Attachment D - Technical Proposal — Palm Springs City Council, May 12, 2026

ATTACHMENT D

TECHNICAL PROPOSAL
Confidential

Maxwell Corotis - Area Sales Manager Southern California ph: 619-695-4183 - e: [email protected]
City of Palm Springs
Parking Access and Revenue Control Systems (PARCS) RFP 15 -25

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ELECTRONIC FILE # 1 - TECHNICAL PROPOSAL ......................................................................................2

1. SECTION A: FIRM ............................................................................................................................3 FIRM OVERVIEW – SKIDATA ...................................................................................................................3 FIRM OVERVIEW – CHAUNTRY .................................................................................................................5 SUBCONTRACTORS..................................................................................................................................6 REFERENCES ..........................................................................................................................................7

2. SECTION B: STAFF, TEAMS ............................................................................................................. 10 RESUMES ........................................................................................................................................... 11

3. SECTION C: DEMONSTRATED UNDERSTANDING OF THE OVERALL PROJECT AND REQUESTED SCOPE OF WORK ......................................................................................................................................... 16

4. SECTION D: FORMS ....................................................................................................................... 23 ELECTRONIC FILE # 2 - COST PROPOSAL - UPLOADED SEPARATELY ..................................................... 48

City of Palm Springs
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Electronic File # 1 - Technical Proposal

Dear Anil and Evaluation Committee,

Thank you for the opportunity to continue supporting Palm Springs International Airport on the City of Palm Springs - Parking Access and Revenue Control Systems (PARCS) RFP 15-25. As a valued SKIDATA customer, PSP has already demonstrated a commitment to delivering a seamless parking experience. This next phase—enhancing your Parking Access and Revenue Control System (PARCS) and integrating pre-booking—will build on that foundation to further improve passenger convenience, optimize revenue, and prepare for future growth.

Our Focus for PSP:
• Frictionless Access: License Plate Recognition (LPR) and pre-booking simplify entry and exit, reducing queues and improving traveler satisfaction.
• Revenue & Insight: Real-time analytics and dynamic pricing tools help PSP maximize yield while maintaining operational control.
• Future-Ready Reliability: Proven 10+ year service life, modular architecture, and continuous R&D ensure adaptability without costly re-platforming.
• Fast, Predictable Delivery: Dedicated project teams and a proven implementation approach minimize disruption and accelerate go-live.
• Long-Term Partnership: SKIDATA’s financial strength and global support network guarantee lifecycle continuity and local responsiveness.

We look forward to collaborating on this upgrade and continuing to deliver a parking program that is easy for travelers, efficient for operators, and accretive for airport revenue. Our team is ready to provide a detailed roadmap, demonstrations, and site visits at your convenience.

Thank you for trusting SKIDATA as your partner in parking innovation.

Best Regards,

Maxwell Corotis
Area Sales Manager Southern California
ph: 619-695-4183
e: [email protected]
City of Palm Springs
Parking Access and Revenue Control Systems (PARCS) RFP 15 -25

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1. Section A: Firm
FIRM OVERVIEW – SKIDATA
Global Leadership in Access Solutions
SKIDATA has been an international leader in access solutions and their efficient management for over 45 years, with a strong focus on parking management. Since our founding in 1977, we have continuously innovated and transformed the way people experience access by introducing groundbreaking technologies, including:
• Chip-Based Ski Passes & RFID Wristbands – Revolutionizing the mountain industry • Credit Card Payment at Parking Exit Columns – Enhancing convenience for drivers • Global Patent for the SKIDATA ‘Keycard’ – Setting industry standards • Cloud-Based Pool Clearing – Pioneering before Google & Apple entered the space • First All-Digital Event Tickets (NFC) – Establishing sustainability benchmarks Today, leading operators of airports, shopping malls, cities, office buildings, hotels, hospitals, universities, ski resorts, stadiums, and amusement parks rely on SKIDATA for secure, future-ready access solutions for both people and vehicles. From initial consultation to ongoing service, SKIDATA is a trusted partner delivering intuitive, user - friendly, and secure systems that help clients optimize performance and maximize profitability.

