RFP.PDF

REQUEST FOR PROPOSAL:

Issued: September 11, 2025 Proposal Due: October 24, 2025

City of Bismarck 221 North 5th Street P.O Box 5503 Bismarck, ND 58506

Bismarck Event Center Operations

Food and Beverage Services

TABLE OF CONTENTS

BACKGROUND

PURPOSE OF THE RFP

GENERAL INFORMATION

1. BEC FACILITIES

2. BEC MASTER PLAN

3. BEC EVENT HISTORY

4. BEC OPERATIONS & FOOD AND BEVERAGE SERVICES

5. BISMARCK-MANDAN CONVENTION & VISITORS BUREAU PARTNERSHIP

EXHIBITS AND REQUIRED RESPONSES

EXHIBIT A: FACILITY INFORMATION AND TECHNICAL SPECIFICATIONS

EXHIBIT B: CURRENT OPERATIONAL DATA AND FINANCIAL INFORMATION

EXHIBIT C: KEY PERFORMANCE INDICATORS (KPIS)

EXHIBIT D: FOOD & BEVERAGE TRANSITION PLAN REQUIREMENTS

EXHIBIT E: CVB COLLABORATION PLAN REQUIREMENTS

EXHIBIT F: CAPITAL IMPROVEMENT PLAN

EXHIBIT G: EMPLOYEE PROTECTION PLAN

PROPOSAL CONTENT

1. BACKGROUND AND PROJECT SUMMARY

2. PROPOSER QUALIFICATIONS

3. CORPORATE MANAGEMENT TEAM AND QUALIFICATIONS – Overall Support Structure

4. MANAGEMENT AND OPERATIONS APPROACH FOR BEC

5. KPI IMPLEMENTATION AND REPORTING PLAN

6. FOOD & BEVERAGE TRANSITION PLAN

7. CVB COLLABORATION PLAN

8. EMPLOYEE PROTECTION PLAN

9. FINANCIAL PROPOSAL AND MANAGEMENT FEE STRUCTURE

RFP PROCUREMENT TIMELINE – KEY DATES

PROPOSAL EVALUATION CRITERIA

OTHER INFORMATION

REQUEST FOR PROPOSAL (RFP):

OPERATIONS & FOOD AND BEVERAGE SERVICES

BACKGROUND

The City of Bismarck (City) is a municipality formed under the law of the State of North Dakota. The City, in furtherance of its public purpose, constructed the Bismarck Event Center (BEC) and has overseen its management since its inception. The City is governed by City Commissioners who are responsible for the oversight of services necessary to direct and manage all BEC operations including daily operations of the center including event coordination, box office, audio-visual services, accounting, catering, security, janitorial, and maintenance, and supports the booking of events.

The City is soliciting proposals for the management and operations of the BEC. The BEC is a vital community asset comprising multiple venues including an arena, exhibit hall, and the Belle Mehus Auditorium. The City is responsible for the oversight of this important public facility that currently has approximately 700 event days annually, attracting over 300,000 attendees and generating significant economic impact for the region.

In May 2025, the City engaged Jones Lang LaSalle (JLL) to conduct a comprehensive review of the management and operations structure of the BEC. JLL's analysis included evaluating current operations, analyzing event data, engaging with over 20 stakeholders, and developing recommendations for improving operational efficiency and performance. Based on these findings, the City Commission has determined that transitioning to a third-party management model under the oversight of a newly formed BEC Authority Board would best serve the community's interests.

The development of this RFP is aligned with the City's goal to establish clear Key Performance Indicators (KPIs) and success measures that will enhance the impact and performance of the BEC and reflect the City’s priorities. The selected operator will be expected to implement fundamental operational changes to optimize space utilization, increase revenue generation, and elevate the BEC's position as a premier regional destination.

This RFP encompasses both operations and food and beverage services for the BEC. The City is particularly interested in operators who can demonstrate experience in successfully managing similar multi-venue facilities, implementing standardized operating procedures, and delivering measurable results through data-driven management practices.

City staff and JLL are administering this RFP process on behalf of the City Commission.

PURPOSE OF THE RFP

The City is seeking to select a qualified management company for the Operations and Food and Beverage operations for the BEC. The City will maintain ownership of the BEC and its personal property. The selected management company will be responsible for the day-to-day management of the BEC and will be overseen by the BEC Authority Board.

Responses to this RFP can include a combination of contractors who are focused on operations and food and beverage; however, one contractor shall be designated as the prime contractor, and any other contractor(s) will sub-contract with the selected prime contractor.

This RFP is being issued as a result of the comprehensive review conducted by JLL in May 2025, which recommended transitioning to a third-party management model to optimize BEC space usage, increase revenue generation, and enhance the venue's position as a premier regional destination. The selected operator will be expected to implement fundamental operational changes and meet established Key Performance Indicators (KPIs) that align with the City's strategic objectives for the facility.

The City expects that the financial projections and operational plans submitted as part of this RFP response will function as the agreed-upon roadmap for the next three to five years of BEC operations. These projections will be incorporated into the final management agreement and will serve as a basis for performance evaluation.

GENERAL INFORMATION

1. BEC FACILITIES

The BEC consists of multiple venues:

Arena: 10,100-seat multi-purpose arena suitable for sporting events, concerts, and large-scale entertainment.

Exhibit Hall: 100,000 square feet of flexible meeting space with modern facilities, superior audio/visual capabilities, and catering services.

Belle Mehus Auditorium: Historic 900-seat performance venue ideal for theatrical performances, concerts, and community events.

The BEC offers modern facilities designed to accommodate a diverse range of events from conventions and tradeshows to sporting competitions and entertainment performances.

2. BEC MASTER PLAN

The City is in the early stages of developing a master planning effort for the immediate property.

The BEC will play an integral role in the success of the master planning effort. The successful proposer will be a participant in the process.

3. BEC EVENT HISTORY

The BEC currently hosts approximately 333 events annually, attracting over 371,000 attendees across all venues. Event types include:

• Conventions and trade shows

• Sporting events and competitions

• Concerts and entertainment performances

• Community events

• Corporate meetings and events

• Consumer shows

• Banquets and social functions

A detailed breakdown of event history by venue, event type, attendance, and revenue for the past three years will be provided during the pre-proposal conference.

