Revenue Management Digital Innovation

Q (Existing Automated Retail Footprint): Can we receive a current list of existing autonomous retail solutions In place today, contract length, revenue. and contractor?

A: There are none today at Ontario International Airport.

Q (ACDBE Requirements/Objectives): Any requirements for ACDBE allocation or preferred use for this project?

A: Per the Interim Final Rule (IFR), there is no ACDBE goal on this project. While no ACDBE goal is required, the Ontario International Airport Authority (OIAA) has historically achieved approximately 8%–10% small business participation on projects of similar scope and encourages proposers to utilize and/or partner with small and local businesses. The OIAA values our current and future partners commitment to supporting small and local businesses to help us maintain historical participation levels.

Q (Success Metrics): How does the RevM Division currently define success for the digital innovation initiative over the next 3 to 5 years?

A: Success would be defined as the successful development and implementation of a scalable, integrated digital ecosystem that enhances both non-aeronautical revenue generation and the overall passenger experience at ONT. This is not only the implementation of individual technologies, but also establishment of a sustainable and adaptable digital innovation program that supports long-term operational, financial, and customer experience objectives.

Q (Segment Success Metrics): What are the primary revenue streams the airport is prioritizing for growth? Examples may include: Parking Concessions Retail Advertising Lounge services Digital media Premium services

A: We are not focusing on growth specifically within the traditional revenue streams, but rather focusing on diversifying revenue generation within our primary revenue steams. The primary areas included in this strategy would be: Parking, Concessions, Advertising (leveraging partners and partnerships).

Q (Passenger Experience ): Which passenger experience metrics are most important to OIAA? Examples: Passenger dwell time Conversion rate in concessions Passenger satisfaction scores Digital engagement

A: Customer satisfaction scores, including participation in industry benchmarking programs such as Airports Council International Airport Service Quality (ASQ). Passenger flow and processing efficiency, including wait times at security checkpoints, ticket counters, and other key touchpoints Wayfinding effectiveness, measured through passenger feedback and observed navigation patterns within the terminal environment. Cleanliness, comfort, and overall terminal environment, including seating availability, amenities, and terminal conditions. Engagement with passenger-facing digital tools, including usage of digital signage, information displays, and interactive technologies. Commercial experience indicators, such as passenger interaction with concessions, retail, and dining offerings.

Q (Concessionaire/Retail): How does RevM currently collaborate with concessionaires and retail partners to optimize revenue performance?

A: We would like to get better in working with our partners to provide offers to our passengers based on behavior rather than assumptions. This would include analyzing passenger flow, dwell time, peak/valley travel windows, which are all things we have access to now but do not have the right digital resources to drive data-driven decisions to create digital solutions.

Q (Long-term vision and plan): How does OIAA envision digital transformation shaping airport revenue generation over the next decade?

A: Over the next decade, the OIAA is likely to see digital transformation less as a technology upgrade—and more as a commercial operating model shift. The goal isn’t simply modernization; it’s building a data-enabled revenue platform that scales across concessions, parking, real estate, airlines, and partnerships.

Q (Pre-proposal Meeting): I am unable to join the meeting with the revised MS Team link. Please help

A: The meeting link should have automatically been provided upon registration for the webinar via the registration confirmation email. Please contact the Procurement Point of Contact to confirm the correct link that was used. Please note that the pre-proposal meeting has already taken place. The PowerPoint presentation and attendance sheet have been uploaded under Notice #1 in OpenGov for reference.

Q (Pre-Bid Meeting): We have been waiting in the teams waiting room for someone to let us in for the meeting since 2:55pm, but it is still saying someone will let you in when the meeting starts.

A: A revised webinar registration link was issued via Addendum #1 on March 20,2026. If you attempted to join using a previous link, you may have been directed to an inactive session. Please contact the Procurement Point of Contact to confirm the correct link that was used. Please note that the pre-proposal meeting has already taken place. The PowerPoint presentation and attendance sheet have been uploaded under Notice #1 in OpenGov for your reference.

Q (No subject): 1. What are the details of the current Revenue Management System (e.g., ERP platform, lease and revenue management systems, parking, concessions, ground transportation systems, and reporting platform(s))?

A: ERP: Workday. Lease/revenue management: PROPworks. Parking: Advam. Concessions: N/A. Ground Transportation: Gatekeeper. Reporting platform: PROPworks Portal/spreadsheets.

Q (No subject): 2. What is the anticipated role(s) of the selected consultant in integrating these systems into a unified data platform?

A: Selected consultant would design, build, and support a Revenue Management Platform. This is an anticipated function and detailed scope may change during project scoping.

Q (No subject): 3. What is the estimated overall project budget, FY 2027 budget, and the budget for each of the anticipated functions described in Section 4.2 of the RFP?

A: Budget will be discussed only with the awarded proposer.

Q (No subject): 4. Will there be opportunities for multiple subcontractors to participate across different task orders?

A: Yes, but task orders will be reviewed accordingly on a case by case basis.

Q (No subject): 5. Are there any constraints or preferences regarding the use of subcontractors for specialized services under task orders?

A: Subcontractors proposed under a task order should have the necessary experience to produce the deliverables under the project/task order.

Q (No subject): 6. How do you envision the method by which task orders will be scoped, priced, and awarded under the on-call contract?