Part of ASSA ABLOY Group
SKIDATA (www.skidata.com) is part of ASSA ABLOY, the global leader in access solutions. With 61,000 employees worldwide, ASSA ABLOY holds leading positions in areas such as efficient door openings, trusted identities, and entrance automation. Its innovations enable safe, secure, and convenient access to physical and digital spaces, helping billions of people experience a more open world.

Key Facts
• Employees: 1,400
• Countries: 100
• Subsidiaries: 24
• Customers: 10,000
• Installations: 10,000+
• Certifications: ISO 9001, ISAE 3402, ISO 27001, ISO 14001 • Patents/Patent Families: 225

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SKIDATA USA, INC.

SKIDATA USA, Inc. (www.skidatausa.com), incorporated in Delaware in 2002, is a wholly owned subsidiary of SKIDATA GmbH in Austria. Headquartered at 5090 North 40th Street, Phoenix, AZ 85018, SKIDATA USA has become the largest parking solution provider in North America, with an installed base of over 1,000 systems. Our solutions are deployed in airports, municipalities, off-airport parking operations, shopping centers, office complexes, universities, and medical centers across North America.

With SKIDATA, clients benefit from:
• Always Up-to-Date Systems
• No Initial Investment Options
• Highest Security Standards (ISO Certified)
• Future-Proof Technology

U.S. Locations
• Headquarters: Phoenix, AZ
• Regional Offices: Los Angeles, San Francisco, Dallas, Las Vegas, Mid-Atlantic (WV), Denver, Minneapolis, Salt Lake City, Bellevue (WA), Woodbridge (NJ), Detroit

SKIDATA meets all minimum qualifications for the PARCS package, as detailed in Section 2.3(a) of the RFP:

SKIDATA has been a global leader in parking access and revenue control systems (PARCS) for over 45 years and has operated continuously in North America since 2002. We have provided PARCS solutions at U.S. commercial airports for more than 20 years, including installations at San Diego International Airport, San Jose International Airport, Dallas Love Field Airport, Raleigh-Durham International Airport and many more.

SKIDATA systems manage well over 2,500 parking spaces across multiple U.S. airport installations. Examples include:
• San Diego International Airport – over 9,000
• San Jose International Airport– over 5,000
• Dallas Love Field Airport – over 50,000
• Raleigh-Durham International Airport – over 10,000

SKIDATA PARCS solutions process over $10 million annually in parking revenues across U.S. airport installations. Our systems are designed to handle high-volume transactions securely and efficiently, meeting the revenue requirements of major airports.

SKIDATA has extensive experience with U.S. airport installations with LPR such as:
• San Diego International Airport (LPR)
• San Jose Internation Airport (LPR)
• Dallas Love Field Airport (LPR)
• Raleigh-Durham International Airport (LPR)
• Sarasota-Bradenton International Airport (LPR)
• Dallas Ft. Worth Airport (LPR)
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• New Orleans Internation Airport (LPR)
• Detroit Airport (LPR)

Our proposed system, hardware, and software are currently deployed and operational at these airports with LPR functionality.

FIRM OVERVIEW – CHAUNTRY
SKIDATA will be partnering with Chauntry in the Prebooking/Reservation package. Chauntry is the longest- established specialist provider of airport parking reservation systems, supporting airports globally with digital pre - booking, e-commerce, and yield management capabilities since 1991. For over three decades Chauntry has focused exclusively on the development, deployment, and continuous enhancement of digital airport parking solutions, enabling airports to grow non-aeronautical revenue, improve customer experience, and gain greater operational visibility across their parking estates.