4. BEC OPERATIONS & FOOD AND BEVERAGE SERVICES

It will be critical to the City that the selected management company operates as a highly functioning collaborative, efficient, and cost-effective organization. A yield management strategy with innovative approaches to increase efficiency, economic impact and profitability must be included in the proposer's response.

The selected operator will be responsible for:

1. Comprehensive facility management and operations

2. Event booking, scheduling, and coordination

3. Marketing and promotion of the facility

4. Food and beverage services (including concessions and catering)

5. Customer service and client relations

6. Maintenance and repairs (in collaboration with the City)

7. Financial management and reporting

8. Technology and systems management

9. Staff hiring, training, and development

10. Implementation of key performance metrics and effective analysis and reporting

5. BISMARCK-MANDAN CONVENTION & VISITORS BUREAU PARTNERSHIP

Unlike many similar facilities, the BEC benefits from a strategic partnership with the Bismarck- Mandan Convention & Visitors Bureau (BMCVB). The City envisions a transition to a more integrated partnership model where the BMCVB serves as a strategic sales and marketing partner with a primary focus on large conventions and events that generate significant economic impact through overnight stays. Please review Exhibit E for further details.

The selected operator will be expected to maximize this relationship through collaborative booking policies, joint marketing initiatives, and aligned sales efforts. Proposers must demonstrate experience in working effectively with destination marketing organizations and outline a detailed approach to enhancing this critical partnership.

EXHIBITS AND REQUIRED RESPONSES

This RFP includes several detailed exhibits that require specific responses from proposers.

Proposers must address each exhibit in their response, providing comprehensive plans that demonstrate understanding and strategies, capability, and commitment to achieving the City's objectives for the BEC.

EXHIBIT A: FACILITY INFORMATION AND TECHNICAL SPECIFICATIONS

FACILITY OVERVIEW

The BEC is a comprehensive venue complex consisting of three interconnected buildings designed to accommodate a wide range of events, from intimate meetings to large-scale conventions and entertainment productions.

BUILDING SPECIFICATIONS

Civic Arena

• Total Area: 46,000 square feet

• Seating Capacity: Variable configuration up to 10,100 (estimated based on standard arena capacity)

• Floor Dimensions: 85' x 200' (hockey configuration)

• Clear Height: 65 feet minimum

• Construction: Steel frame with concrete floors

• HVAC: Climate-controlled environment

• Year Built: 1969 (with subsequent renovations)

Belle Mehus City Auditorium

• Seating Capacity: 840 fixed seats

• Stage Dimensions: Professional proscenium stage

• Acoustic Design: Optimized for musical and theatrical performances

• Historical Designation: Listed on National Register of Historic Places

• Renovation: Comprehensive mid-1990s restoration

• Accessibility: ADA compliant

Exhibit Hall

• Total Space: 100,000+ square feet

• Configuration: Four divisible halls

• Meeting Rooms: Six (6) dedicated meeting spaces

• Clear Height: 24 feet minimum

• Column-Free Space: Available in main halls

• Floor Load Capacity: 125 lbs/sq ft (uniform load)

TECHNICAL INFRASTRUCTURE

Electrical Systems

• Primary Service: 480V/277V, 3-phase electrical service

• Arena Power: Multiple 400-amp services available

• Exhibit Hall Power: Floor outlets every 20 feet on 20-amp circuits

• Emergency Power: Backup generator for life safety systems

• Lighting: LED lighting systems with dimming capabilities

Audio/Visual Capabilities

• Sound System: Distributed audio throughout all venues

• Rigging Points: Professional rigging system in Arena and Auditorium

• Lighting Grid: Professional theatrical lighting positions

• Video Support: Built-in projection capabilities

• Broadcast Ready: Infrastructure for live streaming and recording

Communication & Technology

• Internet/WAN: ND State Network and Midco Business fiber

• Wired network: 27 HPE Aruba switches, 1 MDF + 13 IDFs, 10 GiB fiber optic hub-and-spoke, 1000+ ethernet ports in the building

• Wi-Fi network: 53 HPE Aruba wireless access points, 6 GHz capable, 8x8 and 4x4

MIMO

• Telecommunications: Landline and cellular phones, Email, instant messaging, and one

(1) Microsoft Teams conference room

• Business Systems: Point-of-Sale and credit-card processing system, ERP/General ledger software, timekeeping software and timeclocks, Microsoft Office, and secure digital file storage

• Security Systems: Axis security cameras (ONVIF-compliant), Axis door controllers (proprietary to Genetec Security Center)

• O/T Systems: Computerized lighting, sound, digital signage, and HVAC control systems

SUPPORT FACILITIES

Loading & Logistics

• Truck Bays: Multiple dock-high loading doors

• Access: Direct truck access to all event spaces

• Ceiling Height at Docks: 14 feet minimum

• Equipment: Forklifts and material handling equipment available

Parking & Transportation

• Total Parking: 1,095+ spaces o 95 paid premium parking spots o 1,000+ free public parking spaces

• Accessibility: ADA compliant parking and access

• Location: Walking distance to downtown hotels, restaurants, and the region’s largest shopping mall.

Meeting Room Specifications

• Total Meeting Rooms: 16 rooms of various sizes

• Capacity Range: 10-300 persons (depending on room and setup)

• Technology: A/V capabilities in all meeting rooms

• Catering Support: Adjacent prep areas and service access

Amenities

• Pre-Function Space: 34,000 square feet for registration and networking

• Restroom Facilities: Multiple locations throughout complex

• Concessions: Food service capabilities and licensed vendors

• Mother's Room: Private nursing/pumping facility

• Coat Check: Available during events

• Storage: Dedicated storage areas for event materials

OPERATIONAL SPECIFICATIONS

Capacity & Configurations

• Convention/Trade Show: Up to 200,000 sq ft total space

• Banquet Seating: Up to 1,200 (Exhibit Hall configuration)

• Theater Seating: 840 (Belle Mehus Auditorium)

• Concert/Sports: Variable arena configurations

Climate Control

• HVAC Systems: Independent climate control for each venue

• Temperature Range: 65°F - 75°F maintained

• Air Exchange: Meets current indoor air quality standards

Safety & Security

• Fire Safety: Sprinkler systems throughout

• Emergency Exits: Multiple egress points per code

• Security: On-site security during events

• Accessibility: Full ADA compliance

VENDOR & SERVICE INFORMATION

• Preferred Vendors: Established relationships with local service providers

• Catering: Approved caterer list available

• Equipment Rental: Staging, A/V, and furniture rental partnerships

• Setup Services: Professional event setup and breakdown services

Ticketing

• Preferred Vendors: The City entered into a five (5) year agreement with Etix, Inc. as the BEC ticketing vendor with a renewal term of two (2) one-year (1-year) options. Etix, Inc.

has been the ticketing vendor in Bismarck for the past seven-plus years.