A: Each potential project, when determined to move forward, would be discussed with the selected proposer, then a task order would be drafted for OIAA's review and approval. The task order would include details of scope and price.

Q (No subject): Is the agency looking for a Commercial Off-The-Shelf (COTS) solution, or is a custom-built solution preferred?

A: The development of a solution is one anticipated function as a part of OIAA's digital innovation initiative. The details of the solution would be determined during project scoping, which may determine whether a COTS solution is appropriate or a custom-built solution.

Q (Scope & Commercial Model Clarifications): • What % of work is expected across: o Strategy vs Implementation vs O&M vs Innovation pilots? • Are proposers expected to act as: o System integrator o Product provider o Advisory partner o Or all of the above? • How will success be measured commercially (e.g., revenue uplift, passenger engagement KPIs)?

A: O&M: 40%; Implementation: 30-40%; Strategy/Innovation/Pilots: 20-30% Proposers are expected to act as a comprehensive digital innovation partner, capable of translating the OIAA's vision into executed, implemented, and operational solutions.

Q (Revenue Streams & Tenant Scope ): The RFP mentions revenue domains but does not define scope: “Integration of revenue-related data sources including concessions, advertising, parking…” Clarify: • What is the full inventory of revenue streams in scope: o Duty Free o Specialty retail o F&B o Advertising (DOOH) o Parking o Ground transport (TNC, rental cars) o Lounges / premium services • How many tenants / concessionaires are currently operating? • Are all tenants expected to be included in data integration, or only select ones? • What is the current concessionaire reporting mechanism: o Manual reporting? o POS integrations? o Third-party systems? • Are there existing contracts or constraints with concessionaires on data sharing? • Is there interest in real-time transaction capture (e.g., StoreSense-like solutions) vs periodic reporting?

A: The scope is not defined in the RFP due to these initiatives being projects that would need to be discussed and defined during project scoping. "Integration of revenue-related data sources…" is an anticipated function and related projects may not occur immediately at the start of the contract.

Q (No subject): In section 4.3 (Project Deliverables), it references that Proposers are expected to manage [software] and provide support 24/7 or tech support by a scheduled day. Is the airport's expectation that the vendors will be providing a software as part of the proposal, or that we will be helping OIAA to procure a software, of which that vendor would provide technical support?

A: Vendors would provide a software as part of the proposal, and technical support.

Q (Existing Systems & Technology Landscape): • What systems are currently in place for: o Revenue management o Digital signage CMS o Data analytics / BI (e.g., Power BI, Tableau) o Airport operational systems (AODB, FIDS, etc.) o Sensors/ Beacons for Indoor Navigation • Are there existing system vendors that must be retained? • What are the key integration endpoints/APIs available? • Is there an existing data warehouse or lake architecture? • What are the current limitations/pain points in the existing stack? • Are there any enterprise IT standards or preferred vendors

A: ERP: Workday. Lease/revenue management: PROPworks. Parking: Advam. Concessions: N/A. Ground Transportation: Gatekeeper. Reporting platform: PROPworks Portal/spreadsheets. Also, Digital Signage: proprietary system owned by the current vendor. Data Analytics: Power BI and Tableau. Airport Operational Systems: Amadeus AODB/RMS and FIDS. Sensors/beacons: N/A. Existing system vendors that must be retained: All existing system vendors should be planned to be retained, except for the current vendor's digital signage system.

Q (Data Strategy & Analytics Expectations): • What level of analytics maturity is expected: o Descriptive (dashboards) o Diagnostic o Predictive o Prescriptive (optimization) • What are the core KPIs for Revenue Management: o Sales per enplaned passenger? o Conversion rates? o Dwell time correlation? • Are there expectations for: o Passenger segmentation (by airline, route, demographics)? o Real-time vs batch analytics? • What external datasets are available: o Flight data o Passenger flow (WiFi, sensors) o Loyalty / CRM • Who owns the data governance and data security policies?

A: OIAA’s current environment is primarily descriptive and diagnostic, with reporting and dashboards supported across multiple systems. Through this initiative, OIAA seeks to progressively advance toward predictive and, where appropriate, prescriptive analytics, particularly in areas that support revenue optimization, passenger behavior insights, and operational decision-making. Proposers should demonstrate the ability to support this evolution in a scalable and practical manner, aligned with OIAA’s operational needs. Core KPIs: Sales per enplanements There is a desire for passenger segmentation and real-time vs batch analytics, however the scope and initiative would have to be defined during project scoping. External data sets available: Flight data, sales/revenue information. Data governance/security policies: OIAA retains ownership of all data governance, data security, and related policies. The selected Consultant will be required to comply with all applicable OIAA policies, standards, and regulatory requirements related to data management, privacy, and cybersecurity. The Consultant may be expected to support implementation and alignment with these policies as part of system design and integration efforts.

Q (Digital Signage & DOOH Network): The RFP explicitly includes full ownership of signage: “Manage, maintain, and modernize ONT’s airport-wide digital signage network” Clarify: • What is the current scale of the signage network: o Number of screens o Locations (T1, T2, curbside, TSA, baggage) • What CMS/platform is currently used? • Is signage primarily: o Advertising revenue-driven o Passenger information o Hybrid? • What is the current monetization model: o Direct sales o Media agency • Are there programmatic DOOH ambitions? • Who owns content creation vs scheduling?