Chauntry’s flagship platform - Parkspace - is a cloud-hosted, fully PCI-compliant e-commerce and reservation solution designed specifically for airports. The platform delivers:
● Real-time inventory and pricing synchronization
● Multi-product booking flows tailored to airport operations ● A full suite of revenue optimization tools
● Loyalty, promotion, and CRM capabilities
● API-driven interoperability with airport-wide infrastructure ● Robust reporting, dashboards, and business intelligence ● Continuous product improvement aligned to airport trends and passenger expectations

Chauntry meets all minimum qualifications for the Pre-Booking / Reservation System, as detailed in Section 2.3(B) of the RFP:
● More than two consecutive years of specialized experience delivering reservation systems at major commercial airports in the ACI 2022 Top 75.
● More than three airport installations, including installations in Top 75 U.S. airports. ● Experience integrating with multiple PARCS technologies, supporting seamless credentialing, access control, and real-time system synchronization.
● Acknowledgment of business authorization requirements.

Chauntry brings extensive experience within multi-vendor, prime-subcontractor project environments and has a track record of delivering fully integrated airport solutions in collaboration with PARCS delivery providers, operators, and airport IT teams.

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SUBCONTRACTORS
SKIDATA will be working with DTLA Electric, a licensed California corporation, specialized in electrical installations for commercial and industrial applications including new residential construction. DTLA has 19 years of experience with Installations, Troubleshooting, Networks (Cat3, Cat5, Cat6, Fiber MM, SM. New Islands, Island Demolition, Electrical Conduit, Trenching, Sub-Panel additions, Network Cable Terminations, Fiber Terminations, and has worked on several SKIDATA projects. DTLA is a certified MBE and a copy of the certification has been included below for reference.

Projects Involved
City of Santa Monica, Santa Barbara, John Wayne Airport, Burbank Airport, Long Beach Airport, Culver City, Union Station, Beverly Hills, Pasadena, Santa Ana, Anaheim, Hilton, Lucas Museum, Century City Plaza Towers, Westfield Malls, San Diego Airport.

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REFERENCES

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2. Section B: Staff, Teams

SKIDATA ORGANIZATION CHART

Key Personnel for This Project
• Maxwell Corotis, Area Sales Manager Southern California (Primary Contact) • Malloy Pohrer – Senior Sales Manager, West Region
• Christopher Joseph – Regional Operations Manager, Pacific Southwest • Raj Sandhu – Senior Project Manager
• Trey Billings – Senior Manager, Project Management Office • Anthony Wong – Project Manager
• Brenda Shively, Training Specialist

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RESUMES

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3. Section C: Demonstrated understanding of the
overall project and requested scope of work

Existing Conditions
The Palm Springs International Airport parking system is currently operational and serving the airport’s needs, but it is ready for a comprehensive modernization that improves reliability, supportability, and the customer experience while setting PSP up for today’s digital parking expectations. As the incumbent service provider, SKIDATA is uniquely positioned to execute this upgrade with minimal disruption because we already know the site’s operational rhythms, existing equipment configuration, historical constraints, and the realities of supporting this parking operation day-to-day. That familiarity matters in a live airport environment where uptime and safe, predictable cutovers are non-negotiable. Our approach prioritizes continuity first—protecting operations—while progressively introducing modern capabilities in a controlled sequence.

The PSP parking operation consists of two primary parking areas: the main parking lot adjacent to the terminal and a remote overflow lot. The main lot includes four sections (Lots A, B, C, and D) and is served by six entry lanes and three exit lanes. The overflow lot is served by one entry lane and one exit lane. In total, PSP operates seven entry lanes and four exit lanes. At the main lot, the three exit lanes are adjacent. The leftmost lane is supported by an exit cashiering station integrated with a barrier gate and is housed in a cashiering booth (Booth 1) attached to the parking office. The middle exit lane includes a second cashiering booth (Booth 2), barrier gate, and an exit station that enables self-service. The rightmost exit lane consists of a barrier gate and exit station only, with no booth or cashiering setup. The existing system headend is located within the parking office attached to Booth 1, and the intercom headend server is also located there. A separate workstation in the parking office is used by staff to manage and support the system. Intercom calls are currently received at the leftmost cashiering lane.