EXHIBIT B: CURRENT OPERATIONAL DATA AND FINANCIAL INFORMATION

Revenue Budget Report

Account Account Description 2022 Actual

Amount 2023 Actual

Amount 2024 Actual

Amount Fund 630 - Event Center

Intergovernmental Revenue 3230-100 State Government Grants .00 27,676.33 .00 Intergovernmental Revenue Totals $0.00 $27,676.33 $0.00

Charges for Services 3320-000 Commission-Tickets 168,548.88 207,019.14 209,957.51 3320-025 Gross Event Revenue 1,802,999.04 1,995,435.75 1,823,959.98 3320-100 Fees-Service 27,779.56 32,163.13 28,911.64 3320-105 Fees-Marketing 25,000.00 .00 .00 3320-110 Fees-Set-Up/Rehearsal 15,500.00 29,150.00 17,550.00 3320-112 Fees-Box Office 19,378.60 23,849.50 18,187.94 3320-115 Fees-Facility 276,224.89 256,857.72 257,354.49 3320-120 Fees-Credit Card 11,640.68 3,668.57 5,679.75 3320-125 Fees-Event Credit Card

Surcharge 1,783.32 3,305.25 1,597.43

3320-200 Rent-Building Event Center 895,786.24 865,308.84 932,773.00 3320-205 Rent-Equipment Event Center 285,544.24 315,692.06 359,011.40 3320-300 Sale of Liquor 195,235.26 188,996.81 234,178.97 3320-305 Sale of Concessions 524,644.15 473,169.45 553,826.36 3320-307 Sale of Concessions-3rd Party 125,850.22 103,886.29 95,402.72 3320-309 Sale of Vending Food/Beverage 18,663.22 24,749.83 25,892.68 3320-310 Sale of Novelties 75,583.60 59,278.89 99,072.77 3320-315 Sale of Labor-Culture/Rec 343,810.75 313,018.17 353,612.77 3320-400 Sale of Food-Outside Catering 108,747.71 107,653.17 140,223.83 3320-405 Sale of Food-Inside Catering 373,979.44 446,010.86 548,468.67 3320-410 Sale of Liquor Catering (1,343.32) .00 .00 3320-500 Sale of Events 2,250.00 2,250.00 3,750.00 3320-550 Sale of Events-Pass thru

Services 37,229.43 32,937.92 41,751.79

3320-600 Sale of Events-Pass thru Equipment

2,525.30 2,131.32 4,977.98

3320-650 Sale of Events-Pass thru Labor 143,498.98 182,013.86 257,496.35 3320-660 Sale of Events-Pass thru

Advertising 53,410.16 64,634.71 59,547.44

3320-700 Sale of Events-Catering .00 250.00 935.00 3320-750 Sale of Events-3rd Party

Convention Services 1,368.48 1,789.88 3,307.35

Charges for Services Totals $5,535,638.83 $5,735,221.12 $6,077,427.82

Other Income 3355-100 Other Income 3,713.25 3,988.49 6,227.49 3355-200 Cash Over/Short (524.23) (359.88) (28.24) Other Income Totals $3,189.02 $3,628.61 $6,199.25

Fines & Forfeits 3400-175 Fines-NSF .00 30.00 30.00 Fines & Forfeits Totals $0.00 $30.00 $30.00

Investment Earnings 3600-600 Interest-Investment (7,794.95) 37,663.74 34,228.80 Investment Earnings Totals ($7,794.95) $37,663.74 $34,228.80

Rental 3720-100 Rent-Parking Lot 51,708.05 45,535.18 51,250.00 3730-110 Rent-Meeting Rooms 188,836.00 195,838.00 222,058.00 3730-125 Rent-Advertising Panel 486,498.00 356,487.00 280,762.03 3740-100 Rent-Equipment .00 .00 (10.00) Rental Totals $727,042.05 $597,860.18 $554,060.03

Donations 3850-100 Donations 2,064.43 7,800.00 4,300.00 Donations Totals $2,064.43 $7,800.00 $4,300.00

Other Financing Sources 3900-100 Transfer-General Fund .00 .00 741,912.89 3900-280 Transfer-Hotel & Motel Tx 257,825.16 275,857.82 348,529.66 3900-282 Transfer-Lodging, Liquor, Food

Tax 3,045,348.68 2,268,987.03 2,251,218.88

Other Financing Sources Totals $3,303,173.84 $2,544,844.85 $3,341,661.43

Sale of Assets/Expense 3910-100 Gain/Loss on Disposal Asset .00 12,700.00 .00 3910-125 Insurance Recoveries 7,188.00 1,740.00 .00 Sale of Assets/Expense Totals $7,188.00 $14,440.00 $0.00

Fund 630 - Event Center Totals $9,570,501.22 $8,969,164.83 $10,017,907.33

Net Grand Totals $9,570,501.22 $8,969,164.83 $10,017,907.33

Expense Budget Report

Account Account Description 2022 Actual

Amount 2023 Actual

Amount 2024 Actual

Amount Fund 630 - Event Center Cost of Goods Sold 4070-000 Cost of Events 2,821.73 90.98 179.96 4070-010 Event Cost-Pass Thru Services 21,313.08 19,983.17 24,953.23 4070-020 Event Cost-Pass Thru Equipment 5,542.32 9,829.63 18,786.74 4070-030 Event Cost-Pass Thru Labor 138,568.14 170,638.81 230,029.92 4070-040 Event Cost-Pass Thru Catering 124,413.94 120,967.54 135,684.11 4070-050 Event Cost-Novelty Vendor 54,529.07 37,906.07 72,600.21 4070-060 Event Cost-Pass Thru Advertise 40,834.01 44,988.45 46,339.48 4070-100 Cost of Promoter Expense 1,869,591.49 2,051,405.78 2,038,452.92 4071-000 Cost of Vending 2,971.71 3,233.35 7,649.00 4072-000 Cost of Concessions 186,575.08 151,261.80 191,466.94 4072-050 Concessions-Third Party 53,655.69 36,085.86 38,608.33 4080-000 Cost of Catering 390.50 1,516.02 275.00 Cost of Goods Sold Totals $2,501,206.76 $2,647,907.46 $2,805,025.84