A: There are about 43 screens in the Terminals. Located in T2, T4, International Arrivals. Signage is advertising revenue driven. The current CMS is provided by the existing vendor and is a proprietary system. Current monetization: Direct Sales (run in house), The content is given by the advertiser and scheduling /uploading is through vendor by OIAA direction.

Q (Operations, SLA & Support Model): • What are the expected SLAs: o System uptime o Response time o Resolution time • What does 24/7 support specifically entail? • What is the expected onsite staffing model beyond “1 visit/month”? • Are there penalties for SLA breaches? • What tools are currently used for: o Monitoring o Incident management

A: System uptime is 24/7. Response time should be within 24 hours. Resolution time should be remotely within 24hours otherwise need to schedule a maintenance visit within one week.24/7 support means that there is someone available for maintenance issues and/or upgrades, and managing the uploads to the system. Penalty breaches would be outlined in the negotiated agreement with the selected vendor.

Q (Digital Innovation & Pilot Expectations): • How many pilot projects per year are expected? • What is the budget per pilot initiative? • What is the evaluation framework for pilots (ROI, adoption, etc.)? • Does OIAA expect: o Vendor-funded pilots? o Co-investment? • What is the timeline from pilot → scale deployment?

A: Pilot projects would be discussed and the initiative led by OIAA. The budget would also be determined during project scoping. The selected vendor is not expected to propose a pilot unless a direction is provided by the OIAA. Funding and timeline would also be determined by OIAA based on conversation with the selected vendor during individual project scoping.

Q (Passenger Experience & Retail/F&B Digital Initiatives): “Digital restaurant ordering systems, retail activation technologies…” Clarify: • Is there a plan for: o Airport-wide digital ordering (F&B / retail)? o Marketplace / aggregation platform? • Are concessionaires open to shared digital platforms? • What is the current penetration of digital ordering? • Are there plans for: o Loyalty integration o Personalization • How is last-mile fulfillment handled (pickup, delivery, gate delivery)?

A: This is a potential project area per the RFP; the specific plan and details would be determined during project scoping.

Q (Asset Lifecycle & Capex Responsibility): • Who owns CAPEX vs OPEX decisions? • Is the vendor expected to: o Procure hardware directly? o Recommend only? • What is the expected annual refresh cycle for: o Signage o IoT / sensors • Are there approved OEM vendors?

A: The OIAA owns all CAPEX vs OPEX decisions. Vendor is expected to recommend hardware for approval, then OIAA will provide the direction to procure hardware. Expected annual refresh cycle is dependent on the equipment procured and the recommendation by the selected vendor.

Q (Security, Compliance & IT Governance): • What are the cybersecurity standards (NIST, ISO, etc.)? • Are there constraints from: o TSA o FAA • What are the data privacy requirements (especially passenger data)? • Are cloud deployments allowed? If yes, which providers?

A: Cybersecurity standard would be dependent on the project and would be advised during project scoping. Depending on the project, there may be constraints with TSA/FAA. All data that OIAA has is subject to public records. Cloud deployments may be allowed depending on the individual project and would be determined during project scoping.

Q (Stakeholders & Decision-Making): • Who are the primary stakeholders: o Revenue Management o IT o Operations o Commercial / Concessions • Who owns: o Final decision-making o Budget approval • How will cross-functional coordination be managed?

A: Revenue Management is the primary contact. Cross functional coordination will be through the Senior Manager, Advertising & Partnerships.

Q (Success Metrics & ROI Expectations): • What are the top 3 business outcomes expected: o Revenue uplift % o Passenger satisfaction o Operational efficiency • Are there baseline metrics available today? • What is the expected payback period for investments?

A: Revenue Growth: Measurable uplift in non-aeronautical revenue through enhanced monetization of digital and physical assets. An increase and diversification is considered a desired/expected outcome. Passenger Experience Enhancement: Improved passenger satisfaction, engagement, and ease of navigation throughout the airport journey Operational Efficiency: Increased efficiency through better data visibility, streamlined systems, and reduced manual processes These outcomes are intended to be complementary, with digital innovation supporting both financial performance and overall airport experience. Baseline metrics: No. This would need to be developed. Payback period for investments: Shorter-term initiatives (e.g., pilots or targeted enhancements) are expected to demonstrate near-term value and measurable impac Larger-scale or infrastructure investments may be evaluated over a longer-term horizon, considering both financial returns and broader operational or passenger experience benefits.

Q (Deliverables & First 2-Year Priorities): The RFP lists initial projects but lacks detail: “Revenue data integration platform, signage, digital assets…” Clarify: • What is the priority order of these initiatives? • What are the expected timelines? • Are detailed requirements available for each project?

A: The initial projects are not defined as these would need to be further discussed and determined during project scoping. The non-innovation and pilot implementation functions, including items 4, 5, and 6, are standing/ongoing/recurring needs. Other initiatives would be prioritized at the direction of the OIAA during each fiscal year.

Q (No subject): Where will the solution be deployed — cloud, on-prem, or hybrid?

A: This will be determined during project scoping.

Q (No subject): Does OIAA have a preferred cloud platform (e.g., AWS, Azure, Google Cloud)?

A: This will need to be determined via negotiations and project delivery.

Q (No subject): What content management system (CMS) is currently used to manage digital signage content?