The lanes today use legacy ticket coder technology for issuance and processing, exit stations include payment terminals where applicable, and entry stations issue tickets and provide intercom access for assistance. Cash payment is currently limited to the cashiered exit lanes and a previously-used pay-on-foot station has been decommissioned. Validations are rarely used and are currently handled using validation chaser tickets printed at desktop coders in the cashiering booths. The airport does not currently offer ecommerce reservations or digital pre-booking functionality.

A critical characteristic of the current environment is the network architecture. The parking system relies heavily on point-to-point and point-to-multipoint wireless bridges connecting key areas, including the terminal, parking office, remote lot, and multiple access plazas. SKIDATA currently supports the wireless infrastructure and associated network switching required for the parking system, along with the headend infrastructure hosting the parking server. This context drives the modernization strategy: we will not attempt to “modernize on top of a fragile foundation.” Instead, we modernize the foundation first, then modernize the lanes in a sequence that keeps parking revenue flow stable throughout.

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Project Assumptions
For the purposes of this proposal, we are assuming that PSP’s IT department will provide a virtualized server environment with sufficient capacity to host the SKIDATA headend and that PSP IT will assume responsibility for managing the network and providing required network switches. We are also assuming that key wireless links are replaced with wired connectivity where appropriate, including replacement of the terminal-to-parking-office link with fiber, replacement of the terminal-to-remote-lot link with fiber, and replacement of wireless links from the access plazas back to the parking office with copper or fiber based on distance and site conditions. These assumptions are important because they reduce operational risk and materially improve long-term reliability and maintainability.

Foundational System Upgrade
The modernization begins with a foundational headend and software upgrade. SKIDATA will work directly with PSP IT to provision the required virtual machines within the airport’s server environment and establish the network connectivity required for the system and field devices. SKIDATA will then upgrade the system to the latest supported version of Parking.Logic running on the latest supported Microsoft operating system versions. This includes replacement of existing computers that are not compatible with the target operating system, including the parking office workstation and the cashiering computers located in Booth 1 and Booth 2. When complete, PSP will have a modern, supported software platform with the parking headend hosted within PSP’s IT environment—an essential prerequisite that enables the remaining modernization efforts and reduces long-term lifecycle risk.

Preparatory Modernization Work
With the foundation in place, SKIDATA will take deliberate preparatory steps designed to minimize disruption while transitioning PSP into modern workflows. These preparatory actions include enabling cashiering workflows to support the new ticket media format (paper roll tickets rather than fanfold), activating Mobile Pay, deploying a new intercom headend ready to support next-generation intercom devices on new lane equipment, configuring the LPR headend to be ready for camera commissioning, and transitioning from legacy validation handling to the digital sweb Validate platform. The intent is to have the “supporting ecosystem” live and ready before heavy lane cutovers begin, which reduces the likelihood of operational surprises and compresses downtime during go-live windows.

Lane Equipment Modernization
Lane modernization is then executed in a controlled sequence that avoids stranded customers and mixed-media complications. Because new entry devices will issue ticket media that cannot be processed by the existing exit devices due to form factor differences, SKIDATA will modernize exit lanes first. Exit stations will be replaced while reusing existing barrier gate devices where they remain compatible, and reusing existing traffic loops where feasible. Existing credit card terminal kits—added more recently and still current and compatible—will be transferred from the existing exit equipment to the new exit stations. Each modernized exit lane will also receive backup power capability via UPS/battery units to maintain lane operation during short-duration power events, improving continuity of service. License plate recognition will be added as part of the modernization to enhance customer experience, improve operational control, and support digital workflows.