Personnel Services - Salaries & Wages 4110-000 Regular Salaries 1,443,284.62 1,540,721.22 1,550,795.05 4115-000 Salary One Time .00 .00 576.36 4120-000 Part-Time Wages 455,822.78 499,697.15 570,971.92 4120-130 Part-Time Concession Wage 103,144.35 114,171.08 91,949.77 4130-000 Overtime Wages 13,282.86 15,219.58 23,866.74 4130-100 Overtime Wages - Contract Policing 6,882.37 5,535.33 5,200.70 4160-000 Annual Leave 22,357.21 8,998.09 60,579.41 4170-000 Sick Overage 3,580.82 3,043.61 3,001.11 Personnel Services - Salaries & Wages

Totals $2,048,355.01 $2,187,386.06 $2,306,941.06

Personnel Services - Fringe Benefits 4200-100 Health Insurance 423,748.34 454,535.50 494,891.50 4200-200 Life Insurance 1,422.75 1,395.75 753.30 4200-300 Disability Insurance 4,051.02 3,980.38 1,904.39 4200-400 Pension Expense 150,450.00 152,143.00 167,860.00 4200-600 SUTA Expense (310.05) 4,331.68 3,566.81 4210-100 Social Security 122,789.67 132,519.78 139,300.19 4210-200 Medicare 28,716.55 30,992.42 32,578.23 4240-100 Workers Comp-Premium 9,903.13 9,704.34 8,541.64 4250-400 Physical-Fringe Benefits 200.00 .00 459.00 Personnel Services - Fringe Benefits

Totals $740,971.41 $789,602.85 $849,855.06

Professional, Legal, and Contracted Service Fees 4300-100 Accting and Auditing Fees 3,176.00 2,455.00 3,382.00 4310-700 Professional Consultants .00 120.00 24,126.66 4330-100 Contract Labor 148,043.29 113,052.13 77,475.37 4330-200 Service Contract 25,412.20 36,413.13 46,370.00

4330-300 Facility Service Contract 37,071.94 38,171.04 39,397.19 Professional, Legal, and Contracted

Service Fees Totals $213,703.43 $190,211.30 $190,751.22

Building, Equipment, and Vehicle Services 4400-100 Water/Sewer 48,757.26 46,178.38 50,146.79 4400-200 Electricity 397,904.32 448,104.03 492,170.05 4400-300 Propane 1,554.53 1,687.87 1,233.40 4400-400 Waste Disposal 6,537.36 7,054.28 7,905.97 4400-500 Natural Gas 235,384.84 160,705.02 130,587.62 4410-200 Facility Laundry 7,292.01 7,882.05 5,514.16 4410-300 Snow Removal 78,331.21 30,226.00 4,995.77 4410-400 Lawn Care 160.45 79.99 1,148.13 4420-100 Repair/Maintenance-Building 148,636.54 149,764.32 168,383.09 4420-200 Repair/Maintenance -Property 4,941.49 6,318.44 232.28 4420-280 Repair/Maintenance -Parking Lot 6,706.56 6,299.76 14,002.37 4420-300 Repair/Maintenance -Equipment 51,178.63 23,875.69 53,021.98 4420-400 Repair/Maintenance -Vehicles .00 238.08 3,869.61 4430-300 Rentals-Equipment 2,627.79 313.75 835.08 4440-000 Special Assessments 22,868.09 27,587.73 21,945.25 Building, Equipment, and Vehicle

Services Totals $1,012,881.08 $916,315.39 $955,991.55

Travel and Training 4500-100 Lodging 6,726.50 4,870.67 4,734.96 4500-200 Meals 1,445.10 1,448.40 1,221.40 4500-300 Airfare 4,447.85 3,478.76 2,790.59 4500-600 Travel-Mileage Reimbursement .00 449.26 276.71 4500-700 Service Area Travel 39.23 41.32 79.58 4500-800 Taxi/Parking 321.15 538.77 361.39 4510-100 Conference Registration 2,707.00 4,652.00 2,205.00 4510-300 In-House Training .00 1,650.91 .00 4510-500 Safety Training .00 .00 1,480.00 Travel and Training Totals $15,686.83 $17,130.09 $13,149.63

Other Operating Services 4600-100 State Fire and Tornado 41,909.02 47,022.98 57,403.54 4600-200 Boiler Insurance 11,921.21 14,543.94 13,480.92 4600-400 General Liability 15,649.32 15,543.91 14,838.38 4600-600 Auto Insurance 1,726.85 1,696.02 1,699.94 4605-100 Telephone 7,533.23 3,298.27 3,159.92 4605-200 Cell Phones 2,639.39 3,356.40 3,032.32 4610-100 Advertising/Promotions 3.87 60.00 60.00 4610-110 Adv/Promo-Brand 3rd Party 38,165.00 32,817.00 42,775.00 4610-120 Adv/Promo-Sponsorships 2,435.00 1,215.00 1,465.00 4610-130 Promotions-External 39.90 4,961.71 301.79 4610-140 Promotions-Internal 4,169.32 4,743.69 1,696.89 4610-200 Legal Ads 837.84 352.40 129.40 4630-200 Administrative Fees 217,762.00 259,598.44 258,081.00 4630-300 Membership/Dues 1,270.00 820.00 1,965.00