A: The current CMS is provided by the existing vendor and is a proprietary system.

Q (No subject): What backend platform currently runs the digital signage network across ONT?

A: The current CMS is provided by the existing vendor and is a proprietary system.

Q (No subject): Which revenue source systems need to be integrated into the data platform (e.g., concessions POS, parking, ground transportation)?

A: This would be determined during project scoping under the overall contract as annual efforts are determined and evaluated.

Q (No subject): Does OIAA have an existing data warehouse or data lake? If yes, what platform is it on?

A: The OIAA has been building a data warehouse using Adara.

Q (No subject): Is there a preferred BI or reporting tool (e.g., Power BI, Tableau, Looker)?

A: The OIAA currently utilizes Power BI and Tableau. There may be a preference to use existing tools, but other tools may be explored and discussed.

Q (No subject): Will OIAA share API documentation for existing revenue-related systems before the contract starts?

A: Appropriate documentation will be shared before the task/project starts. Not all tasks my be initiated at the start of the contract.

Q (No subject): Is the concessions portal a replacement for an existing portal, or is this a brand-new build?

A: Brand new build.

Q (No subject): What authentication method should be used for new digital portals (e.g., SSO, OAuth, agency identity provider)?

A: This will be determined during project scoping.

Q (No subject): Will a full digital asset inventory (display count, locations, software versions, makes/models) be provided before award?

A: Yes. We can provide inventory list.

Q (No subject): Is remote monitoring software already deployed on the signage network, or will the vendor procure and install it?

A: Vendor will need to install it. The current CMS is provided by the existing vendor and is a proprietary system.

Q (No subject): Does OIAA have existing brand guidelines and creative assets for digital signage, or will the vendor develop content templates from scratch?

A: Vendor is not responsible for the content on digital signage.

Q (No subject): For event support (e.g., watch parties), what AV and display infrastructure already exists at ONT? What must the vendor supply?

A: AV and display infrastructure does not exist and vendor will help supply for events.

Q (No subject): For the International Arrivals Area digital signage, are there CBP or TSA regulatory constraints on content, access, or installation timelines?

A: No, however any installations would need to occur during hours where there are no active flights.

Q (No subject): Are there existing Azure, Power Platform, or other cloud solutions in OIAA's environment that the vendor must integrate with?

A: This would be determined during project scoping.

Q (No subject): Will OIAA provide a staging or test environment, or is the vendor responsible for setting one up?

A: Vendor is responsible for setting up and testing one.

Q (No subject): Is there a preferred programming language or technology stack for custom development work?

A: No preferred language.

Q (No subject): For the Revenue Management data platform — is there an existing platform to build on, or is this a new implementation from scratch?

A: New Implementation.

Q (No subject): Who procures replacement hardware — the vendor (who then bills OIAA), or does OIAA purchase directly with the vendor managing installation?

A: The vendor would purchase then bill OIAA.

Q (No subject): Can OIAA share the current inventory of digital signage displays — count, locations, make/model, and approximate age?

A: 7 digital assets. 43 screens. 3 different locations. 1-5 years.

Q (No subject): What display types are currently installed (LED, LCD, or mixed)? What are the typical screen sizes and resolutions?

A: Commercial grade digital displays/LED. Sizes are different based on location. LED screens are 20ft while concourse (1080 x 1920) baggage (1920 x 1080).

Q (No subject): For the Terminal 2 LED lighting project — is the electrical infrastructure (conduit, panels, circuits) already in place?

A: No.

Q (No subject): For the Terminal 2 Lobby Information Display System — what are the physical dimensions, mounting constraints, and structural requirements?

A: Mounting constraints and structural requirements would have to be determined during the project via an engineer. The physical dimensions need to be determined, but the desired screens to be installed for this are 2.0mm LEDs at 1000 nits.

Q (No subject): Is there existing network cabling (fiber, Cat6) to support new display installations, or will the vendor need to run new cabling?

A: Vendor would have to work with IT to identify any areas that would need additional replacement or support.

Q (No subject): Who handles physical hardware installation — the vendor directly, or a separate AV/construction contractor coordinated by OIAA?

A: The vendor would coordinate this. A subcontractor is allowed under the selected vendor.

Q (No subject): Are there FAA or TSA access restrictions that affect hardware installation in specific terminal zones (e.g., secure side, International Arrivals)?

A: Yes.

Q (No subject): What is the current network topology (LAN/WAN/fiber) supporting the digital signage system?

A: All (LAN/WAN/fiber).

Q (No subject): For exterior digital signage opportunities — are City of Ontario permits, zoning approvals, or FAA obstruction clearances already in place?

A: This is for in terminal digital signages.

Q (No subject): Could you please clarify what percentage of the scope of work under this agreement is anticipated to be software-related?

A: Approximately 70%, but certain initiatives/projects may have both hardware and software components.

Q (No subject): Does proposer location within the State of California factor into the formal evaluation scoring?

A: No.

Q (No subject): Should travel and lodging costs for non-California based firms be included in the cost proposal?

A: Yes.

Q (No subject): Is a minimum onsite presence required, and if so, how many days per month?

A: Please refer to the Scope of Work, Section 4.2 "Anticipated Functions", Part 5 in the RFP.

Q (No subject): Does having a California-based subcontractor satisfy the local presence preference stated in Section 4.6?