Once exit lanes are modernized and fully operational, SKIDATA will proceed with entry lane modernization. Entry stations will be replaced as well, using a similar strategy: reusing existing barrier gate devices where compatible and reusing traffic loops in select locations where feasible based on existing conditions and loop health. The key difference between entries and exits is that entry lanes do not have credit card payment terminals, which simplifies the entry device configuration relative to exits. Entry lanes will still be modernized to support the new ticket media, intercom integration, and the LPR strategy described below.

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To add LPR functionality and UPS/battery support in the lanes, construction work will be required. Specifically for LPR, trenching will be performed to install conduit back to new camera locations, and concrete pads will be constructed to support the LPR camera poles and hardware. Camera placement will be engineered so that each camera is positioned far enough back from the lane equipment to reliably capture the rear license plate of vehicles passing through the lane, while also aligning with the operational reality that drivers typically interact with the station when the driver-side window is aligned with the entry or exit device. This placement approach is intended to improve capture rates and consistency without interfering with traffic flow.

Command Center Modernization
As part of the lane upgrades, all new entry and exit stations will be equipped with PoE IP pinhole cameras integrated into a centralized command center workflow using the sweb Control platform. When a patron presses the intercom button, the system will automatically present the video feed associated with that specific lane, giving staff immediate visual context and improving response speed and quality. The same unified interface will provide the operational controls needed to assist customers efficiently, reducing reliance on ad-hoc workflows and improving overall service consistency—especially important in a high-visibility airport environment.

Exit Cashiering Station Modernization
After lanes are upgraded and stabilized, SKIDATA will complete final enhancements to cashiering workstations as needed, including replacing legacy desktop-coder workflows with modern 1D/2D barcode readers and a separate receipt printer, while preserving the option to retain existing desktop coders for specific fringe use cases if PSP prefers.

eCommerce Webshop
With the physical system modernized and stable, PSP will be positioned to adopt the next layer of digital capability, including enabling ecommerce parking reservations so guests can reserve and pay in advance. For this, SKIDATA proposes ParkSpace by Chauntry, a proven reservation platform that has been integrated with SKIDATA for years and is commonly used to support advance purchase use cases.

Final Outcome
When the project is complete, PSP will have a modernized parking operation hosted in PSP’s IT environment, running current supported software, equipped with new entry and exit stations, improved cashiering and support workflows, digital validations, Mobile Pay, ecommerce reservations, and license plate recognition. Just as importantly, PSP will have achieved this modernization using a phased approach designed to reduce operational risk, limit disruption, and ensure the airport is supported by a provider already accountable for keeping this system running today—making the transition smoother, safer, and more predictable than a provider who is learning the site from scratch.

SKIDATA Solution Cutsheets and Reporting can be accessed here: SKIDATA Solution - Cutsheets & Reporting City of Palm Springs
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PROJECT MANAGEMENT PLAN
The objectives of the SKIDATA Project Timeline recommendations are to:
- Reduce risk to contract; concentrate the PARCS contractor on what it does best. - Reduce time to implementation of most value-adding areas, coordinate with other trades. - Reduce risk to security; provide high-quality design and IT documentation. - Reduce public and operation disruption; communicate the change, make the cut -over seamless. - Provide flexibility to extend using an expedited plan as the base; get what you want fast. - Provide the ability to run the Phases in parallel where possible, by adding labor resources.

Allowing our Customers and SKIDATA every opportunity to exceed project expectations.

PARCS Transition Methodology
IT and Parking Operations have an important role in the management of the system and process upgrade, these are stepped through so as to be understood and resourced during the planning phase of the project. SKIDATA’s work on other large Project transitions provides us with the ability to understand the methods and standards expected.

Partnership in Transition Governance
When SKIDATA assumes responsibility for the management of PARCS environments, we can draw upon a proven transition approach and structured set of tools, methodologies, architecture, and most importantly – the experience to plan and manage the transition to ensure minimal impact on the business. A critical success factor for transition is a well-defined governance model that provides Stakeholders with the appropriate level of control during the transition period. Through this model, Operations and SKIDATA jointly establish clear guidance for the migration of work and the control of critical issues. The governance model is illustrated in the chart to the right. It is hierarchical in nature and can be customized.