4630-600 Permits/Fees .00 157.97 25.00 4630-700 License 1,627.92 5,599.50 1,818.89 4635-100 Computer Service Fees 604.20 502.00 495.00 4635-200 Network Services 28,428.55 36,093.10 33,522.47 4635-300 Software Upgrade/Maintain 25,251.88 45,355.58 31,253.26 4655-300 Drug Testing-Recruitment 275.00 300.00 52.00 4665-000 Hospitality/Entertainment .00 .00 200.00 4670-000 Depreciation Expense 1,160,609.94 1,179,866.09 1,200,520.73 4675-100 Bank Service Charges 21,328.15 21,623.92 23,901.80 4675-500 Bond Service Fees 2,430.00 .00 .00 4690-300 Claims-Legal .00 .00 325,000.00 4699-000 Bad Debt Expense .00 1,069.21 .00 Other Operating Services Totals $1,586,617.59 $1,680,597.13 $2,016,878.25

Operating Supplies 4700-100 Office Supplies 2,604.89 2,802.01 3,139.68 4700-200 Office Small Equipment 926.88 431.23 667.32 4700-300 Computer Small Equipment 19,555.33 27,660.39 46,797.05 4700-400 Copier/Printer Supplies 2,815.58 2,097.08 1,934.69 4700-500 Postage 1,333.66 1,520.40 1,551.52 4700-600 Small Software Programs 4,020.47 5,493.46 5,708.50 4705-000 Uniforms 721.69 4,793.27 1,836.85 4710-200 Small Tools/Equipment 34,131.31 21,682.07 42,873.28 4710-600 Janitorial Supplies 45,164.30 51,662.80 39,735.09 4725-100 Gasoline 675.79 821.97 567.09 4725-200 Diesel 968.31 317.09 333.54 4735-500 Radios 4,735.00 .00 169.18 4750-000 Subscriptions/Publication 1,564.95 1,637.32 1,759.97 Operating Supplies Totals $119,218.16 $120,919.09 $147,073.76

Debt Service 7010-100 Bond Interest 345,938.78 506,479.05 473,152.05 7020-100 Financial Consulting 151,112.50 .00 .00 7020-600 Bond Attorney 32,000.00 .00 .00 Debt Service Totals $529,051.28 $506,479.05 $473,152.05

Fund 630 - Event Center Totals $8,767,691.55 $9,056,548.42 $9,758,818.42

Net Grand Totals $8,767,691.55 $9,056,548.42 $9,758,818.42

EXHIBIT C: KEY PERFORMANCE INDICATORS (KPIS)

Proposers must respond with a detailed implementation and reporting plan for achieving these metrics.

FINANCIAL PERFORMANCE METRICS

1. Operating Subsidy Reduction Definition: Percentage reduction in City financial support required for BEC operations compared to baseline year (2025). Target: 15% reduction within first two years of management contract. Measurement Method: Calculated as (Baseline Subsidy - Current Year Subsidy) ÷ Baseline Subsidy × 100%. Reporting Frequency: Monthly with annual review.

2. Food and Beverage Profit Margin – Revenue Share Definition: Year-over-year percentage increase in total BEC revenue from all sources including rental fees, food and beverage, ticketing, sponsorships, and ancillary services.

Target: Minimum 10% annual growth for first three years, 5% thereafter. Measurement Method: Calculated as (Current Year Revenue - Previous Year Revenue) ÷ Previous Year Revenue × 100%. Reporting Frequency: Monthly with annual review.

3. Food and Beverage Profit Margin – Revenue Share Definition: Net profit from food and beverage operations expressed as a percentage of total F&B revenue. Target: Minimum 30% net profit margin by end of year two.

Measurement Method: (F&B Revenue - F&B Costs, labor and fixed expense) ÷ F&B Revenue × 100%. Reporting Frequency: Monthly with quarterly analysis. (Food and Beverage KPI’s will be reviewed based on the final transition plan)

4. Utility Cost Efficiency Definition: Percentage reduction in utility costs (electricity, water, gas, waste) through implementation of efficiency measures compared to 2025 baseline. Target: 10% reduction by end of year two. Measurement Method: (Baseline Utility Costs - Current Utility Costs) ÷ Baseline Utility Costs × 100%. Reporting Frequency: Quarterly with

5. Accounts Receivable Performance Definition: Percentage of total accounts receivable collected within 45 days of invoice date. Target: 90% collection rate. Measurement Method: (Value of AR Collected Within 45 Days) ÷ (Total Value of AR) × 100%. Reporting Frequency: Monthly.

6. Sponsorship Revenue Definition: Total annual revenue generated from naming rights, pouring rights, signage, and other sponsorship opportunities. Target: 15% annual growth until optimal goals are achieved. Measurement Method: Year-over-year comparison of total sponsorship revenue. Reporting Frequency: Quarterly.

EVENT ACTIVITY METRICS

1. Event Day/Event Mix Growth Definition: Increase in total number of event days and Event Mix across all venues compared to 2025 baseline. Target: 20% increase within 24 months. Measurement Method: (Current Year Event Days - Baseline Event Days) ÷ Baseline Event Days × 100%. Reporting Frequency: Monthly with annual review. This metric is finalized in conjunction with the Event Mix KPI

2. Convention and Tradeshow Bookings (in collaboration with BMCVB)

Definition: Number of new conventions or tradeshows (not previously held at BEC) booked annually. Target: Minimum of 5 new conventions/tradeshows annually.

Measurement Method: Count of qualified new convention/tradeshow bookings.

Reporting Frequency: Quarterly.

3. Entertainment Event Growth

Definition: Number of new entertainment events (concerts, family shows, sporting events) booked annually. Target: Minimum of 9 new entertainment events annually.

Measurement Method: Count of qualified new entertainment bookings. Reporting Frequency: Quarterly.

4. Attendance Growth

Definition: Percentage increase in total attendance across all prioritized event types compared to previous year. Target: 15% year one, 10% year two, 7.5% annually year three and beyond 4% increase annually. Measurement Method: (Current Year Attendance - Previous Year Attendance) ÷ Previous Year Attendance × 100%.

Reporting Frequency: Monthly with annual review. (this metric will be coordinated with the event mix KPI)

5. Dark Day Reduction – (Move in/move out oversight)

Definition: Percentage reduction in days without revenue-generating events across all venues compared to 2025 baseline. Target: 10% reduction by end of year two.