A: Presence within the State of California is highly preferred but not required.

Q (No subject): Is this a standalone project, or will this be awarded as a contract vehicle (e.g., IDIQ, BPA, or on-call task order agreement)?

A: Contract vehicle (on-call task order agreement).

Q (No subject): Is there a defined budget for this scope of work? If so, can a budget range be shared?

A: Budget will be discussed only with the awarded proposer.

Q (No subject): What pricing structure is preferred — T&M (Time & Materials), Fixed Price, Cost-Reimbursable, or Hybrid?

A: A fixed price should be provided for monthly efforts and site visits, with cost-reimbursable pricing provided for any purchases.

Q (No subject): Does OIAA prefer a fully loaded hourly rate table by labor category, or a milestone/deliverable-based cost structure for the cost proposal?

A: A fixed price should be provided for monthly efforts and site visits, with cost-reimbursable pricing provided for any purchases.

Q (No subject): Is onsite presence required? If yes, how often, and at which specific location(s) at ONT?

A: Please refer to the Scope of Work, Section 4.2 "Anticipated Functions", Part 5 in the RFP.

Q (No subject): Section 19 references 8-10% small business participation on similar projects. Is there a specific SBE participation goal for this contract? Will SBE utilization be evaluated or scored as part of the proposal?

A: No. There is no required small business or SBE goals set for this project. While no small business participation goal is required, the Ontario International Airport Authority (OIAA) has historically achieved approximately 8%–10% small business participation on projects of similar scope and encourages proposers to utilize and/or partner with small and local businesses. The OIAA values our current and future partners commitment to supporting small and local businesses to help us maintain historical participation levels. Small business documentation and participation will be reviewed upon proposal submittal but will not be scored.

Q (No subject): Is past performance from commercial (private sector) clients acceptable?

A: Per the RFP, direct airport experience is not required, however it is highly preferred.

Q (No subject): Is past performance from commercial (private sector) clients of similar size, but outside the airport domain, considered acceptable?

A: Per the RFP, direct airport experience is not required, however it is highly preferred.

Q (No subject): How many years back can past performance references go? Is there a maximum look-back period?

A: Please refer to the "Proposal Content Requirement" section in the RFP.

Q (No subject): Will subcontractor past performance count toward the three required references?

A: Yes.

Q (No subject): If the vendor served as a subcontractor, is a reference from the end client acceptable?

A: Yes.

Q (No subject): If a referenced employee has left the company, can they still serve as a valid reference?

A: Yes.

Q (No subject): Must all proposed resources be full-time employees of the prime vendor, or are 1099/contract consultants acceptable?

A: Consultants/subcontractors are acceptable per the RFP.

Q (No subject): Could you please confirm whether proposed resources with experience in a similar scope of work, though not within the airport domain, will be considered acceptable?

A: Yes.

Q (No subject): Could you please clarify which other industry sectors, in addition to airport domain, would be considered acceptable for demonstrating relevant experience for the proposed resources?

A: Any industry that has a direct example of projects that fit the scope of work.

Q (No subject): Are resumes required during RFP submission?

A: Resumes are not required as part of the proposal submission. However, proposers are expected to clearly identify key personnel and provide sufficient detail regarding their qualifications, relevant experience, and roles as part of the “Company Overview & Key Staff” and “Qualifications” sections. Proposers may include resumes if they believe it will help demonstrate the experience and capabilities of their team.

Q (No subject): Are there restrictions on candidate work authorization (e.g., H-1B, Green Card, or U.S. citizenship only)?

A: There are no specific restrictions identified in the RFP regarding candidate work authorization. Proposers are responsible for ensuring that all personnel assigned to this contract are legally authorized to work in the United States and are able to meet any applicable airport security and badging requirements. All personnel must be able to comply with applicable federal, state, and airport security requirements, including badging, as required.

Q (No subject): Can the proposed team include onshore and offshore resources (e.g., resources based in India or other countries)?

A: Proposers may include both onshore and offshore resources as part of their proposed team. The proposer shall remain fully responsible for the performance, supervision, and compliance of all personnel, including subcontractors and offshore resources, in accordance with the requirements of this RFP and resulting contract. All work must comply with applicable federal, state, and local laws and regulations, as well as OIAA policies and requirements, including those related to data security, confidentiality, and airport operations. Proposers must also ensure their staffing approach supports all Scope of Work requirements, including coordination with OIAA staff, responsiveness, and the ability to provide onsite services as required.

Q (No subject): Is there a current incumbent vendor performing any of these services? If yes, will there be a formal transition period and documentation handoff?

A: Yes. We will have a formal transition.

Q (No subject): Section 9.8 states the draft contract is under internal review and will be released via addendum. Given the April 10, 2026, deadline, when will the addendum be published so vendors have adequate time to review before submission?

A: The "Draft Contract Terms" was provided via Addendum #2 which was posted on Mar 25, 2026.

Q (No subject): Is 10+ years of airport experience mandatory for the primary consultant, or will similar experience in transportation, transit, or comparable environments be accepted?

A: Per the RFP, primary consultant should have 10+ years working with airports, and the primary consultant individual under the company should also have the same minimum qualifications.

Q (No subject): Beyond the City of Ontario Business License, are there any other licenses, permits, or certifications required before contract execution?