Transitions contain elements of risk and SKIDATA’s approach is to assess these risks with our customers, to establish appropriate mitigation plans and then proactively manage the identified risks of closure. SKIDATA has a standardized risk management process that is used as a starting point to define the risk management plan. A risk identification workshop is convened early in the project planning phase where identified risks are assigned owners who will be responsible for developing mitigation plans. These plans are assessed and tracked by the project office and project risks become an ongoing focus item for the Transition Steering Committee reporting and reviews.

At a minimum, risk impact analyses and containment plans will include the following:
• The financial impact on the project budget.
• Schedule impact on declared deliverables.
• Quality impact on satisfaction with the delivery.

Typical risks involved in transition include:
• Full or partial interruption of service.
• The departure of key employees.
• The shortfall in skills and knowledge.
• Compromised security levels.
• Availability of appropriately skilled resources.
• Lack of transparency.
• Miscommunication.

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Our customers can be confident in the knowledge that SKIDATA has the experience, processes, and resources to manage the transition and transformation.

The most important factor is the predetermined Project priorities based on the least disruption to stakeholders, fast transition and the most efficient project completion. As outlined in the schedule below, after the contract and procurement period begins, we will engage all parties to coordinate with civil, electrical and network requirements with the relevant departments and related parties to define responsibilities and timelines. Your Team will need to permit the works where applicable.

Sequencing
Where possible and in further discussion, the most efficient use of resources for all would be gained by sequencing the conversion locations so the SKIDATA project team need not ramp up each time but cut from one garage to another without delay. We understand that this puts all other considerations aside, but it is an important objective if it can be achieved. Further discussions will commence during the design meetings to solidify the plan as it becomes a balance between speed/efficiency vs service interruption. For example, working in more lanes concurrently is faster than working in less, but causes greater impact to operations.

As the system is already running SKIDATA, the upgrade process has drastically reduced risk as compared to attempting to keep two systems operational. The software will be updated ahead of the physical install as existing equipment is compatible. This will allow new equipment to be immediately brought online as soon as it is complete, minimizing downtime.

Training will commence immediately before the first location goes live.

