event. However, venues are not required to release
accessible seats and may choose to hold back all or a portion of the remaining accessible seats.
Accessible seats for a series, subscription, or season tickets may be sold to members of the general
public in the same three circumstances – in the case of a sell-out of all non-accessible seats, of all non-
accessible seats in a particular seating location, or all non-accessible seats in a particular price category.
However, in order to avoid foreclosing the availability of accessible seating for years in the future,
venues must set up a process to prevent automatic renewal of accessible seats that have been sold to
the general public. One way venues can accomplish this result is by advising an individual ticket
purchaser who is receiving accessible seating, at the time of purchase, that, whenever other patrons in
non-accessible seats fail to renew their subscriptions, the venue will only allow this particular individual
to renew by switching that individual to non-accessible seats in the same section or price level. Of
course, if no comparable non-accessible seats become available, the venue may continue to allow this
individual to renew the use of the accessible seats until comparable seats become available.
Ticket Transfers and Secondary Ticket Market
If venues permit patrons to give or sell their tickets to others, the same right must be extended to
patrons with disabilities who hold tickets for accessible seats and to persons with disabilities who intend
to buy or receive tickets on the secondary ticket market. An individual with a ticket for an accessible seat
may transfer it to anyone, including someone who does not have a disability. Venues cannot require
that accessible seats only be transferred to someone with a disability.
An individual who has purchased a non-accessible seat through the secondary market but needs an
accessible seat must be permitted to exchange the ticket for a comparable accessible seat, if one is
available. A venue may choose to move a patron to another seat in order to give that accessible seat to
a patron with a disability who requires it, but is not obligated to do so.
Prevention of Fraud in Purchase of Tickets for Accessible Seating
Venues cannot require proof of disability as a condition for purchasing tickets for accessible seats.
However, venues and third-party vendors may take steps to prevent the fraudulent sale and use of
accessible seating. For single event tickets, venues may ask purchasers to state that they require, or are
purchasing tickets for someone who requires, the features of an accessible seat. For series of events
tickets, purchasers may be asked to attest in writing that they require, or are purchasing tickets for
someone who requires, the features of an accessible seat. These steps may be used in all sales, including
those over the Internet. Venues may also mark tickets to clearly identify that they are for accessible
seats. Some venues include on tickets for accessible seats a message stating that, if the user of the ticket
does not need the specific features of the accessible seat, the venue may require the ticket holder to
move to a different, non-accessible seating location.
Page | 67 RFP# 2018-631-AR

Venues may investigate the potential misuse of accessible seats where there is good cause to believe
that such seating has been purchased fraudulently. Purchasers may also be warned that if accessible
seating has been purchased fraudulently, they are subject to investigation and/or relocation. Providing
additional information about the features of other types of seats (e.g., seats that can be accessed
without steps, designated aisle seats, or seats located close to exits) may assist patrons to determine
which type of seat meets their specific needs. Venues must not, however, use this process to steer
patrons with disabilities to particular seat types or locations.
Staff Training
A critical and often overlooked component of ensuring successful compliance is comprehensive and
ongoing staff training. You may have established good policies, but if your staff are not aware of them or
do not know how to implement them, problems can arise. Venues of all sizes are strongly encouraged to
educate venue managers, box office staff, individuals answering phones or responding to Internet
inquiries, and any other staff involved in ticket sales about the ADA's requirements. Other paid or
volunteer staff who interact with the public (e.g., ushers, event security) should also be trained. Ticket
distributors and third-party ticket vendors are also strongly encouraged to provide ongoing training to
their staff about these requirements.
For more information about the ADA,
ADA Website
www.ADA.gov
To receive e-mail notifications when new ADA information is available, visit the ADA Website’s home
page and click the link near the top of the middle column.
ADA Information Line
800-514-0301 (Voice) and 800-514-0383 (TTY)
24 hours a day to order publications by mail.
M-W, F 9:30 a.m. – 5:30 p.m., Th 12:30 p.m. – 5:30 p.m. (Eastern Time)
to speak with an ADA Specialist. All calls are confidential.
For persons with disabilities, this publication is available in alternate formats.
Duplication of this document is encouraged. July 2011
Page | 68 RFP# 2018-631-AR

Appendix C – Current Lesher Center Venue House Maps
Seating charts may also be downloaded from: http://www.lesherartscenter.org/seating-charts
Page | 69 RFP# 2018-631-AR

Hofmann Theatre – capacity 785 seats
Page | 70 RFP# 2018-631-AR

Margaret Lesher Theatre – capacity 297 seats
Page | 71 RFP# 2018-631-AR

George & Sonja Vukasin Theatre – capacity 133 seats
Page | 72 RFP# 2018-631-AR

Del Valle Theatre – capacity 385 seats
Page | 73 RFP# 2018-631-AR

RFPLCATicketing System RFP63

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REQUEST FOR PROPOSAL

Lesher Center for the Arts

LESHER CENTER FOR THE ARTS

Page | 1 RFP# 2018-631-AR

Page | 2 RFP# 2018-631-AR

Page | 3 RFP# 2018-631-AR

Page | 4 RFP# 2018-631-AR

1.2 Purpose of RFP

Required functionality includes, but is not limited to:

Page | 5 RFP# 2018-631-AR

1.3 City Objectives

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City Short-listed Short-listed Finalist City Council

Figure 1 – Selection Process Overview

1.5 Implementation Timeline

Page | 7 RFP# 2018-631-AR

Table 1 – RFP Schedule of Events

1.6.1 Short-list Vendor Interviews and Presentations

1.7 RFP Coordinator

1.8 Proposal Preparation Cost

1.9 RFP Amendments and Cancellation

1.10 Questions Pertaining to the RFP

1.11 Letter of Intent to Propose

Page | 9 RFP# 2018-631-AR

1.12 Proposal Submittal

Page | 10 RFP# 2018-631-AR

Section 2. Current Environment Overview

2.1 Ticket Office Daily Operations and Volume

Day of the Week Walk Up Hours Total

Day of the Week Phone Room Hours Total

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Day of the Week Outlet Counter Hours Total

2.1.1 Tickets Sales and Fee Revenue

2017-2018 Season – July 1, 2017 to June 30, 20183 - TY2018

2016-2017 Season – July 1, 2016 to June 30, 2017 – TY2017

2015-2016 Season – July 1, 2015 to June 30, 2016 – TY2016

2.1.2 Subscription and Packages

Page | 13 RFP# 2018-631-AR

2.1.3 Renewal Process and Accounting

2.1.4 Ticket Exchanges

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Ticket year Exchange volume (single plus subscription tickets)

2.1.5 Access Control and Ticket Information

2.1.6 Producer or Reporting User

2.1.7 Current Dynamic Pricing Practices

Page | 16 RFP# 2018-631-AR

2.2 Current Accounting Process and Reporting

2.2.1 Munis Coding

Page | 17 RFP# 2018-631-AR

2.2.2 Current Fees

Our historical fee volume of revenue includes:

2017-2018 Season – July 1, 2017 to June 30, 20186 - TY2018

2015-2016 Season – July 1, 2015 to June 30, 2016 - TY2016

2.2.3 End of Day (EOD)

Cashier Report Event and Fee Reporting8

2.2.4 Payment Types and Payment Categories

2.2.5 Settlement Reporting

Page | 20 RFP# 2018-631-AR

RFP Example Performance #1 in the Vukasin Performance Code: RFP-11718-01