A: Other than the City of Ontario Business License the OIAA is not identifying any additional specific licenses, permits, or certifications required for the selected proposer prior to contract execution. However, the selected proposer shall be responsible for obtaining and maintaining all licenses, permits, and certifications required to perform the services described in this RFP, in accordance with applicable federal, state, and local laws and regulations and in accordance with the Authority's requirements.

Q (No subject): Does holding an NMSDC MBE certification provide any advantage or preference in the evaluation process?

A: There is no advantage or preference to proposers with small or minority business certifications. The Ontario International Airport Authority (OIAA) has historically achieved approximately 8%–10% small business participation on projects of similar scope and encourages proposers to utilize and/or partner with small and local businesses. The OIAA values our current and future partners commitment to supporting small and local businesses to help us maintain historical participation levels.

Q (No subject): Is SBE participation a scored criterion or is it only encouraged?

A: Small business documentation and participation will be reviewed upon proposal submittal but will not be scored.

Q (No subject): If the prime vendor is a self-certified small business, does that count toward the SBE participation goal?

A: Please submit all small business certifications when responding to Administrative Requirements.

Q (No subject): Does a Virginia SWAM small business certification satisfy the SBE participation requirements under Section 19?

A: Please submit all small business certifications when responding to Administrative Requirements. There is no required small business or SBE goals set for this project. While no small business participation goal is required, the Ontario International Airport Authority (OIAA) has historically achieved approximately 8%–10% small business participation on projects of similar scope and encourages proposers to utilize and/or partner with small and local businesses. The OIAA values our current and future partners commitment to supporting small and local businesses to help us maintain historical participation levels.

Q (No subject): Do the resources have to be employees of the company?

A: Please refer to the Project Resources (section 4.4) under the scope of Work in the RFP.

Q (No subject): Any preferred technology that the agency is looking forward to?

A: Preferred technology would be determined during project scoping.

Q (No subject): How many Past Performance references are required?

A: Please refer to the Proposal Content Requirements in the RFP, "References" section.

Q (No subject): What needs to be uploaded in the “Draft Contract Terms” file placeholder? Should we complete and upload it, or upload it as-is without any changes?

A: There is no document that needs to be uploaded in the "Draft Contract Terms" section in the Administrative Requirements.

Q (No subject): What information is required to be filled in the “Affidavit to Accompany Proposals or Bids” form for ss (written)?

A: Please ensure all fields are completed, including the company name, authorized representative name and title, and any other required information indicated on the form, prior to notarization. The “Affidavit to Accompany Proposals or Bids” form must be fully completed, signed, and notarized. Failure to provide a notarized version may result in disqualification.

Q (No subject): Preference will be given to firms located within California due to the need for regular onsite services. Will this be part of the evaluation?

A: Proposers located within the State of California are highly preferred, but not required, due to the need for regular onsite services. Not included in the evaluation.

Q (Passenger Experience & Revenue-Enhancing Digital Initiatives): Are integrations with airline, TSA, or third‑party retail systems permissible or restricted?

A: Integrations could be permissible, depending on the scope of the project and what is discussed with participating third parties (Airline, TSA, etc).

Q (Revenue Data Integration, Analytics & Digital Platforms): What are the data sources available for systems currently?

A: OIAA is unable to answer this question as the question is not specific.

Q (Digital Signage Network Management & Modernization): What platforms currently operate ONT’s digital signage CMS and hardware?

A: The current CMS is provided by the existing vendor and is a proprietary system. Content is managed under the direction of the Revenue Management team.

Q (Digital Signage Network Management & Modernization): How many digital signage endpoints are currently deployed, what platforms are used, and what growth is anticipated over the contract term?

A: 7 digital platforms.

Q (Digital Signage Network Management & Modernization): Are signage systems owned by OIAA or third parties (e.g., JC Decaux, TSA, concessions)?

A: The digital signage is owned by the OIAA.

Q (Digital Signage Network Management & Modernization): Are content creation and creative design included or limited to system and content management?

A: Content creation and design are not needed. Just system and content management.

Q (Commercial Model): Are there budgetary or investment‑horizon considerations that should guide whether proposed initiatives focus on near‑term affordability versus longer‑term, higher‑value revenue and passenger experience returns?

A: These would be determined during project scoping.

Q (Project Scope): Are there any explicit out‑of‑scope activities (e.g., marketing strategy, branding, airline systems, flight ops systems)?

A: Please refer to the Anticipated Functions (Section 4.2), under the Scope of Work in the RFP. The scope activities would be performed as-needed and authorized through task orders issued by OIAA.

Q (Project Scope): What are the prioritized success criteria for this engagement over the initial 2‑year period (e.g., revenue uplift %, passenger experience KPIs, operational efficiencies)?

A: Success would be defined as the successful development and implementation of a scalable, integrated digital ecosystem that enhances both non-aeronautical revenue generation and the overall passenger experience at ONT. This is not only the implementation of individual technologies, but also establishment of a sustainable and adaptable digital innovation program that supports long-term operational, financial, and customer experience objectives.

Q (Project Scope): Are there priority revenue streams (concessions, parking, advertising, curbside, ground transport) that should be addressed first?