ID Task Name Duration Start Finish Predecessors
1 Palm Springs Airport 95 days Mon 3/2/26 Fri 7/10/26
2 Award 0 days Mon 3/2/26 Mon 3/2/26
3 Award 0 days Mon 3/2/26 Mon 3/2/26
4 Mobilization 5 days Mon 3/2/26 Fri 3/6/26
5 Execute sub contractor agreement 5 days Mon 3/2/26 Fri 3/6/26 3 6 Contract review item
requirements 5 days Mon 3/2/26 Fri 3/6/26 3
7 Submittals 10 days Mon 3/9/26 Fri 3/20/26
8 Submit Lane Hardware 5 days Mon 3/9/26 Fri 3/13/26 6 9 Design plans for permitting 5 days Mon 3/9/26 Fri 3/13/26 6 10 As-builts 5 days Mon 3/16/26 Fri 3/20/26 9
11 Architecture/Construction plans 5 days Mon 3/16/26 Fri 3/20/26 9 12 Submittal for server and network
design 5 days Mon 3/16/26 Fri 3/20/26 9
13 Detailed schedule 5 days Mon 3/16/26 Fri 3/20/26 9 14 Receive and acceptance 5 days Mon 3/16/26 Fri 3/20/26 9 15 Submittal for training manual 5 days Mon 3/16/26 Fri 3/20/26 9 16 Hardware Production 50 days Mon 3/23/26 Fri 5/29/26 17 Production Equipment 10 wks Mon 3/23/26 Fri 5/29/26 14 18 Equipment Manufacturing 10 wks Mon 3/23/26 Fri 5/29/26 14 19 Order third party equipment 14 days Mon 3/23/26 Thu 4/9/26 14 20 Pre install/Pre config 10 days Mon 6/1/26 Fri 6/12/26 City of Palm Springs
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21 Offsite Configuration 5 days Mon 6/1/26 Fri 6/5/26 19,17,18 22 Offsite testing 5 days Mon 6/8/26 Fri 6/12/26 21 23 Ready to deploy 0 days Fri 6/12/26 Fri 6/12/26 22 24 Software Upgrade 5 days Mon 6/15/26 Fri 6/19/26
25 Software Upgrade 5 days Mon 6/15/26 Fri 6/19/26 23 26 Installation phase 15 days Fri 6/19/26 Fri 7/10/26 27 Site ready for install 0 days Fri 6/19/26 Fri 6/19/26 25 28 Field Coordination 0 days Fri 6/19/26 Fri 6/19/26 25 29 Install start 0 days Fri 6/19/26 Fri 6/19/26 28 30 New Equipment (lane by lane) 15 days Mon 6/22/26 Fri 7/10/26 31 Civil prep work 3 days Mon 6/22/26 Wed 6/24/26 29 32 Prep for mounting equipment 4 days Thu 6/25/26 Tue 6/30/26 31 33 Install new equipment 6 days Wed 7/1/26 Wed 7/8/26 32 34 Commission and test 2 days Thu 7/9/26 Fri 7/10/26 33 35 Contract closeout 0 days Fri 7/10/26 Fri 7/10/26
36 Project closeout 0 days Fri 7/10/26 Fri 7/10/26 34 37 Final Acceptance 0 days Fri 7/10/26 Fri 7/10/26 36 38 Training 7 days Wed 7/1/26 Thu 7/9/26
39 Training schedule submittal 1 day Wed 7/1/26 Wed 7/1/26 32 40 Training manual and documents 1 day Wed 7/1/26 Wed 7/1/26 32 41 Training for managers/
supervisors 1 day Thu 7/9/26 Thu 7/9/26
42 Training for supervisors 1 day Thu 7/9/26 Thu 7/9/26 33 43 Training for system
administrators 1 day Thu 7/9/26 Thu 7/9/26 33
44 Training for accounting and
audit 1 day Thu 7/9/26 Thu 7/9/26 33
45 Training on equipment 1 day Thu 7/9/26 Thu 7/9/26 33 City of Palm Springs
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Training Program
SKIDATA has a highly developed and mature training program. SKIDATA supports customer direct and distribution networks training requirements. The combination requires comprehensive training programs that are regularly scheduled and documented. All the defi ned training programs exist and have been refined and improved over the years. The maturity of our programs and staff allows us to focus on relevant information to our customers based on years of experience. This translates to better trained operations staff and a smoother operation.

SKIDATA will develop and conduct a comprehensive training program to cover each PARC System component and functionality, as well as the system. We have planned enough courses and have several trainers on staff to accommodate the training time and attendee requirements. Our schedule reflects the proposed number and frequency of the training courses. In all cases SKIDATA has “out of the box” training curricula that meet the requirements.

The maintenance and support training courses are the same courses we use to certify our distribution network engineers. These same courses will be used as the basis for the support staff if chosen. The training shall be designed to ensure that the trained personnel become proficient in the use, administration and maintenance/support of the PARCS.

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4. Section D: Forms
SKIDATA has included the requested forms on the following pages. The Cost Proposal Form /s have been included with Electronic File #2, clearly marked “Cost Proposal”

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Electronic File # 2 - Cost Proposal - Uploaded
separately
SKIDATA has completed the cost proposal form/s and uploaded them separately per the RFP, as Electronic File # 2 - Cost Proposal.

Palm Springs City CouncilMay 12, 2026

Palm Springs City Council
May 12, 2026