Measurement Method: (Baseline Dark Days - Current Year Dark Days) ÷ Baseline Dark Days × 100%. Reporting Frequency: Monthly with quarterly analysis.

6. Multi-Year Booking Growth

Definition: Number of events booked with multi-year agreements. Target: Minimum 5 new qualified multi-year agreements annually. Measurement Method: Count of qualified multi-year booking agreements. Reporting Frequency: Quarterly.

CUSTOMER SERVICE METRICS

1. Client Satisfaction Definition: Average rating from third party post-event client surveys measuring overall satisfaction with BEC facilities, staff, and services. Target: Minimum 90% satisfaction rating (4.5 out of 5.0 scale). Measurement Method: Third Party executed post-event survey using 5-point scale. Reporting Frequency: After each event, with monthly and quarterly analysis.

2. Inquiry Response Time Definition: Average time between receipt of event inquiry and substantive response by BEC sales team. Target: 100% response within 24 business hours. Measurement Method: Tracking system measuring time between inquiry receipt and response.

Reporting Frequency: Weekly with monthly analysis.

3. Maintenance Response Time (in collaboration with the City)

Definition: Average time between maintenance issue identification and resolution.

Target: 90% of issues resolved within 48 hours. Measurement Method: Work order tracking system measuring time between report and completion. Reporting Frequency:

Weekly with monthly analysis.

4. Net Promoter Score

Definition: Likelihood of client to recommend BEC to others (measured on 0-10 scale).

Target: NPS score of 70 or higher. Measurement Method: Standard NPS calculation from post-event surveys. Reporting Frequency: Monthly with quarterly analysis.

OPERATIONAL EXCELLENCE METRICS

1. Standard Operating Procedures Implementation Definition: Percentage completion of comprehensive Standard Operating Procedures (SOPs) for all operational areas. Target: 100% implementation within 180 days.

Measurement Method: Tracking of SOP development, approval, training, and implementation by department. Reporting Frequency: Monthly during development and implementation, quarterly thereafter.

2. Staff Retention

Definition: Percentage of staff retained annually, excluding planned reductions. Target:

80 to 85% staff retention rate annually. Measurement Method: (Number of Staff at Year End - Number of Unplanned Departures) ÷ Number of Staff at Year Beginning × 100%.

3. Financial Reporting Timeliness

Definition: Number of days (15) after month-end to complete and submit accurate financial reports. Target: Complete reporting within 15 days of month-end.

Measurement Method: Average days between month-end and report submission.

Reporting Frequency: Monthly.

4. Sustainability Performance

Definition: Percentage reduction in waste generation through recycling, composting, and waste reduction initiatives. Target: 20% waste reduction by end of year two.

Measurement Method: (Baseline Waste Volume - Current Waste Volume) ÷ Baseline Waste Volume × 100%. Reporting Frequency: Quarterly.

5. Safety Record

Definition: Number of OSHA recordable incidents annually. Target: Zero OSHA recordable incidents. Measurement Method: Count of qualifying incidents as defined by OSHA. Reporting Frequency: Monthly with annual review.

6. Training Program Completion Definition: Percentage of staff completing required training programs as agreed to.

Target: 100% completion of required training. Measurement Method: Training record tracking system. Reporting Frequency: Monthly.

ECONOMIC IMPACT METRICS

1. Out-of-Town Attendance Definition: Percentage increase in attendees traveling from outside Bismarck metropolitan area. Target: 15% annual increase. Measurement Method: Sampling and survey data collection in conjunction with CVB at selected events. Reporting

2. Room Night Generation (in collaboration with the BMCVB)

Definition: Total hotel room nights generated by BEC events annually. Target:

Minimum of 3,000 room nights annually. Measurement Method: Hotel pickup reporting from CVB, partner hotels and event organizer data. Reporting Frequency: Monthly with

3. Total Economic Impact

Definition: Estimated total economic impact of BEC operations on the Bismarck economy, including direct, indirect, and induced spending. Target: 20% increase over three years. Measurement Method: Economic Impact Calculator used as the standard for economic impact. Reporting Frequency: Quarterly with third-party verification.

4. Local Business Partnerships Definition: Number of formal partnerships established with local businesses for services, products, or cross-promotion. Target: Minimum of 15 local business partnerships. Measurement Method: Count of formal partnership agreements.

5. Local Vendor Utilization

Definition: Percentage increase in utilization of local vendors (defined as within 50-mile radius) for BEC procurement. Target: 25% increase in local vendor utilization.

Measurement Method: (Current Year Local Vendor Spending ÷ Total Procurement) compared to baseline. Reporting Frequency: Quarterly.

6. Community Benefit Events

Definition: Number of events held annually that provide direct community benefit (charity fundraisers, public service events, etc.). Target: Minimum of 8 community benefit events annually. Measurement Method: Count of qualifying events. Reporting

EXHIBIT D: FOOD & BEVERAGE TRANSITION PLAN REQUIREMENTS

Proposers must outline their approach to transitioning from the current open venue model to an exclusive in-house operation

CURRENT FOOD & BEVERAGE OPERATIONS

The BEC currently operates under an "open venue" food and beverage model, allowing multiple local caterers access to provide services for events. This arrangement presents several operational challenges:

1. Limited Kitchen Infrastructure: The existing kitchen facilities at the BEC were not designed to support a comprehensive in-house catering operation. The main kitchen lacks sufficient cooking, preparation, and storage capacity for large-scale food production.

2. Inconsistent Quality Control: With multiple caterers operating within the facility, quality standards and service levels vary significantly between events, impacting client satisfaction and the BEC's reputation.

3. Revenue Leakage: The current model results in limited revenue capture from food and beverage operations. The BEC receives only modest commissions from caterers rather than the full profit potential of an in-house operation.

4. Operational Inefficiencies: The open catering model creates logistical challenges including scheduling conflicts, equipment usage issues, storage limitations, and inconsistent adherence to facility policies.

5. Limited Menu Flexibility: Without centralized F&B management, the BEC cannot offer standardized catering packages or respond quickly to specialized client requests.

6. Compliance Challenges: Managing food safety, alcohol service compliance, and liability across multiple vendors creates additional administrative burden and potential risk.

7. Third-Party Alcohol Vendor: The COB currently contracts with a third-party vendor to manage all alcohol sales and inventory.