A: ONT does not prioritize one revenue stream over another. Concessions, parking, advertising, properties and ground transportation are all important components of the airport’s non-aeronautical revenue strategy. The airport’s approach is to strengthen and diversify performance across all revenue streams to support long-term financial stability, enhance the passenger experience, and reduce reliance on any single source of revenue. Opportunities are evaluated based on impact, feasibility, and alignment with broader operational and strategic goals.

Q (Current Technology Landscape): Does OIAA have a current digital innovation roadmap?

A: No.

Q (Emerging technology assessment & pilot implementation): What is the anticipated number of projects for emerging technologies, and what criteria determine progression to full production deployment?

A: This is dependent on the OIAA's budget and annual priorities. Anticipated number of projects each year would be determined during the budget process.

Q (Commercial Model): What pricing model does OIAA prefer for task orders (T&M, not-to-exceed, fixed fee, or hybrid)?

A: A fixed price should be provided for monthly efforts and site visits, with cost-reimbursable pricing provided for any purchases.

Q (Current Technology Landscape): What core revenue, POS, parking, advertising, and concessions systems are currently in place and expected to be integrated?

A: ERP: Workday. Lease/revenue management: PROPworks. Parking: Advam. Concessions: N/A. Ground Transportation: Gatekeeper. Reporting platform: PROPworks Portal/spreadsheets. Integration would be scoped out during individual project efforts.

Q (Revenue Data Integration, Analytics & Digital Platforms): Is there an existing enterprise data platform or analytics environment that the revenue management platform must integrate with? Who is responsible for managing the platform?

A: This can be determined during scoping. The selected firm would be responsible for managing the platform.

Q (Revenue Data Integration, Analytics & Digital Platforms): Does OIAA have a data lake? Can we add data elements from AODB/equivalent to data lake?

A: OIAA has been working on various efforts to create a data lake but there is currently no comprehensive system. Data elements may potentially be added but specific efforts may need to be further determined.

Q (Digital Signage Network Management & Modernization): Is media distribution and programming managed in-house or by a third-party?

A: Media is managed in house by Revenue Management, Advertising & Partnerships department.

Q (Revenue Data Integration, Analytics & Digital Platforms): Does OIAA anticipate any plans to monetise the data in future?

A: OIAA is not committing to any plans but is open to exploring this.

Q (2 Week Deadline Extension ): We would like more time to develop a comprehensive and competitive proposal. An additional 2 weeks would allow us to further develop our proposal. Thanks for your consideration to this request.

A: At this time, the OIAA will not be extending the proposal submission deadline.

Q (Scope: Physical Infrastructure Responsibility): Can ONT clarify the expected scope of responsibility for the selected firm with respect to physical infrastructure, including electrical work, installation, and field deployment of digital signage and related systems? Should proposers assume responsibility for coordinating these activities through subcontractors, or does ONT anticipate contracting these services separately?

A: Yes, for projects under this contract, the selected firm would assume responsibility for coordinating these activities through subcontractors. OIAA may have staff assigned to oversee these projects.

Q (Scope: Hardware Procurement vs Coordination): For digital signage and asset lifecycle modernization, does ONT expect the selected firm to directly procure and supply hardware components, or to coordinate procurement through ONT and/or third-party vendors?

A: The vendor is expected to procure the components, but the budget will be set by the OIAA.

Q (Scope: Strategy vs Implementation vs O&M): How does ONT distinguish expectations across strategic planning, technical implementation, and ongoing operations and maintenance within this contract?

A: ONT distinguishes expectations across three areas: Strategic Planning focuses on assessment, standards development, program recommendations and long-term roadmaps. Technical Implementation includes preparing specifications, coordination with internal teams incumbent vendors, supporting procurement as needed. Operations and Maintenance centers on sustaining performance after deployment through monitoring, lifecycle planning, documentation support and coordination with responsible internal teams.

Q (Vendors: Current Roles and Responsibilities): Can ONT clarify the roles and scope boundaries of current vendors supporting digital signage, advertising, and digital maintenance, and how the selected firm is expected to coordinate with them?

A: Current vendors supporting these areas are subvendors under the main vendor. The selected firm is expected to manage the subvendors and also ensure that OIAA is able to contact the subvendors if needed for those scope(s) of work.

Q (Vendors: System Constraints): Are there any exclusive vendor agreements or system constraints that would limit the selected firm’s ability to modify or replace components of the digital signage or data environment?

A: OIAA does not intend to replace the display hardware for the digital signage, but is open to needed replacements/modifications for components of the software/back-end hardware for the digital signage environment. Data connections may be modified but should not impact existing systems.

Q (Vendors: Coordination Model): How does ONT envision the selected firm interacting with incumbent vendors and internal IT teams, particularly in areas where responsibilities may overlap?

A: The selected firm will be expected to engage proactively with existing vendors whose systems, platforms, or infrastructure intersect with the scope of work. This includes coordinating implementation schedules, confirming technical compatibility, and avoiding duplication of effort where services are already established under separate agreements. Internal IT will remain the primary authority for network architecture, cybersecurity standards, system access protocols, and enterprise technology governance. The selected firm should plan to align with ONT’s established IT policies and participate in structured coordination during design, integration, testing, and deployment phases.

Q (Data: Systems of Record): Can ONT identify the primary systems of record for parking, concessions/POS, advertising, and ground transportation data?

A: ERP: Workday. Lease/revenue management: PROPworks. Parking: Advam. Concessions: N/A. Ground Transportation: Gatekeeper. Reporting platform: PROPworks Portal/spreadsheets. Integration would be scoped out during individual project efforts.

Q (Data: Access Constraints): Are there known limitations regarding data access, such as vendor-controlled APIs, licensing restrictions, or data ownership constraints, that the selected firm should plan for?

A: Internal IT will remain the primary authority for network architecture, cybersecurity standards, system access protocols, and enterprise technology governance. The selected firm should plan to align with ONT’s established IT policies and participate in structured coordination during design, integration, testing, and deployment phases.

Q (Data: Real-Time Expectations): What level of real-time data integration is expected versus batch reporting across revenue-related systems?

A: This will be determined during project scoping.

Q (Signage: Current Architecture): Can ONT describe the current architecture of the digital signage network, including CMS ownership, control model, and how content is managed across operational messaging, wayfinding, and advertising?

A: The current CMS is provided by the existing vendor and is a proprietary system. Content is managed under the direction of the Revenue Management team.

Q (Signage: Modernization Priorities): Among signage-related objectives, how does ONT prioritize operational clarity, passenger experience, and revenue generation?

A: ONT prioritizes signage objectives using a structured hierarchy that places operational clarity first, passenger experience second, and revenue generation third, while actively seeking opportunities where all three goals can be achieved simultaneously.

Q (Operations: Support & Onsite Expectations): Can ONT clarify expectations for support coverage, including 24/7 versus scheduled support, the scope of monthly onsite visits, and the technical requirements associated with RevM-hosted events?

A: The selected vendor should provide 24/7 support on content management and remote maintenance as needed. If a remote maintenance cannot resolve an outstanding issue, then this issue would need to be resolved during monthly onsite visits. During monthly onsite visits, inspections, event-support, and project scoping conversations would occur.

Q (Subcontractors: Approval and Flexibility): Can ONT clarify the process and criteria for approval of subcontractors and any limitations on substituting or adding subcontractors after contract award?

A: Proposers shall identify all known subcontractors in their proposal in accordance with the requirements outlined in the RFP. The selected proposer shall remain fully responsible for the performance and coordination of all subcontractors. Any substitution or addition of subcontractors after contract award shall be subject to prior written approval by the OIAA and must comply with the terms and conditions of the resulting agreement.

Q (Governance: Deliverable Acceptance): Can ONT clarify the review and approval process for deliverables and task orders, including typical timelines and the roles involved in acceptance?

A: OIAA would initiate the project and work with the proposer to draft a scope task order. The scope would be submitted by the vendor to OIAA, then OIAA would provide formal approvals to move forward with the project.

Q (Task Orders: Prioritization and Decision-Making): How does ONT anticipate prioritizing and sequencing task orders across competing initiatives, and who will be responsible for decision-making and approvals?

A: The OIAA will be responsible for all decision making, approvals, and prioritization of tasks.

Q (Performance: Success Metrics): How does ONT define success for this program, particularly with respect to revenue performance, passenger experience, and system effectiveness?

A: Success would be defined as the successful development and implementation of a scalable, integrated digital ecosystem that enhances both non-aeronautical revenue generation and the overall passenger experience at ONT. This is not only the implementation of individual technologies, but also establishment of a sustainable and adaptable digital innovation program that supports long-term operational, financial, and customer experience objectives.

Q (IT & Security: Constraints and Compliance): Are there specific IT security, network, or regulatory constraints (e.g., TSA, FAA, or internal IT policies) that may impact system integration or deployment?

A: Yes, as an airport OIAA must follow appropriate security and regulatory regulations. These regulations would be identified during project scoping.

Q (No subject): Is OIAA looking for one provider to do it all? Or are they willing to separate work out?

A: Please refer to the Project Resources (Section 4.4) under the scope of work in the RFP.

Q (No subject): What is their current ERP system? Are they looking to tie in their revenue management into their ERP?

A: Our ERP system is Workday. However, tying in revenue management into ERP is not part of this scope based on the RFP.

Q (No subject): Any project components, are they committed to specific brands?

A: No, this would be determined during project scoping.

Q (No subject): What is their current infrastructure?

A: We are unable to fully answer this question as the question is not clear.

Q (No subject): Please further expand on the requirement for exterior lighting and exterior monetization? What is the end goal for this piece of the project?

A: Please refer to Scope #8, Anticipated Functions (section 4.2), under the Scope of Work in the RFP.

Q (No subject): What is the current volume of foot traffic?

A: ONT has an annual arrival/departure traffic of approximately 7.1M. The terminals are split with approximately 53% traffic in Terminal 4 and 47% in Terminal 2.

Q (Section 1): What will that partnership look like? Who would we be interacting with on their side?

A: We are unable to fully answer this question as the question is not clear.

Q (Section 1): For the strategy, are they looking for other digital transformations for the roadmap? (how they get work done) Are they open to new revenue generating technologies?

A: We are open to new revenue generating technologies. The purpose of this RFP is to explore and work with the selected vendor to create a roadmap for digital transformation.

Q (Section 5): Will day to day be supported by the airport team? Are they open to a full-time onsite team?

A: No, day-to-day support must be handled by the vendor. The support can be provided remotely but there must be routine onsite visits as per the RFP.

Q (No subject):

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