JLL's operational analysis identified that transitioning to an exclusive in-house catering model could potentially increase F&B revenue by 35-40% and improve net profit margins to 30% or higher, representing a significant opportunity for improved financial performance.

FOOD & BEVERAGE TRANSITION PLAN REQUIREMENTS

Proposers must provide a comprehensive Food & Beverage Transition Plan that addresses both their approach to enhancing the immediate management of the current open venue model and a strategic roadmap for transitioning to an exclusive in-house operation. Your plan should include:

Current Operations Management (Short-Term)

1. Preferred Caterer Program Development

• Describe your approach to implementing a preferred caterer program as an

Intermediate step

• Detail proposed selection criteria, commission structures, and performance standards

• Explain how you would standardize service levels across multiple vendors

2. Operational Improvements Within Current Constraints

• Identify immediate enhancements to existing kitchen facilities and processes

• Detail your approach to scheduling and coordinating multiple caterers efficiently

• Describe how you would implement quality control measures across vendors

3. Revenue Enhancement Strategies

• Outline proposed commission structures with participating caterers and other revenue-sharing models for the interim period

• Describe additional F&B revenue opportunities that could be implemented immediately

• Detail your approach to alcoholic beverage service within the current model.

• Detail how you would transition to an in-house alcoholic and overall beverage operation from the current third-party arrangement if deemed beneficial.

4. Client Experience Improvements

• Explain how you would create a more cohesive client experience despite multiple vendors

• Detail your approach to streamlining the booking and coordination process

• Describe quality assurance measures you would implement immediately

Transition Strategy to In-House Operations (Mid-Term)

1. Kitchen Infrastructure Assessment

• Provide your assessment methodology for evaluating current facilities

• Detail your approach to identifying necessary equipment and infrastructure improvements

• Include a preliminary timeline for implementing a phased kitchen renovation plan

2. Operational Model Development

• Describe your proposed in-house catering organizational structure

• Detail staffing plans, including potential retention of existing caterer personnel

• Explain your approach to menu development and pricing strategy

3. Transition Timeline and Phasing

• Provide a potential timeline for transitioning from open venue to in-house operations

• Explain how you would phase implementation to minimize disruption to scheduled events

• Detail your communication strategy for existing clients during the transition

4. Capital Investment Requirements

• Provide preliminary estimates of necessary capital investments

• Detail your proposed approach to financing improvements (operator-funded vs.

City-funded)

Future State In-House Catering Operation (Long-Term)

1. Comprehensive Business Plan

• Detail projected potential revenue and profit margins for the in-house operation

• Provide sample menus and pricing structures for different event types

• Explain your approach to balancing premium offerings with value options

2. Staffing and Training Plan

• Describe your staffing model for all F&B positions

• Detail training programs to ensure consistent quality and service

3. Local Partnerships – Local cuisine

• Detail how you would incorporate local food producers and suppliers in a new in-house model

• Explain your approach to maintaining community relationships with existing caterers

• Describe potential specialty partnerships for unique local event needs

Case Studies and Experience

1. Relevant Experience

• Provide 2-3 detailed case studies of similar F&B transitions you have successfully implemented

• Include specific metrics demonstrating improved financial performance

• Detail challenges encountered and how they were overcome

2. Sample Transition Materials

• Include sample communication plans used in previous transitions

• Provide examples of client-facing materials explaining the benefits of the new model

• Share any relevant policies or procedures developed for similar transitions

EVALUATION CRITERIA

Food & Beverage Transition Plans will be evaluated based on:

1. Comprehensiveness of the approach to managing and enhancing the current operations while planning transition

2. Realistic timeline and phasing that minimizes disruption to scheduled events

3. Financial projections demonstrating significant improvement in F&B revenue and profitability

4. Creative solutions to address infrastructure limitations

5. Quality of proposed local partnerships and community engagement

6. Demonstrated experience with similar transitions at comparable facilities

Your Food & Beverage Transition Plan should clearly demonstrate how you will leverage industry best practices to improve the current operations and transform the BEC's catering operations, while respecting local relationships and meeting the specific needs of Bismarck's event market.

EXHIBIT E: CVB COLLABORATION PLAN REQUIREMENTS

Proposers must detail their approach to maximizing the relationship with the Bismarck-Mandan Convention & Visitors Bureau (BMCVB).

The BEC and the BMCVB currently operate as separate cooperative entities with limited structured collaboration. As identified in JLL's analysis, this arrangement has led to potential missed opportunities for strategic event recruitment and coordination. The City's vision involves a transition to a more integrated partnership model where the BMCVB serves as a strategic sales and marketing partner with primary focus on “Priority 1” (P1) events - those with a high number of attendees requiring multiple hotels, requiring a corresponding number of rooms on peak and generating significant economic impact through overnight stays.

The BMCVB maintains strong relationships with many of the larger annual conferences currently held at the BEC, providing various services and working strategically to retain events that might otherwise move to competing markets like Fargo or Grand Forks. Much of the newer annual and state rotation business secured at the BEC in recent years has resulted from BMCVB efforts to move events to Bismarck-Mandan area rather than other North Dakota cities.

The BMCVB will continue working closely with North Dakota business regardless of size, as these relationships often generate leads for regional and national groups.

The BMCVB's strategic plan outlines the importance of integrating booking policies and event recruitment between the BEC and BMCVB, creating a "one-stop-shop" booking policy that will increase multi-hotel convention bookings and optimize the economic impact of the BEC. This evolving partnership is considered crucial for guiding the third-party operator and ensuring venue success.

CVB COLLABORATION PLAN REQUIREMENTS

Proposers must submit a comprehensive CVB Collaboration Plan that demonstrates their experience, approach, and commitment to maximizing the relationship between the BEC and the BMCVB. Your plan should include:

Experience and Case Studies

1. Demonstrated Partnership Success

• Provide 2-3 detailed case studies of successful partnerships you've established with CVBs in other markets

• Include metrics demonstrating increased bookings, room nights, and economic impact resulting from these partnerships

• Detail specific collaborative initiatives that yielded measurable results

2. Challenge Resolution Examples

• Describe situations where you've overcome challenges in CVB relationships

• Explain how you've mediated conflicts related to booking priorities or sales alignment

• Detail your approach to building trust and transparency with destination marketing partners in other destinations

Collaborative Booking Policy Implementation

1. Priority-Based Booking Approach

• Detail your proposed approach to implementing the priority-based booking policy as outlined in the JLL report

• Explain how you would manage the distinction between P1 events (multi-hotel focus with BMCVB collaboration) and P2-P4 events (BEC focus with continued CVB support for North Dakota business)

• Describe your proposed process for calendar coordination and hold management, ensuring smaller events serve as fillers around open dates rather than being booked far in advance

2. Unified Inquiry Process

• Present your plan for creating a seamless, unified inquiry process for potential clients

• Explain your approach to lead distribution and qualification between organizations

• Detail how you would ensure consistent messaging and proposal development

3. Booking Window Management

• Outline your approach to managing different booking windows based on event priority levels

• Describe your process for resolving potential conflicts when booking windows overlap

• Explain how you would maintain flexibility while adhering to the established policies

Operational Integration

1. Communication Protocols

• Detail your proposed regular meeting cadence with BMCVB staff

• Explain your system for sharing sales activity, client information, and calendar updates

• Describe technologies, platforms or streamlined processes you would implement to enhance information sharing

2. Data Sharing and Reporting

• Outline your approach to capturing and sharing event data with the BMCVB

• Detail how you would track and report economic impact metrics

• Describe how you would collaborate on performance reporting to public and private sector stakeholders

3. Cross-Training and Education

• Explain your approach to educating BEC staff about BMCVB capabilities, services, and existing client relationships

• Detail how you would facilitate BMCVB staff's understanding of BEC operations and capabilities

• Describe proposed familiarization programs for both organizations

Strategic Sales Collaboration

1. Joint Sales Initiatives

• Detail your proposed approach to joint sales missions, trade show participation, and client events

• Explain how you would align target markets and prospect development

• Describe your approach to shared account management for key clients, recognizing existing BMCVB relationships with annual conferences

2. Incentive Alignment

• Propose a framework for aligning sales goals between BEC and BMCVB staff that supports team-based collaboration rather than competitive structures

• Detail how you would create mutual accountability for multi-hotel booking goals

• Explain how you would celebrate joint successes and foster team cohesion

• Propose a potential approach to developing and aligning a sales incentive plan for the BEC and BMCVB.

3. Co-Investment Strategy

• Describe your approach to strategic co-investment in key events and headliners

• Explain your process for evaluating the ROI of potential investments

• Detail how you would structure financial partnerships for high-value opportunities

Marketing Collaboration

1. Unified Marketing Strategy

• Outline your approach to developing a collective meetings and events marketing plan with the BMCVB

• Explain how you would align messaging and brand positioning

• Detail proposed joint marketing initiatives and campaigns

2. Content Development and Sharing

• Describe your process for creating and sharing content about the BEC with the

BMCVB

• Explain how you would collaborate on developing collateral materials

• Detail your approach to maintaining consistent, updated information across platforms

3. Client Experience Enhancement

• Outline how you would work with the BMCVB to create seamless client experiences

• Explain your approach to coordinating site visits and facility tours

• Detail how you would collaborate on service delivery for multi-hotel events

Decision-Making and Resolution

1. Conflict Resolution Protocol

• Outline your process for resolving potential conflicts between organizations

• Detail escalation procedures for addressing disagreements

• Explain how you would maintain productive relationships through challenging situations

2. Continuous Improvement Process

• Describe your approach to regularly evaluating and enhancing the partnership

• Detail how you would solicit feedback from both organizations

• Explain your process for implementing adjustments to the collaboration model

Transition and Implementation Timeline

1. First 90 Days Plan

• Provide a detailed plan for establishing the collaborative foundation in the first 90 days

• Include key milestones, meetings, and deliverables

• Detail your approach to building relationships with BMCVB leadership and staff while recognizing existing client relationships

2. Year One Roadmap

• Outline your progressive implementation strategy for the first year

• Detail how you would phase in various aspects of the collaboration

• Explain how you would measure success at 6-month and 12-month milestones

3. Long-Term Vision

• Describe your vision for the fully mature BEC-BMCVB partnership

• Detail how you would continue to evolve the relationship over time, adapting to the current hotel landscape

• Explain how you would adapt to changing market conditions and organizational needs

EVALUATION CRITERIA

CVB Collaboration Plans will be evaluated based on:

• Demonstrated understanding of the unique relationship between convention centers and destination marketing organizations

• Comprehensiveness of the proposed collaboration approach

• Practicality and specificity of implementation strategies

• Creativity in proposing solutions to potential challenges

• Recognition of existing CVB relationships and market dynamics

• Alignment with Bismarck's specific goals for economic impact and venue performance

• Clear commitment to making the partnership a strategic priority

Your CVB Collaboration Plan should demonstrate not only your technical approach to implementation but also your philosophical commitment to true partnership with the BMCVB as a critical component of the BEC's long-term success.

EXHIBIT F: CAPITAL IMPROVEMENT PLAN

The proposer must review the capital improvement plan and raise any concerns or suggestions to be considered going forward.

PLAN GOALS

• Revenue generating

• Improves vendor experience

• Improves visitor experience

• Improves working environment for staff

• Improves staff, vendor, and /or customer safety

• Solves an urgent need/ project is past due

• Improves efficiency (energy, time, cost, etc.)

• Forward thinking/ ready for next steps

CATEGORIZED NEEDS

• New Space: New Ballroom

• Deferred Maintenance: ADA Compliance

• Modernization: HVAC Improvement

CIP PLAN CONSIDERATIONS

MISCELLANEOUS PROJECTS

Arena

• Paint concourses

• New lighting and ceilings in concourse

• Remodel tree rooms

• Remodel south concessions

• Remodel east and west concessions

Convention Center

• Replace ballroom carpet

• Replace operable partitions on halls A thru D

• Replace damaged floor boxes in halls A thru D

RECOMMENDATIONS

• Review the plan on an annual basis to align with the city’s budget cycle.

• Renew CIP approximately every four years.

• Maintain a fund for one-time expenditures and to operate as an emergency reserve.

• Develop tools and policies for…